Meeting Minutes - August 1999

Minutes of the Meeting of the Board of Regents of the University System of Georgia
Held At 270 Washington St., S.W., Atlanta, Georgia
August 10 and 11, 1999

CALL TO ORDER

The Board of Regents of the University System of Georgia met on Tuesday, August 10 and Wednesday, August 11, 1999 in the Board Room, room 7007, 270 Washington St., S.W., seventh floor. The Chair of the Board, Regent Kenneth W. Cannestra, called the meeting to order at 1:00 p.m. on Tuesday, August 10. Present on Tuesday, in addition to Chair Cannestra, were Vice Chair J. Tom Coleman, Jr. and Regents Thomas F. Allgood, Sr., Juanita P. Baranco, Connie Cater, Hilton H. Howell, Jr., Edgar L. Jenkins, George M. D. (John) Hunt III, Charles H. Jones, Donald M. Leebern, Jr., Elridge W. McMillan, Martin W. NeSmith, Joel O. Wooten, Glenn S. White, and James D. Yancey. Regent Joe Frank Harris arrived during the meeting of the Committee on Education, Research, and Extension.

ATTENDANCE REPORT

The attendance report was read on Tuesday, August 10 by Secretary Gail S. Weber, who reported that all Regents would be present that day.

APPROVAL OF MINUTES

Motion properly made and duly seconded, the minutes of the Board of Regents meeting held on June 8 and 9, 1999 were unanimously approved as distributed.

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CHAIRMAN'S REMARKS

Chair Cannestra next made his remarks to the Board, which were as follows:

Good morning. Before I talk for a few minutes about the upcoming year, I want to publicly welcome Regents Cater, Harris, NeSmith, Wooten, and Yancey to the Board of Regents. I had the privilege of attending their swearing-in ceremony and meeting with them during their orientation by the staff. They will all be excellent Regents. We welcome them.

I want to thank the Board for their vote of confidence in appointing me their Chairman for the upcoming year. Regent Ed Jenkins and the Chairpersons that preceded him have set high standards, and I hope I can continue our improvement.

We have done a lot in the last few years, but we have much work still to do. And it is my desire for the board to focus on Systemwide policy and continuous quality improvement.

Over the past five years, we on the Board, the Chancellor's office, and the faculty, staff, and students at our institutions have been working very hard to make the significant changes and the major investments necessary to help position our System as a major asset for the State. We've had strong support for our efforts from the Governor's office and the General Assembly.

There's been a lot on the table - a tremendous amount of activity - focused activity centered on students - and based on our strategic plan. We have developed a high level of momentum.

Like each of you, I am excited about our efforts and deeply interested in all the things it takes to educate a student, to prepare them not only for success in a chosen career and in their family and community endeavors, but also for a life of continuing learning. What are the essential processes necessary to produce an educated and well prepared student? That's the fundamental question for us.

It is time now to add assessment to vision and action.

The Chancellor, Vice Chairman Coleman, and I have discussed us focusing this year on some key questions: Where do we need to refocus our energies? Are our resources going to our core functions? How are we doing compared to our regional and national peers?

Industry calls this "benchmarking," and it's a practice business uses all the time. The University System has incorporated an "accountability report" in its reports to the Governor and General Assembly for the past four years.

But now, it's time to add to this so as to measure our progress against not just our own improvement but against the best in the nation so that we can give Georgia's economy a competitive edge.

I would like the Board to focus over the next year on the development of a formal benchmarking process in order to ensure that we are truly living up to our responsibility to be good and efficient stewards of the State's resources. I know Governor Barnes' office is thinking along these same lines in terms of overall State government.

We mustn't underestimate how complex and time-consuming this will be, especially as I'd like to focus both on administrative and academic aspects.

The Chancellor has urged that we issue an RFP (request for proposals) to engage an outside team of professionals with expertise in business and higher education best practices in academic, administration, financial, and other data analytical tools. This would give us both expertise and credibility. This team would help us identify groupings of our institutions and the appropriate peer and aspirational groupings for outside the System.

We would then develop a master template of indicators for major goals, including appropriate benchmarks for:

primary educational core functions and effective use;
range, size, and scope of academic programs and units;
size and scope for support functions and units; and
the essential processes and people (including staff and faculty) necessary to educate a student.

We would also utilize the resources of key national education organizations who have existing data and models.

Our goal is to develop a master plan for the System and for groups of institutions that will benchmark our progress and help us integrate and assess our future needs. As the Chancellor has pointed out in the past, this is an effort to ensure that our future actions and decisions are data-informed.

As a parallel activity, I would like the Board to develop a Technology Master Plan as a follow up to our year-long review of technology. This master plan would help us ensure that the multitude of technology initiatives we have underway - GALILEO (Georgia Library Learning Online), GLOBE [(Georgia Learning Online for Business & Education), Teachers & Technology, Students & Services, and the new Gwinnett Center - are integrated and strategically aligned with our overall goals. We must also make sure we have an appropriate business plan. And finally, we must consider key elements, like adequate bandwidth and equipment replacement strategies, for our future technology prosperity.

During my tenure on the Board, I have been impressed by the focused approach we have taken to move forward. Our actions, while swift, have been deliberate and based on good information.

This seems to us a perfect time for a data-driven template that will truly benchmark our progress - and ensure our students are truly prepared to succeed in today's world. Thank you.

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INTRODUCTION OF NEW PRESIDENT OF NORTH GEORGIA COLLEGE & STATE UNIVERSITY

Chair Cannestra next called upon Chancellor Portch to introduce the new president of North Georgia College & State University ("NGCSU").

Chancellor Portch remarked that it is always a pleasure to introduce a new president to the Board of Regents. The System continues an incredible record of being able to hire its first-choice candidates for presidential positions. The Chancellor noted that it is the key function of any board to appoint its own chief executive officer and presidents. For the presidency at NGCSU, there was a very successful search. A number of important elements go into a successful search, he said, and the first is peace and harmony on the campus. NGCSU had peace and harmony because Dr. Sherman R. Day provided such wonderful service, first as Interim President and then as President. Dr. Day was not able to attend this meeting, because he was on vacation. However, Chancellor Portch remarked that he was very grateful for all that Dr. Day has done for the System and hoped there would be another opportunity to recognize that. The second important element of a presidential search is a strong chair and a good committee on campus, he continued. In this instance, the North Georgia College & State University Presidential Search Committee had an exceptional chair in Dr. Mark S. Davis, Associate Professor of Biology at NGCSU. Dr. Davis joined the NGCSU faculty in 1990. He has his doctorate from the University of Missouri, and he is a national expert on the wood frog and the sounds that frogs make. His master's degree in zoology and his bachelor's degree in biological sciences are from Auburn University. The Chancellor commended his attention to detail and sensitivity to people as well as his ability to sell the System, NGCSU, and Dahlonega, all of which made him a successful chair. He then asked Dr. Davis to stand and be recognized. Chancellor Portch noted that Dr. Davis is also a two-time distinguished instructor whose students adore him. As soon as his part in the search was over, he went with his students to a swamp to take a break.

Chancellor Portch and Regents Rhodes (Chair of the Committee), Cannestra, and Jenkins performed the final screening of candidates, and they were very pleased with their final selection. President Nathaniel Hansford has his bachelor's degree in education from the University of Georgia ("UGA"), his law degree is also from UGA, and his master of law degree ("LL.M.") is from the University of Michigan. President Hansford served in the Judge Advocate General Corps ("JAG") and holds the rank of Colonel in the U.S. Army Reserves. He has a wonderful combination of academic preparation and military background, which is especially important at NGCSU, the System's military and liberal arts college. President Hansford has a distinguished career as a faculty member in law and served as dean of the law school at the University of Alabama. After a very successful stint, he returned to the faculty and looked for just the right match in his next career move. He believes, as does the Board, that he has found the right match in the University System. The Chancellor noted that President Hansford is a member of Phi Beta Kappa, the author of three books, a winner of several distinguished teaching awards, and a very fine human being. President Hansford's wife, Frances, accompanied him to this meeting, and Chancellor Portch asked her to stand and be recognized. He then invited President Hansford to address the Board.

President Hansford thanked the Chancellor and the Regents for this opportunity to greet them. He explained that he had been at NGCSU for about six weeks and was beginning to find his way around. He tried to remind himself that he does not want to be in the position of the admiral in the navy in a story he once heard. The admiral had just been given command of a battleship, and on a dark and foggy night as the ship was going through the water, a light began to flash, signaling, "Bear to the starboard." The admiral was incensed that anyone would tell him what to do, and he signaled back, "You bear to the starboard. This is the battleship." The light flashed back, "You bear to the starboard. This is the lighthouse." President Hansford commented that he is trying to determine what are lighthouses and what are tugboats. He stated that he is delighted to be at NGCSU. Price Memorial Hall has recently been renovated, and he feels it symbolizes a great deal about the institution. The building is very old, and its renovation reflects much of the beauty and tradition of the school. Some of the walls in the basement are four or five feet deep, because it was built on a gold mint. There is also one place where, when the walls were taken down, a blackboard was uncovered. On that blackboard was a phonics lesson and the words, "Do not erase." Dr. Day is fond of saying that only at NGCSU would the instructions of a professor be honored for 50 years.

In addition to the traditions of the institution, NGCSU is equipped for the future and the issues that it might bring. President Hansford noted that NGCSU has been rated by U.S. News and World Report as the highest academically ranked state university in Georgia and one of the highest in the Southeast and the nation based upon entering qualifications of students, retention rates, and graduation rates. NGCSU's typical classes have only 15 to 20 students. The institution has also been ranked one of the best buys in higher education in the nation. It has also been ranked as one of the safest colleges in the nation, and it ties as the safest college in the nation with regard to violent crime. Moreover, NGCSU is one of six senior military colleges in the United States, including the Citadel. Its corps of cadets has always excelled in national competitions, and they have just returned from ROTC summer camp at Fort Lewis, Washington, where every year they come out on top as the best ROTC program in the nation. One of the cadets, Mark Wade, scored 963 points out of 1,000 possible points. President Hansford commended him, saying that he is a bright, strong, energetic young man.

NGCSU also believes that athletics are an important part of its teaching mission and it has great teams, remarked President Hansford. The women's basketball team has won the championship in its conference for three of the last four years. Because he was dean of a law school, President Hansford wanted to learn more about NGCSU's teams. So, he called the athletic director and said, "I want to make sure we increase the graduation rates of our athletes." The director responded, "I don't think we can do that." Incensed, President Hansford demanded, "Why not?" The director replied that all of the athletes graduate. The first-year freshman cadets have just arrived, and they are seen as part of a leadership training program. All of the cadets do not go into the service. In fact, Jason Ross, who has cystic fibrosis, cannot go into the military, but he has chosen to proceed with the corps of cadets. The corps has been nominated for membership in leadership organizations and has the opportunity to win some national recognition in that field. NGCSU has a liberal arts mission combined with this leadership training. President Hansford remarked that there is great opportunity for the future at the college, and he invited the Regents to visit. He said that it is a beautiful campus with fine young men and women, and really, it is all about the students. He then stepped down.

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INTRODUCTION OF NEW COMMISSIONER OF THE DEPARTMENT OF COMMUNITY HEALTH, RUSS TOAL

Chair Cannestra asked Chancellor Portch to introduce the new commissioner of the Department of Community Health (the "Department").

Chancellor Portch explained that Governor Barnes had created the Department to bring together a number of health-related organizations and had appointed Mr. Russ Toal to run it. Mr. Toal has experience both in government and in the private sector. Previously, he was president and chief executive officer of GeorgiaFirst, a Statewide network formed by Emory University System that included the Medical College of Georgia. Mr. Toal was also commissioner and deputy commissioner of the Georgia Department of Medical Assistance. He holds a master's degree in public health from the University of North Carolina and an undergraduate degree in political science from the University of Illinois. The Department will likely have a contractual relationship with the University System regarding its healthcare benefits. The Chancellor remarked that he has enjoyed his early working relationship with Mr. Toal. Given the Department's importance and its likely future relationship to the Board, he thought it would be nice for the Regents to have a chance to meet Mr. Toal.

Mr. Toal greeted the Board and remarked that he looks forward to working with the Regents, many of whom are long-time friends. He is excited about his new position and about working for a Governor who cares passionately about healthcare and who understands it deeply. He is also excited about putting together an effective healthcare delivery system for all citizens of the State. He noted that a fact sheet about the Department had been distributed to the Regents along with a list of the nine members of its board and the pertinent sections of Senate Bill 241, which created the Department. The Governor has said that he is interested in having the State maximize its purchasing power and to achieve economy of scale in all that it does. So, the Department is hopeful that it can negotiate with the Board very quickly on an administrative agreement in which the Department agrees to contract on behalf of the University System for the administrative services necessary to run the System's health benefit plan. Mr. Toal stressed that it is neither his nor the Governor's intent to in any way usurp any responsibility or decision making from the Board of Regents or the University System about the plan itself. That is reserved to the Board and the System, and the Department will be respectful and mindful of that. However, by purchasing in bulk, the Department can achieve some administrative savings for the University System by negotiating for a greater number of covered employees with the respective vendors for the State. The Governor does not want to do anything to diminish the identity of the System's health benefit plans. There are rumors that the ultimate goal of the Department is to put the two plans together and have only one plan for the whole State, and he denied ever hearing such suggestion. There has been an appropriate suggestion that it does not make sense to pay the same vendors under two separate contracts for the exact same services. On the administrative side, the Department will try to achieve those savings, but it will not come in and tell the Board what the System's plan needs to be. The Department has had a series of very good discussions with the Chancellor and his staff, and it will be bringing forward an agreement that enables the Department to have the administrative authority to negotiate the contracts, and it hopes to do that very soon. There are a number of other issues that relate to coverage of the uninsured and other persons who work on campuses that may not have access to the University System health benefit plan that the Department will be working on as part of its overall attack on the issue of the uninsured and ensuring that healthcare coverage is accessible to all.

Mr. Toal had also given the Regents a one-page fact sheet on the grants that are administered by the Department because of the administrative efforts to support medical education directly. These grants are in the forms of internal medicine or family practice preceptorships, medical school operating grants, funds appropriated through the Georgia Board of Physicians Workforce for the Southern Regional Education Board, and residency grants through various hospitals. Mr. Toal stressed that the Medical College of Georgia is an integral member of the State's safety net and a valued part of the Department's decision making process. It carries the second-largest indigent load in the State, and the Department is always mindful and respectful of the key role it plays in the State's healthcare delivery system. It is fortunate that the Department has had a good working relationship not only with President Francis J. Tedesco but also with his staff, and the Department hopes to build on that over the next few months as it makes some key decisions about how the State should proceed in its business with respect to the benefit plans and the Indigent Care Trust Fund and Medicaid. There has been some negative publicity about the Indigent Care Trust Fund, but Mr. Toal assured the Regents that most of the problems have been fixed, some contracts have been canceled, and the Department is aggressively restoring integrity to that fund. He said that he and the Governor have a commitment to ensure that everything they do is handled appropriately. In closing, Mr. Toal asked whether the Regents had any questions or comments and said that he is very much looking forward to working with the Regents and will be very mindful of their role these matters.

Chair Cannestra asked whether the Regents had any questions, and seeing that they had none, he thanked Mr. Toal, who then stepped down.

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PRESENTATION OF THE UNIVERSITY OF GEORGIA'S SPECIAL COLLECTIONS

Chair Cannestra next introduced Mr. Craig Barrow III, who was invited by former Chair Jenkins to share with the Regents what he has been involved in at the University of Georgia ("UGA") as chairman of the board of advisors for the UGA library. Mr. Barrow is a 1965 graduate of UGA, and he has also done a tremendous amount of work at Georgia Southern University. In his current chairmanship, Mr. Barrow is responsible for assisting the director of the library, Mr. William Potter, who was also present at this meeting. Chair Cannestra asked Mr. Potter to stand and be recognized. Mr. Barrow is also in charge of establishing a strong board of advisors, promoting three special collections, and fund raising. Chair Cannestra commended Mr. Barrow's work and noted that some items from the special collections were on display in the back of the Board Room.

Mr. Barrow thanked the Regents for this opportunity to speak and thanked Regent Jenkins for arranging for him to come to this meeting. Three years ago, Mr. Potter and Ms. Chantel Dunham, Development Officer, came to Savannah and convinced Mr. Barrow to be chair of the board of advisors for the UGA library and to assist them in creating and organizing that board. One of the main purposes of the board is to raise money to build a new building to house the special collections of the UGA library. Those three collections are the Felix Hargrett Rare Books and Manuscript Library, the Media Archives and Peabody Awards Collection, and the Richard B. Russell Library for Political Research and Studies. Mr. Barrow visited the library and came away thinking that it was one of Georgia's greatest treasures, but at the same time, he felt it was Georgia's best-kept secret because nobody knew about it. One of his responsibilities was to go out and tell its story. Mr. Barrow had distributed to each of the Regents a list of the members of the board of advisors as well as a video that tells the whole story of the library and a CD-Rom. Mr. Barrow spoke with President Michael F. Adams and the Board of Trustees and encouraged them to visit the special collections. They were quite excited by what is going on there. He also visited Regent Jenkins and then-Governor Zell Miller. He joined the board of advisors and donated many of his papers to the special collections. The board meets twice a year, once in Athens and the second time somewhere around the State. The local communities are invited to the meetings, and there are often donations of collections and gifts as a result. The board has learned a great deal through the papers and letters of past generations. Mr. Barrow discussed the value of such materials and listed a few significant recent donations. He remarked that he did not want to see historical papers and collectibles bought up by investors and collectors when they could be housed at the proposed special collections building for the benefit of the public. The goal of the board is to raise $10 million for the building and $10 million for an endowment and to ask the Board to consider $20 million towards the building. After two years, the board of advisors has raised $8.5 million. There are good indications that it will soon get another $3.5 million, for a total of $12 million. He noted that often someone who donates a collection will also donate funds to help that collection be preserved. He believes that when there is a site and a plan for the proposed building, more people will contribute to preserve their family heirlooms. He noted that the media archives of the library comprise the fourth largest archive in the country, the second largest in a university. The newest donation may make this archive the largest in the nation. It is a very valuable treasure for this State. Mr. Barrow said that this project is a model for other institutions in the University System on how to raise money. In closing, he thanked the Regents and gave them each a copy of Wildflowers of the Southeastern United States, the twentieth publication of the Wormsloe Foundation through the University of Georgia Press. He asked whether there were any questions or comments.

Seeing that there were no questions, Chair Cannestra noted that Mr. Barrow is also managing director of Sterne Agee & Leach Inc. and he is from Savannah.

Regent Jenkins invited the Regents to see the rare manuscripts collection and other special collections at the UGA library.

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UPDATE ON THE SEVEN-YEAR PLAN

Chair Cannestra next called upon Chancellor Portch to update the Board on its seven-year strategic plan.

Chancellor Portch explained that he wanted to give the Regents an update on the seven-year plan, particularly since there are five new members of the Board of Regents, so that they would see where the System has been, where it is today, and what it has yet to do. In 1994, the Board developed its strategic plan at the Jolley Lodge at Kennesaw State University and its vision statement, "Access to Academic Excellence for the New Millennium: A Vision for the University System of Georgia." The Chancellor remarked that the vision statement is timeless and the best vision statement he had ever seen in higher education because it is a blend of poetry and pragmatism. He stressed the following part of the vision statement: "... The University System of Georgia and its component colleges and universities will sustain close contact with the people of Georgia, be responsive to the needs of Georgians first and foremost while raising their aspirations, and generate a more highly educated populace throughout the state." Chancellor Portch noted that Governor Barnes' Education Reform Study Commission (the "Commission") is currently working on the last part of that. He also stressed the following line: "Its students, who are its heart and soul, will therefore be its strongest supporters..." From the vision statement, the Board moved quickly to develop its 34 guiding principles. The Chancellor remarked that this was a very wise decision by the Board because the principles are the framework upon which the Board has built its policies, directives, and initiatives. In every case, Board's actions directly support its original vision. The guiding principles fall under four major categories: strengthening standards and improving quality, improving planning and operations, maximizing innovation and technology, and effective external partnerships.

The vision statement and guiding principles were developed and adopted in 1994. Over the next two years, the Board moved decisively to pass a number of policy directions developed to support the vision statement and guiding principles. Chancellor Portch stated that he had never seen a system implement a move so fast on so many fronts, but there was a window of opportunity of which it had to take advantage before the legislative season was underway. Some of the policy directives in those two years were technology initiatives such as Georgia Library Learning Online ("GALILEO"), BANNER, Connecting Teachers & Technology, Connecting Students & Services; mission development and review; managing access; semester conversion; revision of the Board policy manual and restructuring of the Committees; faculty and staff development; post-tenure review process for faculty; internationalizing education; the Post-secondary Readiness Enrichment Program ("PREP"); the P-16 initiative; revision of tuition structure; development of the capital projects priorities list; the master planning process; revised admissions requirements; honorary degrees; hiring incentives and procedures; the alternative dispute resolution; the Intellectual Capital Partnership Program ("ICAPP"); academic program review; "accountability reports"; and financial and operational audits. Those two years were an extremely intense period for both the Regents and the institutions, but they were both extraordinarily responsive to the many challenges.

The Board turned in 1997 to an approach that focused on a single issue during the course of each fiscal year. In each case, the Board's focus was based on its vision and guiding principles. The process included reviewing the data, formulating principles, and then creating, adopting, and implementing an action plan. Three issues have thus far been addressed: comprehensive planning, teacher preparation, and technology. During comprehensive planning, the Board focused on enrollment planning, academic program planning, workforce planning, and capital planning. In considering teacher preparation, the Board developed guiding principles and an action plan, which has been funded and is currently being implemented. The goal of the Board's technology initiative was to move the System's use of technology in academic program delivery from the entrpreneurial phase to a comprehensive, planned approach. The guiding principles were adopted, and Georgia Learning Online for Business and Education ("GLOBE") was launched.

The Board is now at the dawning of the new age, said Chancellor Portch. There was a flurry of activity in the first few years, a detail-oriented single focus for each of three years, and now is the time to step back and examine how the System is doing and get inside those issues. Using the same four areas of the strategic plan, the Chancellor reviewed where the Board is today. Under the category of strengthening standards and improving quality, since 1994, the System has experienced a reduction in the number of freshmen who need learning support from 1994 to today, and it is moving toward a reduction in the number of students who have college-preparatory curriculum ("CPC") deficiencies. The System has also seen a slight increase in retention rates. The Chancellor noted that it takes four to six years after a policy change at this level for the System to begin to see the results. So, because the Board adopted new admissions policies in 1995 and phased them in through 2001, the System initially will see only marginal improvements in areas such as retention rates, improvements in CPC deficiencies, and learning support. It will not be until after 2001, when the policy is fully implemented, that the System will see the total effect. Still, most educational statisticians will say it takes six years to see the full impact of a policy change. So, it will be 2007 before the Board sees the ultimate results of a policy it adopted in 1995. The Chancellor remarked that this may be part of the reason that Regents get seven-year terms, so that they can see the results of their work. He reminded the Regents that although they must be urgent about making policy changes to improve the System, they must be patient for the results. In 1994, the System was seventh of the 15 Southern Regional Education Board ("SREB") states for average faculty salaries, which was a very dire statistic for the long-term best interest of the System because there is a national marketplace for faculty and higher education is dependent on the quality of its faculty and staff for all that it does. After five consecutive years of commitment to salaries from Governor Miller and Governor Barnes, the System is now first among the SREB states. Chancellor Portch said that this was a remarkable jump. Additionally, the System has gone from 93% of the national average for salaries to 102% in that same period. Moreover, there was once no professional development for faculty and staff. Now, the Board has designated at least 1% of the personnel budget for that purpose. There was also no review for faculty who were tenured; now, there is an ongoing cycle of five-year post-tenure reviews. Those have been going well, and it has been a productive process. In 1994, only 0.5% of System students studied abroad, while the national average was around 1%. Most of the students who study abroad happen to be white, female, wealthy, and study in Europe. The Board has made a concerted effort to increase the number of students studying abroad and diversify the type of students who have that opportunity, and the System is having tremendous success with support from the Coca-Cola Foundation and other contributors. Today, 1.5% of System students study abroad, and the goal for 2001 is 2%. Chancellor Portch remarked that the Board has been bold. When the System was at half the national average, the Board decided it wanted to set a goal of double the national average. He said that the System is well on its way to meeting that goal.

In the category of expanding partnerships, the Board has increased its collaboration with the Department of Technical and Adult Education ("DTAE"). The Chancellor stated that the most promising result is the new bachelor of applied science ("B.A.S.") degree, which allows a student who has been in the DTAE system to earn this college degree. He hopes this program will be available Statewide by 2001. He is also interested in the Board taking another step, resulting from the discussions of the Commission. The State needs to identify standards necessary for any 18-year-old in communication, computation, and computers. Those standards need to be the same for all students, with different levels of proficiency if they intend to go straight into the workforce, to technical school, or to college. He asserted that courses in those three areas probably ought to be based on standards in competencies and ought to be applicable to either DTAE or the University System. In the Atlanta Journal-Constitution that morning, the Chancellor proposed returning to one type of high school diploma. If the State were to do that, it would still take until 2003 or 2004, because there are already students in seventh and eighth grade choosing their diploma tracks. P-16 and PREP have both been very successful. A Title II grant was just approved for P-16 to have qualified teachers in all public school classrooms by 2006. The Commission has also made great progress toward a seamless education system. By 2001, there should be a number of new initiatives to improve this effort. In terms of economic development, in 1994, the System did not even have an economic development office. In 1995, that office was created, and Ms. Annie Hunt Burriss was named Assistant Vice Chancellor for Development & Economic Services. Since that time, there has been a series of economic development initiatives, including one with Total Systems in Columbus. With the System's emphasis on increasing its production of high-tech graduates, it was very gratifying to see in a recent national study that the System increased 6% the number of graduates in those fields. At the same time, the national numbers decreased 5%. That swing is the sort of competitive advantage that the System needs.

The Chancellor reported that under the category of maximizing innovation and technology, in 1994, PeachNet was established and today it has expanded tenfold in its capacity. By 2001, its capacity will be expanded a thousand times. If the System does not plan for the bandwidth growth needed for the projects it intends to do, it will be constrained by its technological limitations. GALILEO is now regarded as the world's best digital library. The new Gwinnett Center will be designed like no other institution in the System. Mr. John Portman himself was involved in the project, and it will be a futuristic facility that speaks volumes about the academic intentions of the institution. By 2001, that center will be attracting people from all over the country to learn from that bold experiment. By that time, GLOBE will also be fully underway with a variety of degrees, and significant new numbers of Georgia citizens will be getting an education through the Internet.

In improving planning and operations, by 2001, people will hardly remember the System was once under the quarter system, said Chancellor Portch. The semester conversion is in its final stages now, with the Georgia Institute of Technology converting this fall. The System is starting to see the rebound in enrollment that it anticipated, but the best thing about the conversion was that every course had to be recreated and the entire curriculum was restructured. The thing that most people have missed is that the System shifted from 180 quarter credit hours where there had been "credit creep," in which faculty added courses to programs without eliminating any, to 120 semester hours, which means that students can now realistically graduate in four years. This is important to the State financially because every student who is slow going through the System costs the State more money and takes a seat that another student could take. The funds that the State provides for such students to take extra courses so they can graduate make a huge difference. So, this one initiative will ultimately save the State billions of dollars and increase access to education. Chancellor Portch suggested that now that semester conversion is complete, the System needs a second wave of curriculum innovation. He wants to challenge the faculty to fine tune the revised curriculum. Because learning can now take place any time anywhere due to technological innovations, semesters may even become irrelevant, and this will impact the campuses. He suggested that the System needs to be more imaginative about how it uses its two 15-week semesters. Some courses could last only 5 weeks, while others might last 30 weeks. There needs to be a second wave of reengineering the structure of the new semester system.

Also in 1994, out-of-state students were not paying the full cost of their instruction. Today, they are paying their full tuition. At the time, there was also no difference between graduate and undergraduate tuition. This made no business sense, as it is much more expensive to offer a graduate degree than an undergraduate degree. Plus, there is also much more ability to pay when a person gets to graduate school, especially since a number of companies will pay for individuals to attend graduate school. So, this was costing the System a good deal of money. Over five years, the Board fully phased in a 20% differential. Moreover, professional school tuition was not market-driven. Now, the fees have been revised. Despite these changes to our tuition policies, the System remains very low in tuition costs to students. Yet, these policy changes both make good business sense and improve quality because those resources have been used to strengthen the quality. By 2001, the System may want to again examine other approaches to its tuition structure.

Also in the area of improving planning and operations, the Chancellor remarked that he is proud of the progress that has been made in the areas of capital priorities and master planning. The Board has been intimately involved in setting the capital priorities. All institutions are in some stage of the master planning process, and by 2001, all 34 master plans will be complete. He commented that there has not been one master plan that has come before the Board that has not generated a great deal of interest and excitement. The biggest fans of the process are the presidents and the campus communities, because they gain so much from getting a fresh look at their institutions. The System is also seeing a lot more of its disputes handled at the campus level, thanks to the alternative dispute resolution system. There was a reduction in appeals to the Board from 92 to 65 from 1996 to 1997. More training of personnel has contributed to that as well as workshops for department chairs that have been heavily focused on personnel legal matters. So, the System has seen some real improvements in these areas. The auditing process has also improved. In the past, all institutions were audited using the same format, which was very labor-intensive and which resulted in few institutions actually being audited due to the small number of auditors. Moreover, there was no Board-level oversight in the audit process. The Board has since adopted a risk-based model for audits. The Board's Audit Committee was also established and is now very active in leadership and oversight of the audit function. Increasingly, technology and outsourcing are being used to improve the audit process. By 2001, the Central Office would like to be using a paperless audit process and to have an audit department with staff who have solid skills in the use of technology. Governor Barnes is very interested in increasing paperless transactions at the State level, and the University System has an opportunity to set the pace.

"Where does that leave us?," asked Chancellor Portch. There are still goals and unfinished business, he said, and this is a continuous plan. As the Board moves forward with its benchmarking initiative, it will learn things about the System that it never knew. It will be much like master planning. As the Regents learn more about the System, they will have to adapt their plan and adopt some new policies and directions. In closing, the Chancellor thanked the Regents for their attention. He said that there is much work to be done, but the System has the right focus and the right people to make it possible.

Chair Cannestra remarked that although the Board of Regents sets the goals and initiatives for the System, implementation is the hard work of the Chancellor, his staff, and the people at the institutions. He thanked everybody in the whole System for the tremendous progress they have made. He then asked whether the Regents had any comments or questions. Seeing that there were no questions, Chair Cannestra remarked that whether or not the System benchmarks itself, others will benchmark it. He noted that the number one engineering school is the Massachusetts Institute of Technology. Stanford University is number two. Tied for third are the Georgia Institute of Technology ("GIT") and the University of Michigan at Ann Arbor. He noted that the University of California-Berkeley, the University of Illinois, California Technical Institute, Carnegie Mellon University, Purdue University, and the University of Texas all ranked below GIT. GIT also has the number one school of engineering in industrial and manufacturing. He remarked that the Board will likely learn that many other Georgia institutions rank up there.

The Board then recessed for its Committee meetings.

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CALL TO ORDER

The Board of Regents of the University System of Georgia met again on Wednesday, August 11, 1999 in the Board Room, room 7007, 270 Washington St., S.W., seventh floor. The Chair of the Board, Regent Kenneth W. Cannestra, called the meeting to order at 9:00 a.m. Present on Wednesday, in addition to Chair Cannestra, were Vice Chair J. Tom Coleman, Jr. and Regents Thomas F. Allgood, Sr., Juanita P. Baranco, Connie Cater, Joe Frank Harris, Hilton H. Howell, Jr., Edgar L. Jenkins, George M. D. (John) Hunt III, Charles H. Jones, Donald M. Leebern, Jr., Martin W. NeSmith, Joel O. Wooten, Glenn S. White, and James D. Yancey.

INVOCATION

The invocation was given on Wednesday, August 11 by Regent Glenn S. White.

ATTENDANCE REPORT

The attendance report was read on Wednesday, August 11, 1999 by Secretary Gail S. Weber, who announced that Regent Elridge W. McMillan had asked for and been given permission to be absent on that day.

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RECOGNITION OF GEORGIA COLLEGE & STATE UNIVERSITY FACULTY ADVISOR DR. JERRY FLY AND CHEERLEADERS FOR WINNING NATIONAL CHAMPIONSHIP; RECOGNITION OF UNIVERSITY OF GEORGIA GOLF COACH CHRIS HAACK AND TEAM FOR WINNING MEN'S GOLF CHAMPIONSHIP; RECOGNITION OF UNIVERSITY OF GEORGIA ATHLETIC DIRECTOR VINCE DOOLEY

Chair Cannestra remarked that this had been a great year for University System athletic championships. He then called upon Chancellor Portch to introduce two award-winning coaches to the Board.

Chancellor Portch gave a "year in review" of System national championships. He noted that Abraham Baldwin Agricultural College won the NJCAA men's tennis championship, Georgia College & State University ("GCSU") won the cheerleading championship, and the University of Georgia ("UGA") won championships in women's gymnastics, tennis, women's swimming, and golf. Two of those winners were at this Board meeting. The Chancellor then showed the Regents a video clip of the GCSU Bobcat Cheerleaders' award-winning performance.

The Chancellor then called upon President Rosemary DePaolo to introduce the team's coach and several team members.

President DePaolo remarked that it was her pleasure to introduce the only team in the nation that has ever won the national championship in cheerleading two years in a row. She said that the team members are great athletes and wonderful students. She then introduced Coach Jerry Fly, who is also a sociology professor at GCSU.

Coach Fly introduced the team members who were with him at the meeting. Phil Peavey is entering graduate school this fall and is from Millegeville, Holly Hufford is a senior from Conyers, Ashley Williams is a junior from Commerce, and Rayna Jones is a senior from Eatonton. There are 18 cheerleaders on the team, but because the semester had not yet begun, they were not all available to come to the meeting. Coach Fly thanked the Regents for inviting the team to the meeting.

Chair Cannestra thanked Coach Fly and the Bobcat Cheerleaders and remarked that he looked forward to seeing them again next year when they win a third championship.

Chancellor Portch next introduced UGA's Coach Chris Haack, who is a Georgia native and coach of the men's golf team. The team was the 1999 NCAA Championship team, and Coach Haack is the 1999 National Men's Golf Coach of the Year. The men's golf team beat Oklahoma State University for the championship by three strokes. The Chancellor then asked Coach Haack to step forward.

Coach Haack said that it has been a magical year at UGA with four championships. He remarked that it all starts at the top with Athletic Director Vince Dooley, who is a great supporter of his colleagues and athletes. Coach Haack thanked the Board for inviting him to speak.

Chancellor Portch noted that the coaches of the other three UGA championship teams and President Michael F. Adams were present at the meeting, and he asked them to stand and be recognized. He also noted that Coach Dooley was present at the meeting and reminded the Regents of Coach Dooley's long tradition at UGA as coach and Athletic Director. The Chancellor remarked that he had recently seen an article on Coach Dooley's gardening hobby. He also noted that every year, Coach Dooley takes a course at UGA to continue his own learning. He then invited Coach Dooley to make a few remarks on this extraordinary year.

Coach Dooley clarified that he audits courses at UGA, meaning that he does not actually test and receive grades. He remarked that UGA is about to start a new athletic campaign, but none has been like this year with its four championships. This year's championships make UGA the number one public institution in the nation. Overall, UGA is number two behind Stanford University. He said that it is a tribute to the coaches and athletes that they have been introduced to the Board. He noted that Coach Haack has only been coaching three years, so with experience, it is amazing what he will be able to do. However, in his inexperience, Coach Haack had promised the team that he would shave his head if they won the national championship. Coach Dooley remarked that was why he had a strange hair cut. He noted that there is now an equity balance in UGA athletics. Women athletes won the first two championships and set the standard academically for the men's programs. He mentioned that Head Swimming Coach Jack Bauerle has been not only a successful coach, but also his programs have ranked number one in Academic All-American and NCAA post-scholars. So there is a balance between striving in athletics and striving in the classroom, and the UGA coaches emphasize both. Coach Dooley then thanked the Board for inviting the UGA coaches once more as they kick-off the new season.

Regent Leebern thanked President Adams and the coaches at UGA.

On behalf of the Board and the State of Georgia, Chair Cannestra stated that he was very proud of these national award-winners.

In closing, Chair Cannestra noted that there would be no break at this meeting. The Board then heard the Committee reports.

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TEACHING HOSPITAL COMMITTEE

The Teaching Hospital Committee met on Tuesday, August 10, 1999 at 11:00 a.m. in the Chancellor's Conference Room, room 7019. Committee members in attendance were Chair Thomas F. Allgood, Sr., Vice Chair J. Tom Coleman, Jr., and Regents Kenneth W. Cannestra, Charles H. Jones, Donald M. Leebern, Jr., and James D. Yancey. Chair Allgood reported to the full Board on Wednesday that the Committee had reviewed three items, one of which required action. With motion properly made, seconded, and unanimously adopted, the Board approved and authorized the following:

Approval of Early Retirement Plan for the Medical College of Georgia

Approved: The Board approved an early retirement plan for the employees of the Medical College of Georgia ("MCG") to supplement available Teachers Retirement System ("TRS") benefits and to be funded from savings generated by unfilled vacancies created by voluntary retirements. No additional funding is required. Employees who have 25 or more years of creditable service under TRS or employees who are age 55 or older and who have 10 or more years of creditable service by July 1, 2000 will be offered a one-time opportunity to retire voluntarily with five years of additional credit and five years added to age so they can retire without diminished benefits under TRS benefits formulas. Eligible employees will have 45 days to elect to participate, beginning on or about September 2, 1999. A plan to stagger the departure of employees in critical positions will be developed once MCG has a full roster of participating employees.

Modification: The Committee modified the approval of this item such that final terms of the early retirement plan will be reviewed by the Central Office staff with final sign-off by the Teaching Hospital Committee Chair in consultation with the Committee members.

It was noted that the plan will require Internal Revenue Service approval prior to implementation. Additionally, the Chief Executive Officer of MCG Health, Inc. will participate with the MCG committee charged with reviewing and approving any refilling of positions.

Background: Like other academic medical centers around the country, MCG is facing a financial crisis because of declining patient volumes and patient care revenues. Dramatic reimbursement reductions are occurring in managed health care and in federally sponsored programs through the federal Balanced Budget Act of 1997 ("BBA"). The BBA is reducing federal reimbursement to teaching hospitals for their costs of operating teaching programs, and only approximately 10% to 20% of the impact of the BBA has been realized. Managed care plans are not recognizing the cost of medical education in their reimbursement plans, and they are not recognizing the additional cost of delivering care in a teaching environment. Yet, academic medical centers must continue to provide an appropriate patient base for teaching purposes. The MCG hospital and clinics have projected a budget deficit for fiscal year 2000 of $22.5 million. This financial circumstance is expected to continue in subsequent fiscal years. Shortfalls affect hospital and clinics and services to the hospital and clinics provided by general MCG staff.

In the past two years, MCG has taken a number of steps to cope with this budget crisis. The campus has implemented a new system of improved medical management, which will result in annual savings of $1.8 million. A number of staff positions have been eliminated through attrition, which allowed some medical units to be closed, which has netted $1 million in savings. A reorganization of the outpatient pharmacy will save another $2.1 million. Further, the Board recently approved an increase in MCG's hospital bed rate, which should increase revenues by approximately $7.2 million. The total annual savings from these actions is over $12 million, but that still leaves a deficit of $10 million, which will require downsizing the workforce.

For any organization, downsizing of the workforce is a very traumatic event, especially if the primary method is layoffs. Early retirement is a humane and effective way to manage the departure of a significant number of employees with less negative effects on long-term productivity of those employees who remain. It provides an incentive that results in the optimal number of employees retiring with dignity and adequate retirement income. It becomes one component in a comprehensive human resources strategy which includes voluntary reduction in work commitment, operational benchmarking (to reduce costs), and further targeted staff reductions.

By implementing an early retirement program, MCG will save substantial personnel dollars and significantly reduce the need for layoffs, although some additional reductions in force will still be likely. According to William M. Mercer, Inc., a nationally recognized firm specializing in employee benefits programs, MCG's savings will depend on the participation rates and the percentage of vacant positions filled. The current estimate of eligible employees is about 757 out of a total of 7782.

MCG is committed to managing the staff and faculty replacement rates to balance savings with the need to maintain appropriate operations for patient care and to assure that education programs and their funding are not negatively effected. A plan for staggering departures and criteria for replacement of positions which must be refilled will be developed and monitored by MCG and reviewed by the Board of Regents staff. An example of savings over a ten-year period was described to the Committee. The first year's savings depend on employee retirement dates. Savings increase after year ten, when full funding of the supplemental benefits has been achieved.

An early retirement program will affect TRS only by having individuals retire earlier than otherwise anticipated. According to William M. Mercer, Inc., the program will have a minimal actuarial effect on TRS. Staff at TRS have been consulted.

The supplemental benefits will be provided by a stand-alone qualified pension plan and will be funded over a ten-year period from 2000 to 2010. The early retirement plan has been prepared by William M. Mercer, Inc. The State Law Department has found no significant legal impediments to offering such a program.
Information Item: Report From President Francis J. Tedesco on Follow-up to the Actions of the Blue Ribbon Commission Adopted by the Board of Regents in January 1999

President Francis J. Tedesco of the Medical College of Georgia ("MCG") presented to the Committee a progress report on the follow-up to the actions of the Blue Ribbon Commission on the Medical College of Georgia (the "Commission") that were adopted in January 1999. The report addressed the matters such as strategic planning, data collection, faculty retention and recruitment, clinical sites, telemedicine and distance learning, joint appointments and cross-disciplinary instructional and research efforts, creation of a clinical network, diversity in programs and the professions, and physical infrastructure of the campus. A copy of this report is on file with the Office of Capital Resources. MCG continues to address these issues in response to the actions of the Commission. Another progress report will be presented to the Committee in January 2000 with subsequent annual updates through fiscal year 2004.
Information Item: Report From Mr. Don Snell, President and Chief Executive Officer of MCG Health, Inc., on Follow-up to the Actions of the Blue Ribbon Commission Adopted by the Board of Regents in January 1999

Mr. Don Snell, President and Chief Executive Officer of MCG Health, Inc. ("MCG Health"), reported to the Committee on MCG Health's responses to the actions of the Blue Ribbon Commission on the Medical College of Georgia (the "Blue Ribbon Commission"), which were adopted in January 1999. He noted that the full activation of MCG Health has been postponed pending the completion of the work of the SR88 Legislative Study Commission until October 15, 1999. Mr. Snell's report is on file with the Office of Capital Resources, and it addressed the following areas outlined in the actions of the Commission:
- Stabilizing the financial condition of the Medical College of Georgia's ("MCG") hospital and clinics, including a five-year rolling projection of revenues and expenditures, data on indices of success and efficiency, and other information/data necessary to evaluating the fiscal soundness in the management/operations of the hospital and clinics
- Developing a data-driven strategic planning process in conjunction with MCG, particularly with respect to patient base
- Developing a broad clinical network and partnerships with appropriate other providers to expand and secure the patient base needed by MCG in pursuit of its tripartite mission
- Developing appropriate criteria for relevance of indigent patient cases to teaching and research and development of a model for delivery of care to indigent populations
Background for Items 2 and 3: In fall 1998, the Board of Regents appointed the Blue Ribbon Commission. Membership included appointments by both the Chair of the Board of Regents and the Governor, Lieutenant Governor, and Speaker of the House. Several public hearings around the State took place as the Commission covered a broad scope of issues pertaining to the Medical College of Georgia's vision and tripartite mission of education, research, and patient care.

In January 1999, the Blue Ribbon Commission reported back to the Board of Regents, and the Board unanimously reaffirmed the mission and vision for MCG with modest changes. Additionally, numerous recommendations, especially related to the future of the MCG hospital and clinics, were unanimously adopted.

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COMMITTEE ON FINANCE AND BUSINESS OPERATIONS

The Committee on Finance and Business Operations met on Tuesday, August 10, 1999 at approximately 2:30 p.m. in the Board Room. Committee members in attendance were Chair Glenn S. White, Vice Chair Hilton H. Howell, Jr., and Regents Connie Cater, J. Tom Coleman, Jr., George M. D. (John) Hunt III, Charles H. Jones, Donald M. Leebern, Jr., and James D. Yancey. Mr. Ray Higgins was also present at this Committee meeting. He is the analyst assigned to the University System at the Legislative Budget Office. Chair White reported to the Board on Wednesday that the Committee had reviewed five items, four of which required action. With motion properly made, seconded, and unanimously adopted, the Board approved and authorized the following:

Approval of Appointment of Regents' Representative on Teachers Retirement System of Georgia - Board of Trustees

Approved: The Board approved the appointment of Dr. Sandra Gustavson as the Board of Regents' representative to serve on the Board of Trustees of the Teachers Retirement System of Georgia.

Background: Dr. Gustavson will replace Mr. T. Don Davis, who served with distinction as the Board of Regents' representative since July 1, 1997. Mr. Davis retired effective July 1, 1999. This action is to appoint Dr. Gustavson to complete the final year of a three-year term ending July 1, 2000. Dr. Gustavson is the head of the Department of Insurance, Legal Studies, Real Estate and Management Science with the Terry College of Business at the University of Georgia. She is presently the Bradford McFadden Professor of Personal Financial Management. She received her terminal degree from the University of Illinois. She has formal training in risk management, insurance, and portfolio management. She has professional designations (CLU - Chartered Life Underwriter, ChFC - Chartered Financial Consultant) in life insurance and related areas, including estate planning and employee benefits. Dr. Gustavson has written articles on employee benefits for faculty, portfolio performance, long-term healthcare, and disability insurance. Dr. Gustavson has served on the Board of Pensions for the Evangelical Lutheran Church in America.
Ratification of Chancellor's Approval of a Resolution Concerning the Financing for Additional Sky Boxes at Sanford Stadium, the University of Georgia

Approved: The Board ratified the Chancellor's approval in June 1999 of a resolution on behalf of the Board of Regents concerning the financing for additional sky boxes at Sanford Stadium, the University of Georgia.

Background: Under an agreement with the Board of Regents, the University of Georgia Athletic Association, Inc. leases, manages, and operates Sanford Stadium for the benefit of the university. The Athletic Association (the "Association") recently approved the financing and construction of 20 additional sky boxes on either side of existing sky boxes and an enclosed sky club lounge to be located under the existing sky boxes on the south side of Sanford Stadium. To finance this project, the Association will enter into a loan agreement with one or several banks or financial institutions in an amount estimated to be $12,800,000.

The resolution outlining the financing plan was drafted by the law firm of King and Spalding and is similar to the one adopted by the Board in 1994 for construction of the original sky boxes and the one adopted in 1980 to construct the enclosure at the east end of Sanford Stadium. Since the stadium is located on property owned by the Board of Regents and title to these improvements will be vested in the Board, the purpose of the resolution is to establish the Board's acceptance of the project on general terms. The resolution makes clear that the debt incurred by the Association will not in any way constitute an obligation of the university, the Board of Regents or the State of Georgia.

The resolution is as follows:

RESOLUTION OF THE BOARD OF REGENTS OF THE UNIVERSITY SYSTEM OF GEORGIA

WHEREAS, the University of Georgia Athletic Association, Inc. (the "Association"), a not-for profit corporation, organized and existing under and by virtue of the laws of the State of Georgia, was incorporated February 14, 1928 and has continuously since such date been the principal operating organization for the athletic program of the University of Georgia at Athens, Georgia (hereinafter sometime called the "University"); and

WHEREAS, the existence and authority of the Association are recognized under the laws of the State of Georgia (Georgia Laws 1949, page 29, as amended) and approved by the Board of Regents of the University System of Georgia (the "Board of Regents"); and

WHEREAS, the Board of Regents, pursuant to the Constitution and laws of the State of Georgia, had jurisdiction over and complete management and control of the University, including the power to appoint officers and faculty members of the University; and

WHEREAS, it is hereby found to be required by and convenient for the proper conduct, management, and operation of the University's athletic program that there be acquired, erected, and constructed additions and improvements to the University's existing stadium, known as "Sanford Stadium," such additions and improvements to consist of approximately 20 additional sky boxes or suites and an enclosed sky club lounge, with appurtenant utilities and related facilities (hereinafter referred to as the "Project"); and

WHEREAS, to finance the cost of the acquisition and construction of the Project, the Association will be required to borrow an amount currently estimated to be approximately $12,800,000; and

WHEREAS, the Association proposes to enter into a loan agreement with a bank or banks or financial institutions to be determined by the Association (hereinafter referred to as the "Loan Agreement"), pursuant to which an amount currently estimated to be $12,800,000 will be made available to the Association upon the terms and conditions therein set forth; and

WHEREAS, the indebtedness incurred by the Association will not constitute an obligation of the Board of Regents, the State of Georgia, or the University; and

WHEREAS, the Project, when constructed, will become a part of facilities owned by the Board of Regents, upon real property of the Board of Regents, and it is the intention of the Association to vest title to such improvements in the Board of Regents for the use and benefit of the University System of Georgia;

NOW, THEREFORE, BE IT RESOLVED by the Board of Regents, as follows:
1. The Board of Regents does hereby covenant with the holders of the stadium debentures or notes to be issued pursuant to such borrowing documents (the "Indebtedness") that the Association, so long as any of such Indebtedness remains outstanding, shall continue to have exclusive authority to conduct the athletic program of the University and earn, receive, and collect the proceeds of all such athletic exhibitions and contests (including, without limitation, income from television and radio rights and concessionaires) involving the athletes and teams representing the University, the income and revenues from the stadium and the student athletic fees, and further that the Board of Regents will not, so long as any of such Indebtedness remains outstanding, take any action which will substantially impair in any manner the rights of such holders to the payment of the principal of and the interest on such Indebtedness.
2. Any moneys borrowed by the Association pursuant to the terms of such borrowing documents, including obligations represented by the Indebtedness, shall not be deemed to be an obligation, general, special, or otherwise, of the Board of Regents, the State of Georgia, or the University, but shall be payable solely from the funds of the Association, and the Board of Regents, by approving the execution of such borrowing documents by the Association, assumes no liability with respect thereto.
3. The Association shall provide in the documentation relating to the Indebtedness that the Board of Regents shall have the right and option at any time to redeem and retire such Indebtedness upon payment of the principal amount thereof then outstanding and interest accrued from the date of the last payment of interest to the date of redemption, without any premium or penalty, but shall have no obligation to do so.
4. The Board of Regents hereby accepts and approves the construction by the Association of the Project.
5. This resolution shall become effective immediately upon its passage. Any actions heretofore taken in connection with the Project or the financing thereof are hereby ratified and reaffirmed.
s/ STEPHEN R. PORTCH
Chancellor Stephen R. Portch

On Behalf of the Board of Regents Under the
Authority Granted to the Chancellor in June 1999

Subject to ratification of the Board of Regents in August 1999

Acceptance of Gifts, Georgia Institute of Technology

Approved: The Board accepted on behalf of the Georgia Institute of Technology ("GIT") gifts-in kind from the following corporations:

Company	Value	Item	Department
Motorola, Inc.	$400,000	Robotics Equipment (Used)	Electrical & Computer Engineering & Mech. Engineering
Hewlett-Packard Company	$215,315	Computer hardware and 1 year support	Electrical & Computer Engineering
Intel Corporation	$181,032	Computer hardware	Electrical & Computer Engineering
Scientific Atlanta Incorporated	$490,000	Digital network equipment Equipment for CATV Digital Network Lab	Electrical & Computer Engineering Comm. Systems Center
Hebel Building Systems	$180,000	Material for wall and floor construction for the Sustainable Education Building	Civil & Environmental Engineering
Sun Microsystems	$316,000	Computer Equipment	Office of Information Technology
Lucent Technologies	$415,200	300 Laser chips	GTRI Electro-Optics, Environmental, & Material Laboratory
Ganymede Software	$340,000	Software licenses	College of Computing

Background: Board policy requires that any gift to a University System of Georgia institution with an initial value greater than $100,000 must be accepted by the Board of Regents. GIT has advised that these items have been appraised at fair market value, and there are no obligatory costs to be incurred by the acceptance of these gifts. The only known costs associated with this action will be future maintenance and repair as required to properly maintain the items.

Acceptance of Gift, Georgia Southwestern State University

Approved: The Board accepted on behalf of Georgia Southwestern State University ("GSSU") the gift of $263,268.68 representing the proceeds of a life insurance policy.

Background: Board policy requires that any gift to a University System of Georgia institution with an initial value greater than $100,000 must be accepted by the Board of Regents. The life insurance policy proceeds received by GSSU carry no restrictions imposed by the donor.
Information Item: Report of Final Fiscal Year 1999 Budget Amendments

Given the closure of the fiscal year in June, the Board of Regents authorized the Chancellor to administratively approve budget amendments received after the June meeting and prior to the start of the fiscal year. Additional Board policy adopted November 1998 stipulates that institutions must seek specific approval for any amendment proposal in excess of $1 million affecting State appropriated general funds, auxiliary enterprise funds, or student activity funds. There were no budget amendments submitted during this period which fell into the above categories. Chair White presented the following summary of all budget amendments for fiscal year 1999 as approved by the Board of Regents or the Chancellor:

Operating Budget: The operating budget for all System institutions and agencies combined was amended from $3.437 billion to $3.629 billion, an increase of $192 million or 5.6%. Of the amount, $62 million was funds provided in the supplemental budget through actions of the Governor and General Assembly and allocations from reserved appropriations. Another large part consisted of $91 million supporting additional federal or other contracts and grants including financial aid. By comparison, the overall dollar value of amendments in fiscal year 1998 was $220 million, which represents an increase of 7%. The lower amount in fiscal year 1999 is attributable in some measure to lower these projected tuition revenues.

Capital Budget (Non-bond funded projects only): The capital budget for all System institutions and agencies increased by $101 million in fiscal year 1999 from an original base of $90 million. Last year, the capital budget adjustment was $140 million. A substantial portion of the fiscal year 1999 increase can be attributed to major renovation and rehabilitation ("MRR") funds, $47 million, approved by the Board in May but amended into the original budget after its adoption in June. The next largest portion of the increase is attributable to gifts and grants revenue of $18 million and State allocations for capital outlay of $17 million. The balance of the increase relates to the transfer of some auxiliary enterprise reserves for renovation projects and equipment acquisition and other transfers from the general budget. In fiscal year 2000, MRR funds were included in original budgets for each institution so that next year's capital budget amendment will be much lower.

Auxiliary Enterprise and Student Activity Budgets: The auxiliary enterprise budget for all institutions was increased by only $10 million in fiscal year 1999 from a budget base of $274.7 million, or 3.7%. Last year, this budget was amended by $24.3 million, or 9.2%. The student activity budget was adjusted by $5.4 million from a base of $49.4 million, or 10.9%. Last year's adjustment was approximately $6 million or 14.2%.

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COMMITTEE ON REAL ESTATE AND FACILITIES

The Committee on Real Estate and Facilities met on Tuesday, August 10, 1999 at approximately 2:40 p.m. in the Board Room. Committee members in attendance were Chair Charles H. Jones, Vice Chair Donald M. Leebern, Jr., and Regents Connie Cater, J. Tom Coleman, Jr., Hilton H. Howell, Jr., George M. D. (John) Hunt III, Glenn S. White, and James D. Yancey. Chair Jones reported to the Board on Wednesday that the Committee had reviewed ten items, nine of which required action. With motion properly made, seconded, and unanimously adopted, the Board approved and authorized the following:

Naming of Facility, Georgia Southern University

Approved: The Board approved the naming of the athletics office building at Georgia Southern University the "Dan J. Parrish Sr. Football Center" in honor of Dan J. Parrish, Sr.

The athletics office building is a 12,000-square-foot building scheduled for completion during fall semester 2000. This project was approved by the Board in January 1999.

Biography of the life and contributions of Dan J. Parrish, Sr:
- Mr. Parrish was a native of Metter, Georgia.
- He was a banker known as a practical, modest, generous man of conviction, character, and humanity, whom people recall as a banking legend and a good friend.
- In 1948, he was the founder of the Parrish Banking Company, and he later joined the Metter Banking Company, where he eventually became the Chairman.
- He served as the mayor of Metter. He was a member of the Southern Boosters, a charter member of the board of directors of the Metter Chamber of Commerce, a member of the Chandler County Board of Education, one of the founders of the Chandler County Development Authority, a president of the Metter Kiwanis Club, a founder of the Metter Rotary Club, a member of the Metter Masonic Lodge, and an organizer of the Willow Lake Golf Club, which is the site of the annual Dan J. Parrish Golf Classic named in his honor.
Naming of Facility, Columbus State University

Approved: The Board approved the naming of the new physical education facility currently under construction at Columbus State University "The Frank G. Lumpkin, Jr. Center."

Biography of the life and contributions of Mr. Frank G. Lumpkin, Jr.:
- Mr. Lumpkin is a long-time supporter of Columbus State University.
- He was a University of Georgia student athlete in the 1920s.
- Mr. Lumpkin is an ancestor of one of the oldest and most prominent families in the city of Columbus.
- He has a vital interest in local issues, including Columbus State University.
Nonexclusive Easement for Access, the University of Georgia

Approved: The Board declared a 20-foot-wide strip of land approximately 1,700 feet in length in the B.F. Grant Memorial Forest, Putnam County, University of Georgia, no longer advantageously useful to the University of Georgia or other units of the University System of Georgia, but only for the purpose of allowing this land to be used under the terms of a nonexclusive easement by James T. Strickland, Jr. for an access road. Chair Jones and the Committee modified this item by requesting a report on the manner of accounting for timber sales.

The Board also authorized the execution of a nonexclusive easement with James T. Strickland, Jr. covering the above-referenced tract of land for an access road.

Background: The Board, in June 1954, accepted 14,314.89 acres of land from the federal government. This deed was made subject to "easements for existing or established roads, highways, and public utilities, if any." At the time, there existed an unpaved road as the only access from Godfrey Road to 109 acres of privately owned land. This road has remained in existence since that time, although an easement has never been documented.

This action will allow recording of the easement. The easement is restricted to use as an agricultural farm road to provide access to a farm and residence. The rights granted by the easement will revert if a public road is constructed.
Demolition of the English and the Modern Foreign Language Buildings, Georgia College & State University

Approved: The Board declared the English Building and the Modern Foreign Language Building at Georgia College & State University ("GCSU") to be no longer advantageously useful to GCSU or other units of the University System of Georgia and authorized the demolition and removal of these buildings.

Approval of the demolition is subject to the satisfactory completion of a Georgia Environmental Policy Act evaluation with particular attention on historic and archaeological issues.

The Board also requested that the Governor issue an Executive Order authorizing the disposal of these buildings from the campus of GCSU.

Background: The English Building is a 17,012-gross-square-foot masonry-exterior structure with interior wood framing built in 1928. The Modern Foreign Language Building is a 14,626-gross square-foot masonry-exterior structure with interior wood framing built in 1928.

Both buildings are listed by the Department of Natural Resources, Historic Preservation Division, as eligible property to be included in the preservation program. To the knowledge of GCSU, neither building is listed on any historic registers. Both buildings are in disrepair, are not accessible to the physically handicapped, and do not meet the National Electric Code and Life Safety Code. The cost to renovate these facilities, including addressing historic preservation issues and meeting all present codes, would not be economically feasible.

The recently initiated campus master planning process indicates that both buildings should be demolished to make room for major capital project I-39, "Russell Library and Information Technology Center" which was authorized by the Board in June 1997. The legislature funded the design of the project in the fiscal year 1999 supplemental budget. The cost of the demolition of these buildings, including environmental abatement of lead paint and asbestos hazardous materials, is estimated at $450,000 and will be funded as part of the major capital project.
Rental Agreement, Northeast Georgia Police Academy, the University of Georgia

Approved: The Board authorized the execution of a rental agreement between John H. Barrett Construction Company, Inc., Landlord, and the Board of Regents, Tenant, covering 10,000 square feet of office space and 1.607 acres of land located at 150 Ben Burton Road, Athens, Clarke County, Georgia for the period beginning July 1, 1999 and ending June 30, 2000 at a monthly rental of $5,000 ($60,000 per year/$6 per square foot per year) with an option to renew for four consecutive one-year periods for the use of the Northeast Georgia Police Academy.

The terms of this rental agreement are subject to review and legal approval by the Office of the Attorney General.

Background: This purpose-built facility has been occupied since its construction in 1993 by the Northeast Georgia Police Academy. All options have been exercised, and a new agreement is required.

The Northeast Georgia Police Academy operates under a contract with the State of Georgia to deliver training to peace officers from 24 counties in Northeast Georgia. On an annual basis, this training includes over 2800 hours of basic certification, over 900 hours of advanced and specialized training, and over 200 hours of in-service training to about 2200 peace officers.

The rent rate of $5000 per month is the same as the rent rate in 1993. Annual operating expenses are estimated to be $16,240. Funding for this rent and operating expenses is an annual appropriation from the General Assembly to Georgia Public Safety Training Center.
Rental Agreement, Oxford, England, the University of Georgia

Approved: The Board authorized the execution of a rental agreement between the University of Georgia Foundation, Landlord, and the Board of Regents, Tenant, covering approximately 5,443 square feet known as 106 Banbury Road, North Oxford, England for the period August 16, 1999 through June 30, 2000 at a monthly rent of $12,500 ($150,000 per year annualized/$27.56 per square foot per year annualized) with an option to renew on a year-to-year basis for four consecutive one-year periods at a rent rate increasing 4% per year for use of the University of Georgia.

The terms of this rental agreement are subject to review and legal approval by the Office of the Attorney General.

This facility will be used for student housing for the Studies Abroad Program and will permit an expansion of this program to be a year-round program.

Housing will be provided for up to 30 students at a time. The students are charged a single fee, which includes housing, for the Studies Abroad Program. Funding for this agreement is from these student fees.

Operating expenses (including utilities, janitorial, maintenance, taxes, and insurance) are estimated to be $40,000 per year.

At the end of the term of this agreement, the need for continued use of this facility and options to renting this facility for housing will be assessed for the long-term needs of the Studies Abroad Program.
Rental Agreement, Colony Square, Georgia Institute of Technology

Approved: The Board authorized the execution of a rental agreement between Trizec Colony Square, Inc., Landlord, and Board of Regents, Tenant, covering approximately 9,664 square feet of office space in Building A, Suite 200 of Colony Square located at 1175 Peachtree Street, Atlanta, Georgia for the period beginning September 1, 1999 and ending June 30, 2000 at a monthly rental of $12,080 ($144,960 per year annualized/$15 per square foot per year annualized) with option to renew for five consecutive one-year periods with the rent increasing 2% for each option exercised for use by the Georgia Institute of Technology's ("GIT") Continuing Education College of Computing.

The terms of this rental agreement are subject to review and legal approval by the Office of the Attorney General.

Background: This space has been occupied by GIT's Continuing Education College of Computing since 1989. The last option on the lease expired June 1998, and the space has been rented on a month-to-month basis since that time.

This facility is used for continuing education classes for computer training. The Continuing Education Program at GIT's College of Computing provides useful and practical professional development for executives, managers, supervisors, end users, administrators, and programmers in all businesses in all industries. Approximately 145 classes per year are offered at this location and are attended by over 900 working professionals in the community. Certificates include: UNIX, Internet, software engineering, networking, database management, information technology for managers, and information technology project management.

At this time, GIT does not have campus space for these activities. This lease is a temporary lease situation. GIT has included a continuing education center on a near campus as part of its five-year capital plan. Upon completion of this center, the leased space in Colony Square will no longer be necessary. It is anticipated the new facility could be available for occupancy within four to five years.

Full-service rates in the Midtown Atlanta market as reported by Jamison Research for 1998 were a mean of $15.40 per square foot for comparable space. EQUIS reports rent in Colony Square ranges between $16 per square foot and $21 per square foot. Jamison Research has reported for 1998 that in the Midtown Atlanta market landlords are including escalations of 3% to 4% annually over the length of the lease. All operating expenses, estimated to be $7 per square foot for this space, are included in the rental rate.
Lease Agreement, Bioengineering/Bioscience Building, Georgia Institute of Technology

Approved: The Board authorized the execution of a rental agreement between Georgia Tech Research Corporation ("GTRC"), Landlord, and the Board of Regents, Tenant, covering 146,911 square feet of space known as the Parker Petit Institute of Bioengineering and Biosciences for the period beginning August 12, 1999 and ending June 30, 2000 at an annual rent of $1,054,364 ($7.18 per square foot per year) with an option to renew on a year-to-year basis for 30 consecutive one-year periods.

The terms of this rental agreement are subject to the review and legal approval of the Office of the Attorney General.

Background: The Board, in October 1996, approved the bioengineering/bioscience complex project. This involved a ground lease to Georgia Tech Foundation Facilities, Inc., which would construct the project then enter into a lease with Georgia Tech Research Corporation. GTRC's assets would be pledged to the debt. At the completion of construction, the building would be leased back to the Board of Regents. This request is the leaseback to the Board of Regents.

The agreement is consistent with the October 1996 Board action approving the sublease of the facility on a year-to-year basis from GTRC for 30 years under the terms of a triple-net lease. There are 30 option periods which can be extended on a year-to-year basis up to 45 years in the event the ground lease is extended. At the end of the ground lease, the facility will become Board of Regents' property.

Estimated operating expenses are $852,000 per year.

The facility is currently ready for occupancy.
Authorization of Project, "Athletic Facility and Softball Stadium," Kennesaw State University

Approved: The Board authorized project "Athletic Building and Softball Stadium," Kennesaw State University ("KSU") with a total project budget of $4 million funded from athletics funds and private donations. This item was originally continued at the May 1999 Board meeting.

The facility will be located on campus adjacent to the softball and baseball fields and will consolidate all the facilities located adjacent to the playing fields. The facilities master plan identified the need for this type of space in these locations.

The improvements will consist of a 17,300-square-foot, two-story field house to include athletics staff offices, locker rooms, training rooms, a multipurpose room, storage, and support space. The softball stadium, approximately 6,700 square feet, will include bleachers for approximately 400 people, a concessions area, spectator restrooms, a press box, and dugouts. The existing softball bleachers (approximately 400 seats) will remain.

The total project cost is $4 million. The estimated construction cost for the field house is $2,080,000 ($120 per square foot) and $820,000 ($122 per square foot) for the stadium. Funding for the project will be from athletic funds ($1 million) and $3 million in gifts. A challenge grant of $1 million has been initiated by a benefactor, and commitments for some of the funds have been received. KSU has had a building program prepared and has completed an environmental site assessment of the site.

Since the project was approved, the Central Office staff and KSU will proceed with the selection of an architectural consultant when full funding is in place.

Upon Board of Regents verification of receipt of the additional private funding, the project will be authorized to proceed as described herein. If full funding is not provided, the project scope will be scaled back and completed within the funds available and brought back to the Board for reconsideration.

KSU has accumulated a $501,741 fund balance through June 30, 1998, which has been internally earmarked for capital expenditure. KSU is currently planning, over the next three fiscal years through planned expenditure management, to further redirect a total of $500,000 from the athletic operating budget to the athletic capital budget. This time period will coincide with the planned fund raising, design, and construction period associated with this facility.
Information Item: Master Plan, Valdosta State University

Valdosta State University ("VSU") and the Office of Facilities proposed a master plan for future development of the campus. Director of Planning Gita Hendessi presented a summary of the physical master planning process along with a Systemwide progress report and introduced President Hugh C. Bailey who presented the plan to the Committee. Consultants reviewed five-year enrollment targets, the campus mission statement, the strategic plan, academic programs, support programs, and other variables. They met with the administration, faculty, senate, students, and community leaders to receive input and then presented five-year, ten-year, and long-term options for facilities, parking/traffic patterns, student/pedestrian patterns, and campus beautification. Based on the consultants' findings, VSU's master plan recommendations included the following:
- Utilize effectively the main campus and north campus and acquire additional property contiguous with the main campus as the opportunity may arise and while market conditions are favorable for land purchase
- Preserve the historic campus front lawn, 3.5 acres of natural green space, and 26 acres of flood plain
- Complete construction of Board-approved biology and chemistry building, library addition, and student recreation center.
- Pursue funding to acquire property, primarily to the south of the main campus, and complete the acquisition of land to the north of the main campus by purchasing the remaining parcels
- Create and enhance common outdoor areas and pedestrian circulation

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COMMITTEE ON EDUCATION, RESEARCH, AND EXTENSION

The Committee on Education, Research, and Extension met on Tuesday, August 10, 1999 at approximately 2:30 p.m. in the Education Committee Room, room 7014. Committee members in attendance were Chair Juanita P. Baranco, Vice Chair Elridge W. McMillan, and Regents Thomas F. Allgood, Sr., Joe Frank Harris, Edgar L. Jenkins, Martin W. NeSmith, and Joel O. Wooten. Chair Baranco reported to the Board that the Committee had reviewed 17 items, 14 of which required action. Additionally, 776 regular faculty appointments were reviewed and recommended for approval. With motion properly made, seconded, and unanimously adopted, the Board approved and authorized the following:

Establishment of an External Doctor of Education With a Major in Education Administration at Augusta State University, Georgia Southern University

Approved: The Board approved the request of President Bruce Grube that Georgia Southern University ("GSOU") be authorized to offer the doctor of education ("Ed.D.") with a major in education administration as an external degree program at Augusta State University ("AUSU"), effective August 11, 1999.

Abstract: GSOU proposed to offer the doctor of education with a major in education administration as an external degree program at AUSU. The program has been redesigned to meet the Regents' "Principles for the Preparation of Educators for the Schools." The redesigned program will be offered as a collaborative between GSOU and AUSU. A memorandum of agreement has been signed which stipulates the roles and responsibilities of each institution. GSOU has had program approval to offer the doctor of education with a major in education administration since 1993.

This collaborative will provide access to a doctor of education degree program for school personnel in the Augusta area. This proposal is a component of the Statewide plan for expanding access to Ed. D. programs approved in principle by the Board in June 1999.

Need: Currently, there is no doctoral program in education administration offered in the Augusta area. Approximately 500 educational administrators work and/or reside within a 50-mile radius of Augusta. Many current and prospective school administrators in the Augusta region drive to South Carolina to pursue doctoral study. GSOU and AUSU have received about 180 expressions of interest from area school personnel for doctoral work in education in the Augusta region.

Objectives: The program seeks to prepare school leaders who can put conditions in place in the schools that will help teachers improve student learning (Regents' fourth principle on teacher preparation). The program objectives focus on the following areas: theoretical foundations of leader behavior, conceptual and practical bases of leader behavior within schools, research skills necessary to analyze and solve problems of practice and improve student achievement in the schools, and management and leadership skills.

Curriculum: The program will require a minimum of 75 semester hours beyond the master's degree: 42 hours in educational leadership, 24 hours in the doctoral core (research and inquiry, theory), and 9 hours (minimum) dissertation. The program meets the recognized national accreditation standards in education administration.

The Department of Leadership, Technology, and Human Development at GSOU will assume primary responsibility for coordinating all aspects of the program. An inter-university advisory committee consisting of the education deans from both institutions, the responsible department chair, and the doctoral program coordinator at GSOU will meet biannually to provide further policy direction for the program. Courses will be taught by faculty from GSOU and AUSU.

Faculty who teach in the program must meet the requirements for graduate faculty standing at GSOU. While GSOU faculty will constitute the majority members of all doctoral committees, AUSU faculty who meet the requirements for graduate faculty standing at GSOU will also serve on students' doctoral committees.

Program admission and residency requirements will be the same as those in effect at GSOU. Residency requirements may be fulfilled on either the GSOU or AUSU campus. Students will go through the program as a cohort of 10 to 15 members.

Projected Enrollment: It is anticipated that for the first three years of the program, student enrollment will be 10, 20, and 25.

Funding: No new State allocation has been requested.

Assessment: The Office of Academic Affairs will work with the institution to measure the success and continued effectiveness of the proposed program. In 2002, the institution and the Central Office will evaluate this program in terms of quality, viability, centrality to both institutions, and cost effectiveness.
Establishment of the Master of Library and Information Science Degree, Valdosta State University

Approved: The Board approved the request of President Hugh C. Bailey that Valdosta State University ("VSU") be authorized to establish the master of library and information science degree ("MLIS"), effective August 11, 1999.

Abstract: VSU proposed to offer an innovative program in library and information science beginning fall semester 2000. The program is designed to be primarily Web-based, comprised of courses developed at VSU and nationally accredited library and information science programs throughout the United States and Canada. Accreditation from the American Library Association ("ALA") will be sought upon program approval. The new MLIS program at VSU capitalizes on the latest developments in distance education and collaborative education, allowing a student to earn a degree from anywhere in Georgia by combining brief periods of on-campus instruction with Internet instruction and distance education. Students will use personal computers logged on to the Internet to participate in on-line courses. Web-based software will provide students with the technological capacity for audiovisual communication; the manipulation and viewing of slides, video clips, and other graphics; and the opportunity to listen to audio clips as the professor provides verbal instruction. Students will interact with the professor and other students by E-mail and special "chat rooms" established for each course. Full-time students could probably complete the program in two academic years. However, the flexibility of the program affords adult learners opportunities to attain the degree as part-time students.

Need: The program will fill a unique need in Georgia for a public institution because it will provide an accredited, graduate program in library and information science. No other University System of Georgia institution offers an MLIS degree. Currently, Georgia students desiring an MLIS degree travel to South Carolina, Florida, or Alabama or attend a private institution. According to the Bureau of Labor Statistics 1998 - 1999 Occupational Outlook Handbook, a master's degree in library science is necessary for librarian positions in most public, academic, and special libraries, as well as some school libraries. Georgia has an annual unmet need of nearly 200 librarians (Occupational Employment and Demand for College Graduates, A Report for the University System of Georgia prepared by the Georgia Tech Research Corporation, 1997).

Objectives: The primary goal of the MLIS program is to prepare professionals who will exercise leadership in planning, promoting, implementing, and administering the preservation, organization, dissemination, and effective use of society's recorded information. The objective of the program is to prepare graduates for professional positions in libraries, academic institutions, corporations, and independent businesses in Georgia.

Curriculum: The curriculum is a major innovative aspect of the program. It is designed to take advantage of cooperation among institutions while allowing flexibility for students. The framework for the curriculum is based on VSU's assessment of the graduate education needs of library and information science professionals in Georgia, and it is also based on the curricular guidelines of the ALA. The core of the curriculum is focused on four major areas: technical knowledge, administration, services in the knowledge society, and resources for clients. The curriculum is designed to provide students with a broad range of skills and knowledge in the techniques of organizing and retrieving information, information management, information services, information resources, and information systems. A typical program would consist of 40 credits: a 3-credit foundations course at VSU, followed by up to 24 credit hours of Web-based instruction, 10 credits at VSU, and a 3-credit capstone course at VSU. All courses will be approved by the new information studies faculty and Graduate School Committee at VSU, thus ensuring consistency and integrity for the program. The curriculum is designed for Georgia residents and adult learners who cannot leave jobs and families to return to a single campus for extended periods.

Delivery: The program will be delivered primarily by the Internet using Web-based instruction. Distance education modalities (i.e., Georgia Statewide Academic and Medical System ["GSAMS"] and satellite) and instruction at remote locations may also be used. The unique feature of this program, however, is the flexibility of the course offerings. Up to 24 credits of the 40-semester credit-hour program may be taken on the Internet and from ALA-accredited programs in North America.

Projected Enrollment: VSU projects that for the first three years of the program, student enrollment will be 30, 60, and 70.

Funding: Costs are controlled by cooperation with other institutions. VSU is not required to undertake the expensive duplication of courses. Program costs will be met through redirection of funds, fund-raising initiatives, and tuition income. No new State funding will be sought for this proposal.

Assessment: The Office of Academic Affairs will work with the institution to measure the success and continued effectiveness of the proposed program. In 2003, this program will be evaluated by the institution and the Central Office to determine the success of the program's implementation and achievement of the enrollment, quality, centrality, viability, and cost-effectiveness, as indicated in the proposal.
Conversion of Existing Ed.D. Programs in Early Childhood Education and Elementary Education to Ph.D. Programs, the University of Georgia

Approved: The Board approved the request of President Michael F. Adams that the University of Georgia ("UGA") be authorized to offer doctor of philosophy ("Ph.D.") programs in early childhood education and elementary education to replace existing doctor of education ("Ed.D.") programs in both fields, effective August 11, 1999.

Abstract: The University of Georgia proposed to convert two Ed.D. programs in early childhood education and elementary education to Ph.D. programs. The degree inscriptions will be doctor of philosophy degree in early childhood education and doctor of philosophy degree in elementary education. Both programs are research degrees designed to prepare future college faculty who will prepare teachers in early childhood (emphasis on pre-kindergarten and the young child) and in elementary education (emphasis on the elementary child and adolescent). Students in both programs will emphasize research, theory, and application consistent with changing needs in teacher preparation. The doctor of philosophy, with a strong research emphasis, is the more widely recognized degree for individuals aspiring to college faculty positions or to assume leadership responsibilities. The Ed.D. program is typically designed for school practitioners. The name changes are a more accurate reflection of the emphases in these two doctoral programs.

Need: After the Board's year-long emphasis on teacher preparation in fiscal 1998, all Regents are fully aware of the importance of qualified teachers in public school classrooms. The graduates of these two Ph. D. programs (and others like them) will prepare the college faculty who will prepare the teachers for our schools in the next generation. The Ph.D. programs in early childhood education and elementary education will help enhance the Regents' teacher preparation principles by better preparing master teachers to know and understand through thorough review of the research record what facilitates and what inhibits children's learning and achievement. There is an obvious need for exceptional educators of young children and adolescents. The quality and quantity of these relationships are major determinants in children's social and educational outcomes. The preparation of these teachers is dependent upon first-rate instructors in their college courses. A critical need exists for specialists who have expertise in the myriad of social, familial, and biological issues that have an impact on young children and adolescents. Society needs early childhood and elementary specialists who have knowledge of appropriate practices to facilitate important decisions related to the development and achievement of children. A need exists nationally for professionals who are capable of carrying out original research to bridge the gap between theory and practice in the education of young children and adolescents. There is one Ph.D. program in early childhood education in Georgia. There are no Ph.D. programs in elementary education in Georgia. Currently, there are 16 students enrolled in UGA's Ed.D. program in early childhood education and 11 students enrolled in the Ed.D. in elementary education. The Ed.D. programs will be phased out after the current students complete the programs.

Objectives: The program seeks to prepare researchers in early childhood or elementary education, to stimulate leading-edge research and development in these fields, to attract funding for high-quality research projects, to attract outstanding Ph.D. students and faculty from under-represented groups with a focus on creating a culturally diverse teaching and learning environment, and to establish the University of Georgia as a national leader in early childhood and elementary education.

Curriculum: The curriculum in both programs is similar with a major exception. The early childhood education program concentrates its research, theory, and application on the very young child. The elementary education program emphasizes a broader age range, pre-kindergarten through eighth grade. Students in both programs must complete a series of courses in research, and they will conduct research in collaboration with faculty. Students in both programs will complete an area of concentration in the core subjects taught in elementary schools or they may specialize in special education, multicultural education, curriculum, technology, or families, schools, and communities. Students in both programs must complete a dissertation of original research. Students in both programs will take courses in other programs within the College of Education or the College of Arts and Science appropriate to their program of study.

Faculty: Both programs will be administered by the Department of Elementary Education within the College of Education. There are 17 tenure-track faculty in the department. Fourteen of them are members of the graduate faculty and will teach in one or both of the programs. The U.S. News and World Report's 1998 ranking of "America's Best Graduate Schools" placed the University of Georgia's elementary education programs fifth in the country.

Admission and residency requirements: Admission requirements include a minimum Graduate Record Examination ("GRE") score of 1000, a minimum undergraduate grade point average ("GPA") of 3.0, a minimum graduate GPA of 3.5, and graduate work with a strong research emphasis. Additionally, students are required to submit a portfolio of other materials attesting to their qualifications, and prospective candidates must have at least three years of teaching experience with children for admission to the early childhood education and elementary education programs. A departmental committee will interview each applicant. Students will work with a graduate committee, and they will be admitted to candidacy after passing comprehensive examinations and getting approval of their dissertation prospectus. Students will be required to complete at least two consecutive semesters of full-time work in residence.

Projected Enrollment: It is anticipated that both programs will maintain the levels of enrollment in the two Ed.D. programs.

Funding: No new State allocation has been requested.

Assessment: The Office of Academic Affairs will work with the institution to measure the success and continued effectiveness of the proposed program. In 2002, the institution and the Central Office will evaluate this program in terms of quality, viability, centrality, and cost-effectiveness.

Establishment of the Bachelor of Applied Science With a Major in Administration, Macon State College

Approved: The Board approved the request of President David A. Bell that Macon State College ("MSC") be authorized to offer the bachelor of applied science ("B.A.S.") with a major in administration, effective August 11, 1999.

Need: The bachelor of applied science with a major in administration is an interdisciplinary program specifically designed to grant opportunities for those students who have earned an associate of applied science ("A.A.S.") or the associate of applied technology ("A.A.T.") degree and wish to continue their education through the baccalaureate degree. As the labor market of the region expands to meet economic growth, there will be a greater need for technically trained individuals to expand their knowledge and skills. Projected need for the program is based on a ten-year average of approximately 26 A.A.S. graduates from MSC, 65 graduates of Macon Technical Institute's A.A.T. program in 1999, and projected growth in the expanded cooperative A.A.S. with Middle Georgia Technical Institute offered with MSC. This proposal is a product of that expansion and cooperation.

Objectives: The objectives of the B.A.S. in administration are to offer an interdisciplinary study of administration, to provide an opportunity for students with associate degrees in applied sciences to expand their careers with a baccalaureate degree and a thorough knowledge of administration, and to contribute to the economic growth of the region with enhanced skills and knowledge.

Curriculum: The 120-semester-hour curriculum, housed within the Division of Social Science, is interdisciplinary and seeks to assist the student with completion of a liberal arts general core while focusing on administration and supervision in organizations. Students will be required to have earned an A.A.S. or A.A.T. degree for admission to the program. Students will then be required to complete 21 semester hours of course work in the general core before beginning third- and fourth year studies in administration. MSC will accept as transfer credit the core from any University System of Georgia institution. This flexibility will permit students to complete their A.A.S. or A.A.T. degrees and 21 semester hours at an institution close to their place of residence. Afterwards, students may transfer to MSC for the two to three semesters necessary for degree completion.

Program Requirements for the Bachelor of Applied Science With a Major in Administration

Associate of Applied Science or Associate of Applied Technology	60 semester hours
Junior Year General Core	21 semester hours
Major Courses and Electives	39 semester hours
Total Program	120 semester hours

Delivery: The program will maximize the use of Web-based instructional technology to maximize the distance learning instructional opportunities for students. The delivery of course materials will be structured around evenings and weekends.

Projected Enrollment: It is anticipated that for the first three years of the program, student enrollment will be 25, 50, and 80. When fully established, MSC projects a yearly enrollment of approximately 80 students per year and a graduation rate of 60 students per year.

Funding: Program costs will be met through redirection of funds, fund-raising initiatives, and tuition income. No new State funding is requested for this proposal.

Assessment: The Office of Academic Affairs will work with the institution to measure the success and continued effectiveness of the proposed program. In 2003, this program will be evaluated by the institution and the Central Office to determine the success of the program's implementation and achievement of the enrollment, quality, centrality, viability and cost-effectiveness, as indicated in the proposal.

Establishment of the Bachelor

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Meeting Minutes - August 1999

Minutes of the Meeting of the Board of Regents of the University System of Georgia Held At 270 Washington St., S.W., Atlanta, Georgia August 10 and 11, 1999

CALL TO ORDER

CHAIRMAN'S REMARKS

INTRODUCTION OF NEW COMMISSIONER OF THE DEPARTMENT OF COMMUNITY HEALTH, RUSS TOAL

PRESENTATION OF THE UNIVERSITY OF GEORGIA'S SPECIAL COLLECTIONS

UPDATE ON THE SEVEN-YEAR PLAN

CALL TO ORDER

INVOCATION

ATTENDANCE REPORT

TEACHING HOSPITAL COMMITTEE

COMMITTEE ON FINANCE AND BUSINESS OPERATIONS

RESOLUTION OF THE BOARD OF REGENTS OF THE UNIVERSITY SYSTEM OF GEORGIA

COMMITTEE ON REAL ESTATE AND FACILITIES

COMMITTEE ON EDUCATION, RESEARCH, AND EXTENSION

Minutes of the Meeting of the Board of Regents of the University System of Georgia
Held At 270 Washington St., S.W., Atlanta, Georgia
August 10 and 11, 1999