The Towerlight, February 15, 1980

tl19800215-000 "VOL. LXXIII No. 16 ottitrItgt PUBLISHED BY THE STUDENTS OF TOWSON STATE UNIVERSITY CONTENTS Sports 9 Entertainment 7 Classifieds 4 Features 4 Week Watcher 5 Commentary 13 Newsbriefs 12 Valentines 11 February 15, 1980 Council adopts retrenchment policy Enrollment decline may threaten faculty positions Monday's Academic Council meeting Dr. Irene Milian and Dr. Garry Van Osdell answered questions 41/aut the University retrenchment proposal. Shipman tout Van Osdell were members of the committee to study .4%460d, retrenchment policy. The committee also listed 16 strategies to avoid retrenchment. The council, chaired by Dr. Patricia Plante, adopted the policy after a half-hour of debate. TL photo by Bob Liles Alcohol policy approved by Karen DiPasquale 1, President Hoke Smith approved the 2'son State campus wide alcohol ""LicY presented to hirn by the nine- 4wI triber alcohol committee, last ecinesday. under the new policy, the Universi- Lorganizations do not have to go a,mrYligh Servonation food service to ai beer and wine for events. ,.Steve Horn, Student Government .4sociation treasurer, one of the ters of the policy and a member of committee, said before the policy 83 approved, ""organizations had to /tleY Servomation a $230 downpayment tI jore the event and also let them 7nde the event. Organizations were Making money."" At the beginning of the fall semester, Servomation suggested to the SGA that the downpayment be raised and Horn went to the Senate with the idea of the alcohol policy. ""We [Milissa Murray, SGA presi-dent; David Reuwer, SGA director of organizations and Horn] met with organizations and got 3,500 signatures on petitions that said the students wanted to develop a new alcohol policy. Then, the suggestion was brought to Smith and he organized the alcohol committee which consisted of Thomas Knox, associate dean of students; James Spivack, associate director of Counseling Center; Charles Eckels, director of special services; William Gehring, associate professor of ' fbs_ month searches common education. Student members were John Adams, Murray, Reuwer and Horn. Horn said, ""Dr. Smith just asked us to design an alcohol policy that would work on campus but would not pro-mote alcohol abuse."" Smith then signed the completed policy and it Went into effect the next night for a fraternity dance at the University. ""We've had two events here since the policy was passed,"" said Horn, ""and they've both been very suc-cessful."" Many of the stipulations in the seven-page policy were the same as the original policy but more specific. ""Things are spelled out more,"" said Horn, continued on page 3 by Quincey Johnson The Academic Council, Monday, ap-proved the Towson State retrench-ment procedures. In accordance with the guidelines for retrenchment that were set by the Board of Trustees, the University formed a committee to establish retrenchment procedures. Using the Board of Trustees' re-trenchment guidelines as a model, the cormnittee presented the procedures to the Academic Council, which then approved it. Retrenchment entails laying off and firing faculty members to compen-sate for projected enrollment decines, program changes, and restrictions in funding. Before retrenchment is invoked, the University will try to utilize all faculty resources by reallocating and retool-ing faculty members. Retooling is preparing faculty members to teach other courses that would be in more demand. Other alternatives to retrenchment are transferring faculty to other in-stitutions in the system and encourag-ing voluntary retirement for eligible faculty. The retrenchment procedures com-mittee made recommendations to avoid retrenchment. The committee listed 16 strategies -to deal with the vicissitudes in enrollment and budget in the 1980's."" The committee suggested more use of part-time faculty, splitting faculty loads, stronger recruiting practices to get better students, using administra-tors as teachers. and regular evalua-tion of departments. ""In the last three years no new faculty positions have been created,"" said Dr. Joseph Cox, vice-president for academic affairs. He also said the use of part-time faculty gives the University more flexibility. In some cases, the positions of tenured and tenure-track faculty will be terminated. President Hoke Smith said he does not think retrenchment will come for three or more years. Smith said, ""The real goal is never to have to invoke retrenchment poli-cies at the school."" The institution may be forced into retrenchment because of legislative cuts in funds, or the rejection of tui-tion hikes by the Board of Trustees. With the initiation of retrenchment, the institution will be losing teachers; therefore, the University will be los-ing credit hour production. Credit hour production is a major part of the budget formula that deter-mines the amount of General Fund appropriation received by the Univer-sity. The Board of Trustees has created guidelines for the implementation of the retrenchment procedures. According to the guidelines, the president of the University will ap-point a Committee on Retrenchment and Exigency (CORE), and a Re-trenchment Appeals Committee. Exi-gency is the total finaneial collapse of an institution. Although these committees will make the immediate recommenda-tions, the final recommendation will be made to the Board of Trustees by the University president. The Board of Trustees' retrench-ment guidelines state that the recom-mendation should be made on the ""basis of the institution's educational mission, the need for the maintaining of program integrity, the need for financial viability and the respon-siveness of the institution to the needs of its clientele."" The institution must submit all recommendations concerning the start of retrenchment three months before the actual implementation. Tenured faculty whose positions are terminated may file for an appeal. Smith said, ""Making the retrench-ment procedure is like designing a life boat and hoping you do not have to use it."" Dr. Hoke Smith Colleges struggling to fill their presidencies 098 ANGELES, CA (CPS)�When 4iversity of Southern California e,s'dent John R. Hubbard announc-e:' November, 1978 his intention to w,7�Iga, a number of people associated '41 USC saw it as an opportunity. rhe announcement capped a year of 1�rThad over proposed Arab funding USC's Center on Middle Eastern H41clies. Changing presidents, it seem-would be a chance to wipe the slate Pin and purge USC's academic rep-tion of all hints of compromise. til Ow, a little more than a year later, dream of redemption has turned another administrative and 'alicity nightmare. e_ar USC, after formally reviewing t�drens of names and candidates, h:anot find anyone willing to take the r'esident's job. halhough it courts the spotlight and tvirl consequently created the most 1,e1Y-known failure to fill a vacancy ti,�1figher education, USC's frustra- Cs are hardly unique. Filling the Jab at all universities has become ernely difficult. Thlook e University of Houston had to eight months for a new chancel- It took the University of Colorado rtionths to find its new president. Ververs now estimate six months is itntun needed to find an appro-go: Le willing candidate and to navi- 447 the candidacy through internal litIcal waters. The days of people begging for a 14""e for the prestige of leading a 44 . .rSitY are long gone,"" a search ti ttee member told the Universi-te Houston Cougar. ""We had can- 4Z-e3 laugh and say, 'What would I -4 that headache for?' "" Dr. Joseph Kauffman of the Univer-sity of Wisconsin's Department of Educational Administration said the job is so hard that there is a 14 to 15 percent turnover among college pres-idents every year. ""The environment is so volatile and so difficult that [chief executives] simply expend themselves in a couple of years,"" said Kauffman, whose book about college leadership, At the Pleasure of the Board, will be releas-ed this spring. ""Today's problems of decreasing resources means there are some awfully tough decisions to be made on what's to be reduced or eliminated,"" he said. lt is no mystery to Kauffman why it is getting harder to fill chief executive vacancies. ""Convincing someone who is already highly successful in another field to take what could be a temporary job is difficult,"" Kauffman said. Southern Cal found it impossible. After screening 200 names, the search committee charged with rec-ommending a candidate to the Board of Trustees whittled the list to three names: Thornton Bradshaw, presi-dent of Atlantic Richfield; David Gar-diner, president of the University of Utah; and Richard Atkinson, pres-ident of the National Science Founda-tion. The selection process had been secret until then. But J. Robert Fluor, Board of Trustees Chairman, insisted , on a representative search that included a campus visit as the last step in the review process. Those two-day campus visits, however, were to be crammed with meetings with a total of 60 student, staff, faculty and administration representatives. A schedule suggest-ing any further secrecy would be short-lived. Bowing to the inevitable, Fluor decided to release information on each of the three candidates when they visited. In November, Bradshaw became the first visitor, and the reaction was predictable. Some student and faculty representatives objected to Bradshaw as a product of the same oil industry that had contributed to the Middle Eastern Center controversy. Atkinson came to campus next, but at the same time the Los Angeles Times ran a two-part series on the behind-the-scenes presidential poli-ticking. The series portrayed Bradshaw as the hardheaded choice, a tough manager who could guide the univer-sity through the financially-troubled eighties. Atkinson, according to the newspaper, was seen by faculty mem-bers of the search conunittee as a man who would stress academics. Gardiner, the series said, had yet to develop much support on the search conunittee. In the meantime, USC officer Zohrab Kaprielian, the man who has been running the university during the search, supposedly favored Atkinson because Atkinson would probably delegate business authority tn hirn. The intrigue thickened when an anonymous memo was circulated. Search committee members report-edly suspected the memo was Kaprielian's attempt to discredit Bradshaw. Although a USC professor eventually claimed credit for writing the memo, the incident and the Times articles started a surge of retaliatory support for Bradshaw on the search committee. By then, however, Bradshaw had decided he did not want the job. In early December, he dropped out of the race, citing personal reasons. In mid-December, the board met to announce its appointment. Instead, it formally eliminated Atkinson from consideration, reopened the search, and pondered putting the newly-con-troversial Kaprielian on a year's leave of absence. Suddenly, Utah's Gardiner had become the favorite compromise can-didate among search committee members. According to sources close to the committee, his visit to the USC campus in early January was a for-mality. The committee had already decided to hire him. Not least of its reasons, according to the source close to the committee, was that it did not want the university to face the public humiliation of losing all three of its final presidential candidates. The committee offered Gardiner a car, a home and a six-figure salary that, in the words of a former grad school dean at Utah, ""no one could turn down."" But Gardiner could and finally did during the last week of January. He announced he would stay on at Utah. In the aftermath, USC's search committee has imposed a stricter code of silence on its members, who are reportedly now combing the list of candidates they had previously re-jected. USC's problem, according to Kauff-man ( who. stresses he has not been privy to its internal workings), does not have much to do with USC itself. He says the real problem is that, over the decades, higher education has come to be viewed ""as an industry that can be tooled up when you need production and tooled down when you don't need aroduction."" In the process, the emphasis has switched from notions of service and the advancement of knowledge to ""complying with government re-quests for information for contract research, and publicizing the eco-nomic job payoffs of certain fields of study."" Those views have led search com-mittees into new fields for candidates, competing for management with the top corporations- even though educa-tion problems are different from corporate problems. Consequently, high salaries have become standard lures to potential candidates. Yet money, Kauffman said, is no longer enough to attract most candidates. Moreover, ""money, while it doesn't do any harm, doesn't automatically result in good leader-ship,"" he said. Colleges, he said, will never solve their chief executive personnel prob-lems until ""we restore the concept of service and learning and advance-ment of study that was the original motivating core of higher education."" this Issue.- A different band with a different kind of nanie..Tty this one on for siTE Orignal Fet-ish. Page 4. H Annie, America's favorite little girl. begins her month-long run at the Mechanic. Page 8. ""Athletes� aren't competing just in the swimming pool or on the basketball court these days. Com-petition's just as stiff in one of America's (and TSU's) aawingrePIIIAM favorite pastimes. Page 10. "