Meeting Minutes - October 1999

Minutes of the Meeting of the Board of Regents of the University System of Georgia
Held At Macon State College, Macon, Georgia
October 12 and 13, 1999

CALL TO ORDER

The Board of Regents of the University System of Georgia met on Tuesday, October 12 and Wednesday, October 13, 1999 in the Music Rehearsal Hall of the Arts Complex at Macon State College. The Chair of the Board, Regent Kenneth W. Cannestra, called the meeting to order at 1:00 p.m. on Tuesday, October 12. 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, Joe Frank Harris, Hilton H. Howell, Jr., George M. D. (John) Hunt III, Edgar L. Jenkins, Charles H. Jones, Donald M. Leebern, Jr., Elridge W. McMillan, Martin W. NeSmith, Joel O. Wooten, Glenn S. White, and James D. Yancey.

ATTENDANCE REPORT

The attendance report was read on Tuesday, October 12 by Secretary Gail S. Weber, who announced that all Regents would be present on that day.

APPROVAL OF MINUTES

Motion properly made and duly seconded, the minutes of the Board of Regents meeting held on September 7 and 8, 1999 were unanimously approved as distributed.

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INTRODUCTION OF REPRESENTATIVE LARRY WALKER

Chair Cannestra called on Chancellor Portch to make a special introduction to the Board.

Chancellor Portch remarked that it was his pleasure to introduce someone who needs no introduction to the Board, Representative Larry Walker. Representative Walker is the majority leader in the Georgia House of Representatives. A native of Perry, he has been in the legislature since 1973, when he was elected to the seat once held by former U.S. Senator Sam Nunn. Representative Walker became administration floor leader for then Governor and now Regent Joe Frank Harris in 1983, and he was elected majority leader in 1986. The Chancellor commented that Representative Walker is not only a great statesman, but also a good friend of his. He then welcomed Representative Walker and invited him to speak before the Board.

Representative Walker explained that President David A. Bell of Macon State College ("MSC") had invited him to come speak to the Regents. He remarked that there were many people present at this meeting who were meaningful friends to him. He congratulated the Regents on a job well done from Governor Harris's administration to the current administration. For 17 years, the legislature has given the University System solid funding, and the Board has spent it wisely. As National Chairman of the State Legislative Leaders Foundation, he travels across the nation on speaking engagements, and everywhere he goes, he is asked about the HOPE Scholarship. HOPE has transformed the University System, which under the Chancellor's leadership, has gone from being mediocre to outstanding. Representative Walker said that many people ask him to help their children get in the University of Georgia ("UGA"), because it is harder now for students to gain admission to UGA, but he is proud of this phenomena. He expressed that he is also proud of MSC and President Bell, who is working on the seamless education efforts in Houston County with Middle Georgia Technical Institute. Representative Walker stated that Houston County is one of the fastest growing counties in the State, and it has a population of 105,000. It is by far the largest county population-wise that does not have a college in it, but it is being served by MSC. He remarked that the institution desperately needs to be expanded in Houston County. An expansion will temporarily fix the problem, but with a bit larger investment, Houston County can have a first-rate satellite facility of MSC to meet the great demand. He said that the bottom line for both the legislature and the Board of Regents is improving the quality of life for the citizens of the State of Georgia. In closing, he thanked the Regents and said that he looked forward to working with them toward that goal.

Chair Cannestra thanked Representative Walker for what he does for education in Georgia.

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SPECIAL PRESENTATION ON MACON STATE COLLEGE

Chair Cannestra next introduced President David A. Bell to make a presentation on Macon State College. ("MSC").

President Bell first introduced Mayor-Elect of the City of Macon, Jack Ellis. He noted that Macon is Mayor-Elect Ellis's home town and that his position as the city's top leader follows a distinguished army career during which he earned three bronze stars for heroism in Vietnam, the purple heart and the distinguished service medal. He served for two years as recruiting commander for Central Georgia and was later promoted to professional development officer for the Army. Mayor-Elect Ellis became one of a select few qualified to instruct Army personnel in race relations issues. He has also served as special advisor to the secretary of the Army for recruitment and advertising. Mayor-Elect Ellis's work since retiring from the Army has included managing the Georgia office of the Jesse Jackson presidential campaign and developing the master plan and strategies for hiring U.S. Census Bureau personnel for the Southeast region. He later formed his own sales, marketing, and public relations firm. He has been involved in a wide range of civic activities, including work with the Macon Heritage Foundation, Boys and Girls Clubs of America, and the Tubman African-American Museum, and his overarching goal as mayor is to revitalize Macon to help it become a vibrant and prosperous city.

Mayor-Elect Ellis welcomed the Regents to Macon. He explained that his daughter graduated from the University of Georgia four years ago, so he has a personal appreciation for what the Regents do for the students of this State, but he also has a great appreciation for what MSC is doing for Houston County and Macon. He remarked that MSC will help Macon, because in order for the city to grow, it must have the high-tech skills that the college will produce. Recently, Mayor-Elect Ellis spoke with Mr. Christopher J. Young, General Manager of Boeing/Macon, who was present at this Board meeting. Mr. Young had observed that without Macon Technical Institute and without the training it provides to future workers, Boeing would not have a future in Middle Georgia. Mayor-Elect Ellis remarked that there are likely many other similar stories in the area. Therefore, in order for Macon to grow, it must have a college on the cutting edge of technology. In the last 50 years, approximately 1 million jobs were created because of the computer, and in the next three years, approximately 1.5 million more jobs will be created because of the computer. Therefore, Macon is fortunate to have MSC, he stated and then thanked the Board for supporting MSC and for hiring President Bell to head the college. He also thanked Regents Cater and Jones, who represent Macon on the Board of Regents. Mayor-Elect Ellis said that he wanted to close his remarks by telling a story of two hunters who stumbled across a black bear. The bear saw them and was hungry. One hunter sat down and began to take off his hiking boots and put on his running shoes. As he was lacing his shoes, the other hunter asked, "Do you think you can outrun the bear." The first hunter replied, "I don't have to outrun the bear; I just have to outrun you." Mayor-Elect Ellis remarked that this is what we cannot allow to happen in Georgia ever again, where one institution outruns another. Rather, he asserted that all System institutions have a roll to play in the development of Georgia's young people.

Before President Bell began his formal remarks, he gave his thanks and good wishes to Senior Vice Chancellor for Academic Affairs James L. Muyskens in his new role as Chief Executive Officer/Dean of Faculty of the Gwinnett Center. He also welcomed the future Acting Senior Vice Chancellor for Academic Affairs, Dr. Beheruz N. Sethna. He next made his presentation to the Board, which was as follows:

Thank you, Mayor Ellis. Your tenure holds great promise for our city.

Before I begin my formal remarks, I want to offer special thanks and good wishes to Dr. Jim Muyskens, a fellow philosopher, as he embarks on a new adventure in Gwinnett County. Jim, it has been such a pleasure to work with you. I look forward to continuing our association in your new role. And Beheruz, welcome to Central Georgia!

By pure chance, blind luck, and sheer coincidence, our business and civic leaders have made several references today to Macon State College. So let's take a quick look at some of our vital statistics:

As you can see, the fall enrollment picture is bright. We are enjoying the highest fall enrollment since 1994. Our headcount is up 5% from last fall, and EFT (equivalent full-time) is up 6%. I should say, we are very proud of the growth in enrollment in our IT program - from 50 students two years ago to 400 taking IT courses now - and feel very fortunate to have two eminent scholar chairs already housed in that division.

While the profile of our student body has been fairly consistent over the years, the number of minority students at Macon State has steadily increased. Currently, 36% of the student body are minorities. Also, it is important to note that 65% of the student body is enrolled part-time.

We are an institution in transition and our program mix reflects that reality.

Our total budget is $20.3 million, and it is all I can do to wrestle some of it away from Levy Youmans. I now understand what his role was in the Central Office! But why is he here with me?

Now for a bit of slightly revisionary history:

On August 1, 1997, I drove all day and most of the night from Dallas, Texas to meet the Chancellor and Regent Jones for lunch at Macon State College. I had accepted the position of Interim President at Macon State without ever having seen the campus. Not a building, not a piece of ground. The closest I got was a picture in my mind. Philosophers do these sorts of things.

But I didn't need to see the place. I had heard enough good things from the Chancellor and Regent Jones about the college's strengths and potential. So, it was not a leap of faith. It was a leap of confidence and commitment.

To each of the Regents here, I want to begin by thanking you for making it a pleasant landing. You have made it a pleasure to serve this institution that is so important to Middle Georgia and our system of higher education. The Central Office staff, the Vice Chancellors, and my colleagues at Macon State in particular have also been tremendously kind and supportive, and I am grateful.

That first day, my first on campus, the Chancellor, Regent Jones, and I ate in the President's Office. There, they gave me my marching orders: build the college and, specifically, build the three new baccalaureate degree programs approved by the Board a year earlier.

Following lunch, the Chancellor introduced me to faculty, staff, and community leaders gathered in the theatre. I made some brief remarks. The press were also there. They had lots of questions. I had no answers. The Chancellor could not help but notice this. Soon, very soon, he felt it wise to tell the press to quit asking me specific questions about the college until I could find the men's room.

Shortly thereafter, that is, after showing me where the men's room was and removing all my excuses, Regent Jones and Chancellor Portch left campus. On their way out, they said essentially, "Don't forget to write." But, I understood the logic that was behind the design of the new Macon State.

Our mutual hopes revolve around a simple set of ideas:

What if you took a two-year college with a strong arts and sciences faculty and built a second floor onto it consisting of a carefully selected table of programs in the professions?
What if you developed a critical mass of such baccalaureate programs tailored to the workforce needs of Central Georgia in areas such as business, information technology, communications, and health?
And what if you established a strong focus for the college in information and computer technology and infused each new program with an information technology core. In that way, students who graduate with a bachelor's degree in communication, for example, could thrive in the new economy?
And, as all of this vital and necessary growth raised the college, strengthened it, and lifted our sights, what if you also kept that college firmly upon the foundation of its original mission, serving as a point of access to the University System and also attracting students from across Central Georgia to its innovative new baccalaureate programs?
What if this college, since it would offer such value, would also have two front doors, one in Bibb, the other in Houston County?
What if the college marshaled its resources and raised private dollars to attract outstanding faculty at the upper-division level, including an endowed chair for each program to anchor the growth in human excellence?
What if you established an Institute for Information Management and were able to customize high-tech education and training programs to help business and industry establish and maintain a competitive workforce?
What if you forged strategic partnerships with other colleges and universities as well as the technical institutes to further serve the needs of this region?
Then.....Macon State College would become a principal provider of talent to fuel the new economy in Central Georgia. And, so it is!

This morning and now this afternoon, we have heard visions of prosperity for Central Georgia that can only excite and motivate us:

A distinguished legislator envisions a twenty-first century learning community for his constituents;
Our mayor sees a city ready for the new economy;
A leading manufacturer - a new model of quality and efficiency;
The founding father of a regional medical center - a healthcare system for tomorrow;
A commander of a huge air logistics center - a sustained competitive advantage;
A leading banker accelerating the growth of Macon/Warner Robins as the economic hub of Central Georgia.

And there are others.....

Each of these leaders has seen the place they want to go. And our college, we know, can help them get there.
Macon State wants to do its part. In fact, given our mission and our location, Macon State must do its part. The needs and potential of our Region compel it.

How? We hold a simple vision for the college: to work with you, the Chancellor and the Board, to become the place in Central Georgia that best helps fulfill the collective dreams of our students, businesses, and civic leaders, working collaboratively with other institutions to realize this goal for our region.

We want to work with the Houston County School District, Middle Georgia Technical Institute, and even Georgia GLOBE (Global Learning Online for Business & Education)/Skinner to help drive Larry Walker's dreams for Houston County;
We want to work with the City of Macon, Cox Communications, and the Macon Economic Development Commission to help implement Jack Ellis's dreams of bridging the digital divide in Bibb County so no one will be excluded from the new economy;
We want to work with Mercer Engineering and the technical institutes to build a bachelor of science in industrial engineering technology to help fuel Chris Young's dream of establishing a culture of lean manufacturing and quality assurance at Boeing;
We want to work with Georgia College & State University in developing a bachelor of science completion program in nursing and, with the local technical institutes, a bachelor of applied sciences for the health professions so that we can help support Damon King's dream for healthcare in Central Georgia;
We want to work with Fort Valley State University and other institutions of higher learning to enhance the educational opportunities offered at the Robins Air Force Base Educational Center. We also want to strengthen our business and information technology program in order to help drive General Wilson's dream of sustaining the competitive advantage of the Warner Robins Air Force Base;
We want to work with the Macon Chamber of Commerce to expand existing industries, such as IKON Office Solutions, by establishing a center for the study of work teams in connection with a new degree program in organizational behavior and development which is part of Bob Hatcher's dream of strengthening the economic hub of Central Georgia;
We want to contribute to the growth of knowledge-based businesses in Central Georgia through ICAPP (Intellectual Capital Partnership Program) so that we can help our partner Rick Palmer hire 200 new employees over the next 24 months and realize his dream for ComputerLogic to increase its productivity by a factor of ten over the next five years;
We want to work with the Georgia Department of Education's Educational Technology Training Center, which has relocated to our campus, to help deliver on Governor Barnes's commitment that all teachers will be able to use technology in the classroom and all students will develop technological proficiency before graduation.
And, we want to work with State and local public service agencies to advance the quality of life for all citizens of Central Georgia by offering professional programs in Human services and criminal justice and by developing three new tracks in our business and information technology program in finance, real estate, and insurance.

And, guess what, we are working with all these entities as well as the Chancellor and Jim Muyskens' offices to support this collective vision for Central Georgia's development.

Our region has the talent and ambition, and as these goals indicate, Macon State shall offer the opportunity.

On May 31, 1966, citizens of Bibb County went to the polls and cast an historic vote. The result? Four out of every five voters supported the bond issue that founded this college. It was a time, as has been said, of "a near evangelical atmosphere."

Why had the public so rallied behind the idea of this institution? Perhaps an editorial in The Macon Telegraph was correct. The people knew that Macon State College could, the paper said, "do more to uplift and advance the educational, cultural, and economic level of the Macon area than any factor since the establishment here of Mercer University and Wesleyan College."

Chancellor Portch, members of the Board, we appreciate what you have done to support the potential of Macon State and to ensure it continues to bring the best possible education, growth, and service to one of the most populous regions of Georgia.

I came to this place sight unseen just two years ago because I believed in the vision this Board of Regents and this Chancellor had for it.

I see everyday now what that vision is making of this place. Our place. It is a vision that opened my eyes to Macon State's potential. And it has filled the view ahead with promise.

On behalf of our faculty, staff, students, and our partners throughout the region, thank you.

Chair Cannestra thanked Representative Walker, Mayor-Elect Ellis, and President Bell for their remarks. He asked whether the Regents had any questions or comments.

Regent Jones noted that President Bell's wife is Dr. Nora Bell, President of Wesleyan College.

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UPDATE ON ADMISSIONS POLICY DIRECTIVE

Chair Cannestra next turned the floor over to Senior Vice Chancellor for Academic Affairs James L. Muyskens for a report on the admissions policy directive.

Dr. Muyskens stated that he was delighted to talk to the Regents about their admissions policy, which will be phased in by 2001. The admissions policy is the foundation for the Board's initiatives dealing with both access and how high the System should set its admissions standards. He remarked that this issue is of special interest to him, because in the early 1970s when he had completed his graduate work and was looking for a job, he had two options: to teach at an elite private college or to teach at Hunter College, the City University of New York. He chose Hunter College because it was performing a bold experiment called "open admissions." He explained that this was an effort to uphold the American dream and ensure that the City University presented an opportunity for all. He taught there for a number of years before taking an administrative position. A few years later, the staff in learning support, who were dealing with students who were the least prepared, ended up reporting directly to him. So, Dr. Muyskens took special pride in the successes the college had with remediation. He stressed that remediation has had many success stories. In fact, the most exciting moments at Hunter College were at graduation at Madison Square Garden when a student who began at the lowest end was now graduating with honors and going on to great things. However, Dr. Muyskens also noticed some things that were very wrong that had to be addressed despite his idealism and despite his belief that everyone ought to have a chance at a college education. The first thing he noticed was that many of the students who came to Hunter College simply could not be helped. The gap between where they had to be and where they were was so great that the college simply set those students up for failure. Additionally, some of the students caught on to the fact that they could get into college even if they did not take high school seriously. As long as they graduated, they could get into Hunter College. Students were not provided with the incentive to work hard in high school. That was definitely an unintended consequence of the open admissions policy, stated Dr. Muyskens. He stressed that the greatest gift a young person can receive is a strong high school education, but the policy inadvertently denied students this. Dr. Muyskens explained that he was sharing this experience because it is also the story of Georgia, and this is what he would address at this meeting. He would be discussing where we were, how far we have come, the highlights of the admissions policy, and where we need to go. His message is that although we have come a long way, we still have a very long way to go. We are where we need to be today, but where we are today is not where we should be in 2001. The System has taken on a daunting task, but it must stay the course.

In 1995, the Board realized that students who were coming in were ill-prepared for the college work expected of them. Some came without the required college preparatory curriculum ("CPC"), others needed significant remediation (learning support), and the System's retention and graduation rates were unacceptably low. This not only cheated the students, but it also short-changed the taxpayers, because this was an inefficient and ineffective way to operate. Under the leadership of Chancellor Portch and the Board, the staff developed a coherent approach to admissions and enrollment planning. They also looked carefully at the missions of the institutions and discovered that mission did not drive admissions policies. In fact, some two-year colleges had higher admissions policies than some four-year colleges. From there, the staff looked at how to address these issues. Many things came together that year. The staff and Board looked at institutions' missions and examined the systematic linkage of mission, admissions planning, and enrollment management. Some things were already in the System's favor. For instance, the HOPE Scholarship was established in 1993 to keep the best and brightest students in the State of Georgia. Also, the Department of Education helped the System by phasing out the general diploma in 1993, effective 1997. Additionally, Georgia's population was experiencing growth. Finally, there was a general acknowledgment around the country that higher education was no longer a luxury; rather, the nation needed college-educated workers.

Dr. Muyskens explained that the new admissions policy was adopted in 1996 and is being phased in by 2001. In 1996, the efforts focused mainly on seventh graders, as they would be the class of 2001. The obvious reason for the phase-in was to give students, their parents, and educators an opportunity to plan ahead and prepare for the full changes that will be in effect in 2001. The System is now roughly at the midpoint of the phase-in process. "So, how are students admitted?," he asked. He explained that there are different admissions requirements and standards for different types of students. At this meeting, he would be focusing on the traditional student, the student who comes to the University System without prior college experience directly from high school or within a few years of graduating high school. Those are the students to whom the System is sending the message that they must work hard in high school to be prepared for college. However, Dr. Muyskens wanted to briefly discuss nontraditional students and explain why they would be treated differently. He illustrated by saying that if he were to go back to school now in a field that requires math, he would definitely need a refresher course in calculus. Also, the Board has heard many times from the Chancellor how important it is in Georgia to increase the number of citizens who have bachelor's degrees. He stressed that the System should not put impediments in front of working adults who want to return to school. Because other factors apply to nontraditional students, he would be focusing on traditional freshmen and transfer students.

The CPC is now required of all traditional freshmen because it is most important to ensure that college students have had a strong high school background, explained Dr. Muyskens. The System needs a policy which mandates that a rigorous course of high school study must be undertaken. Also, in Georgia in recent years, students have actually been taking fewer academic courses than the students in other states. Therefore, it is especially important that the System send a very clear message that its students must take a strong academic program in high school. Dr. Muyskens said that he is very proud that a fourth math requirement was added to the CPC. Research indicates that how one does in math is the clearest indicator for how well one will do in college. It is also very clear from the research that if students stay in math throughout their high school career, including their senior year, they will perform much better in college. So, the CPC has tried to ensure that students have that benefit when they come to college. Dr. Muyskens pointed out that the 16 required college prep courses of the CPC were only a minimum requirement and that more courses would be required to get into state universities or research universities. Assuming that a student has completed the CPC, the student will then be admitted based on a "freshman index." The freshman index is a measure of how well a student did on a standardized test, either the Scholastic Aptitude Test ("SAT") or the American College Testing ("ACT") test, and how well he did in high school (i.e., his grade point average ["GPA"]). Those two factors create the freshman index. Dr. Muyskens stated that in each Regent's notebook was a booklet explaining how to calculate the freshman index. He stressed that the strategy is based on careful research. Research shows that the best indicator for success in college is a combination of test scores and GPA. Because of the way it is set up, the freshman index allows the two criteria to balance each other out and give the best measure of a person's likely success in college. Depending on how well they do on the freshman index, students are sorted into the pool to be considered for admission into a particular type of institution.

Dr. Muyskens explained that one implication of the new admissions policy is that traditional freshmen who do not have the CPC background or who require remediation will no longer be admitted to research, regional, or state universities. Instead, those who need learning support will be admitted on the two-year college level. Therefore, two-year colleges will become the new point of access to the University System, consistent with their mission. However, this arrangement does have built-in mobility. Students who succeed at a two-year college may transfer to a university. He stressed that all of the Board's initiatives work together to make this possible. For instance, a standard core curriculum has been developed across the System for the first two years, so that a student at Waycross College, for instance, will have the appropriate background to transfer into a four-year institution. The cornerstone of the new core curriculum is transferability. At every institution, there are mechanisms in place to ensure that kind of mobility across the System. The strategy is to help students who were not ready for a four-year institution straight out of college prepare at the two-year college level to transfer without loss of credit.

Dr. Muyskens stated that the admissions process is not simply using a formula. Rather it is a matter of professional judgement. So, in addition to the scenario he had already presented, there is also a category of "limited admissions" students. A subcategory of this is presidential exceptions. Finally, there are a number of other measures to ensure that the admissions policy is truly serving the needs of the State and is capturing that range of students who can benefit by the institutions where they can best be served. Dr. Muyskens asserted that at institutions, some discretion should be left to the admissions counselors who make admissions decisions. So, research universities will have a 1% spread, regional universities will have a 4% spread, state universities will have a 10% spread, and a very large number of admissions, 33%, will be admitted to the two-year institutions. These spreads will narrow as we approach 2005. This policy gives admissions professionals the opportunity to work with students who for whatever reason may be well-qualified but miss out on the freshman index. In addition, the category of presidential exceptions includes cases where a president gets involved because there is a student of special talent who that president thinks is well-qualified to succeed at that institution. Dr. Muyskens used his niece as an example. She is a very accomplished violinist who did not do badly on the SAT, but she cut classes a lot and did not have a very good GPA. She was admitted to a very selective institution because an exception could be made for a person with her talents. In addition, there have been a number of pilot programs around the State in which the University System has tried to help students who need learning support in areas where there are not two-year institutions, such as Columbus or Augusta. There is also a pilot program at Valdosta State University that is a collaboration among two-year institutions. These are special units where different strategics are being tested to ensure that those students are brought up to speed and are prepared to be admitted to four-year universities. In addition, some institutions have a much tougher job of phasing in the new admissions policy than others. The policy says that the System will no longer have developmental studies students at our four-year institutions in 2001, but it also says that institutions must reduce the number of such students each year by 5%. For some institutions, that 5% per year will extend beyond 2001. So, these institutions will be given the opportunity to complete their program on that 5% schedule and will therefore have a longer phase-in time.

The chief goals of the Board's admissions policy are to increase the System's average SAT scores, to reduce admission of students with CPC deficiencies, to reduce the percentage of traditional freshmen in learning support, and to continue to serve a diverse student population. With regard to SAT scores, Dr. Muyskens reminded the Regents that Chancellor Portch had reported to them at the September 1999 meeting that the System average was finally above 1000. The average SAT score for first-time freshmen in fall 1998 was 1013, and he asserted that there is every indication that when the fall 1999 numbers become available, they will be even higher. Dr. Muyskens remarked that the Board should ensure that there are no strategies that one could use to get around what it is trying to accomplish. He explained that the data on the SATs related to the fall semester is the standard way of reporting SAT scores in the nation. However, to look good among their peers, some states will accept only top students in the fall and accept weaker students in the spring or summer. However, in the University System, the SAT trend line for the fiscal year has gone up in every sector. So, at this point, the System has achieved the goal that the Board set for this category. With regard to CPC deficiencies, the System has diminished the number of students with deficiencies in all sectors. Again, this represents tremendous progress, with the number of such students decreasing from 26.8% in fiscal year 1996 to 15.9% in fiscal year 1999. With regard to learning support and the System's commitment to reduce the number of students entering with learning support requirements by 5% a year, for the years 1996 to 1999, the trend line is where it needs to be. With regard to serving a diverse population, Dr. Muyskens focused on the number of African-American traditional freshman. He reported that the System has "held steady." He explained that he focused on this population because it represented one of the greatest fears going into this initiative. Would the new policy have an adverse effect on African-Americans? It has not. In all other minority categories, the trend line has gone up; however, they are insignificant numbers compared to African-Americans. Dr. Muyskens remarked that the Board should be proud that there has not been an adverse impact that some may have feared.

Dr. Muyskens reiterated that the System is at the midpoint of this initiative. This is a good time to look at how it is doing. Some of the things that he suggested the Regents think about with regard to the policy are as follows:

Is the point of access at two-year institutions wide enough or not wide enough?
Will the students who today would not meet 2001 standards be ready?
Will all institutions be able to meet their targets?
Will institutions be ready to meet the goals of PREP when it is phased out in 2001?
What else needs to be done to get out the word?

Dr. Muyskens remarked that we are all very proud of PREP and that it has made the difference for many students who will be graduating from high school next year. However, will the institutions be ready to build upon that success as we go forward? He also stated that many students do not even know about the admissions changes, and those students have a real disadvantage. These are the questions the Board should consider at this point in the admissions process.

Dr. Muyskens reported that the staff have been monitoring the phase-in process carefully. At this time, the Office of Academic Affairs is working very closely with the presidents of all of the institutions to take stock of how things stand. The monitoring is at two levels, both ensuring that Georgia's students have access to academic excellence and ensuring that the Board's policy objectives are met. This is an incredibly daunting task, he said, and the closer we get to our target, the harder it will get.

In closing, Dr. Muyskens noted that Associate Vice Chancellor for Planning and Policy Analysis Cathie Mayes Hudson is largely responsible for the success of this initiative, and he thanked her and her staff for the efforts they have made toward accomplishing its goals. Dr. Muyskens remarked that his faith in young people is as strong today as it was when he taught at Hunter College. He is confident that if the System sets high standards for its students, they will meet them. In fact, the System owes it to them to set high standards, he said. However, it also must make absolutely certain that we provide the help that is necessary for those students who cannot get into the competition because they have barriers that prevent them from getting in. The policy is a balance between these two things. He stated that the System must succeed in this initiative and he is confident that it will.

Chair Cannestra asked whether the Regents had any questions or comments.

Regent McMillan commented that when this initiative was approved in 1996, he was very pleased with the new admissions standards developed by the Board, despite having previously expressed concern and caution about what could happen as a result of such admissions changes. At this point in time, the Regents are on the right track, but one thing continues to nag him about the process, and it is the one thing the Board has very little control over. Despite the CPC, he is unsure that there has been an appreciable advance in the quality of the secondary curriculum throughout the State. High schools still have great numbers of teachers teaching out of field. While the Board does not have much control over this, the Post-secondary Readiness Enrichment Program ("PREP") is one of the best things the System has done to help students meet the new admissions requirements. He asserted that the Regents should be mindful of this as they go forward so that there is some provision that takes cognizance of the situation. While the Board's admissions policy is on track, there is another level that needs to have an urgency about its business as well. Otherwise, the System ends up being the bad guy.

Chancellor Portch noted Governor Barnes' new initiative is the Education Reform Study Commission (the "Commission"), on which Vice Chair Coleman is serving. Regent McMillan was asking the very questions that the Governor is asking and that the Commission is considering. So, the Chancellor was optimistic that there will be some new initiatives in place in time for the full implementation of the new admissions policy. He stated that he appreciated the press effort in helping the System get the word out about the implementation, but as Dr. Muyskens had said, more needs to be done. There are many high school principals and students who still do not know about the new policy. So, any help the System can get to communicate this message to the young people is very important. Some people involved in PREP are going into churches and community centers. At Albany State University, PREP students wore t-shirts that read "Year 2001: Freshman Index, HOPE= B Average in High School" on the back. For two weeks, those students saw that message on the back of the students sitting in front of them. Little things like that can make a real difference, he said. The Chancellor stated that he hoped that the Board could work in partnership with the Governor's Office on the secondary school challenges. He then made a public offer to the school districts in the State that are having trouble filling CPC classes or cannot offer a class because they do not have qualified teachers to contact the University System to see what it can do with Global Learning Online for Business & Education ("GLOBE"), the Georgia Statewide Academic and Medical System ("GSAMS"), or the Internet to help them. For instance, Georgia Southern University and Valdosta State University are delivering courses in high schools to help prepare students for college. The Chancellor also asserted that the System should do more with the Post-secondary Options Program, which gets prepared students into college courses sooner. Chancellor Portch remarked that the program is far too small because schools are not putting students' interest first but rather are worried about losing funding and losing their best students. He said that if the System can help the high schools in some way, the schools should contact him to develop a partnership.

Regent Jenkins asked whether the elements of flexibility in the admissions policy, such as pilot programs, the longer phase-in at some institutions, and presidential exceptions, create the risk of weakening the policy by creating too many exceptions.

Dr. Muyskens said that around the State, people are concerned that the System will "blink." So that the System does not do that, the Board has tried to create a balance between flexibility and policy. If it errs too much either way, the policy would be weakened, but the limited admissions and presidential exceptions are safety valves against making egregious decisions against certain students that would turn people against the policy. Dr. Muyskens stressed that the freshman index is the best design possible, but it is an imperfect tool that requires professional judgement. That judgement should remain the responsibility of admissions professionals. He was once concerned that the new state college sector might send the message that Regent Jenkins was talking about, and when those institutional missions were approved by the Board, the staff were very careful about the language used in the proposal. However, the Board needs the knowledge it can gain from those kinds of experiments. Each one is slightly different so that we can learn something else, and there is a sunset provision so that pilot programs will be phased out. Dr. Muyskens assured the Board that the staff is monitoring the implementation of the admissions policy very carefully, and if they feel that some of these strategies are sending the wrong message, then the Board will have to examine them closely. This midpoint is a good time to reflect on how it is going.

Chair Cannestra remarked that The Trusteeship recently had an interesting article about the consequences of remedial education. He found it interesting that Massachusetts has raised its admissions standards and moved its remedial education to community colleges, very much like the University System is doing, to raise expectations for students' achievement in the state's four-year institutions. The percentage of special admits, students who do not meet the minimum standards but who bring unique talents, has been lowered from 10% to 5%. This approach in Massachusetts seems to be working, because despite these changes, enrollment has remained steady. Notably, minority enrollment has increased throughout the system roughly proportionate to the population of minorities in the general population and among high school graduates. He said this is certainly something Georgia should strive for, though it seemed as though Massachusetts' special admits policy is more stringent than ours.

Dr. Muyskens responded that the special admits policy in Massachusetts is not actually more stringent; rather, the article presented only the four-year sector data.

Chair Cannestra stated that regardless, the Board could definitely learn from this example. He noted that the article was very negative about remediation both because of its cost and its ill effects.

Regent White asked whether there is any data on the transferability from two-year to four-year institutions, for instance, how many students are transferring from two-year to four-year schools.

Dr. Muyskens replied that it is too early to know the full effects, because the transfers will begin next year. Of course, this is still being phased in and there are still complaints about transferability, but the System is far down the road to improving that. The process that has been put in place, however, has a two-year lag time that will be up next fall.

Regent White asked if there is a system in place to track this data.

Dr. Muyskens responded that there is.

Chancellor Portch stressed that there has been no change in the original policy that the Board adopted in 1996. Moreover, presidents must write individual letters to the Chancellor on behalf of each presidential exception. So, he felt this was another control on that exception to the policy. He said that there are only 1% of limited admits to the research universities and 4% to the regional universities, and these tend to comprise the largest percentage of the System enrollment. So, a higher percentage of Georgia students will likely be regular admissions than in Massachusetts. He said that Chair Cannestra's and Regent White's questions demonstrated the two sides of the coin: access and excellence. The Board so far has it right. Next year, the staff will hopefully report more on individual institutions where there appear to be some interesting emerging trends.

Chair Cannestra remarked that there is no doubt that the University System is on the right track.

Chancellor Portch stated that he believes this is the most important policy the Board has adopted, and it was extremely fitting that Dr. Muyskens' final presentation to the Board as Senior Vice Chancellor for Academic Affairs was on this matter, since he has been the "heart and soul" of this policy. The Chancellor thanked him for his leadership in this area.

Regent Leebern also thanked Dr. Muyskens on behalf of the Regents.

Chair Cannestra agreed and asked if there were any further questions or comments. Seeing that there were none, he then recessed the Board meeting for its Committee meetings. Following Committee meetings, the Board would be recessed until 9:00 a.m. Wednesday, October 13.

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CALL TO ORDER

The Board of Regents of the University System of Georgia met again on Wednesday, October 13, 1999 in the Music Rehearsal Hall of the Arts Complex at Macon State College. 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 Juanita P. Baranco, Connie Cater, Joe Frank Harris, Hilton H. Howell, Jr., George M. D. (John) Hunt III, Edgar L. Jenkins, 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, October 13, 1999 by Mr. Tim Vick, President of the Student Government Association at Macon State College.

ATTENDANCE REPORT

The attendance report was read on Wednesday, October 13, 1999 by Secretary Gail S. Weber, who announced that Regents Thomas F. Allgood, Sr. and Elridge W. McMillan had asked for and been given permission to be absent on that day.

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COMMITTEE ON FINANCE AND BUSINESS OPERATIONS

The Committee on Finance and Business Operations met on Tuesday, October 12, 1999 at approximately 2:30 p.m. in the Music Rehearsal Hall of the Arts Complex at Macon State College. 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. Chair White reported to the Board on Wednesday that the Committee had reviewed six items, four of which required action. With motion properly made, seconded, and unanimously adopted, the Board approved and authorized the following:

1. Approval of the Health Benefits Administrative Services Only Contract With Blue Cross/Blue Shield

Approved: The Board approved an 18-month extension of the contract between the Board of Regents and Blue Cross/Blue Shield of Georgia for the administration of its health benefits plan. The current cost of administration is $12.15 per employee per month. The renewal rate, if approved, will be $12.73, an increase of 4.8% for the first 12 months of the extension period. The Board will need to renegotiate the administrative fee with Blue Cross/Blue Shield for the period January 1, 2001 through June 30, 2001. Additionally, the contract extension includes a risk-sharing provision such that the Board agrees to pay $4.39 per contract for any difference in average monthly claims between calendar year 1999 and calendar year 2000 with the maximum payable amount capped at $200,000. The effective date of the renewal contract is January 1, 2000.

Modification: The Committee modified this agenda item such that the contract extension is approved with the understanding that modifications to the plan required to address the serious financial implications of recent increases in claims may be necessary and will be developed by the staff in concert with Commissioner Russ Toal of the Department of Community Health and reviewed with the Chair of the Committee on Finance and Business Administration on behalf of the Committee. (See Item 5, page 19.)

Background: The proposed rate increase for the contract period of 4.8% is less than last year's capped amount of 5.5%. As reported by Price Waterhouse Coopers, indemnity plans have been increasing nationally on average of 10% to 15% per annum. So this rate, even with the $200,000 maximum risk-sharing payment factored, is far less than the national trend.

The State of Georgia is in the process of rebidding its indemnity healthcare plan, and there have been discussions with State officials regarding the potential involvement of the University System of Georgia in a Statewide contract.

2. Approval of the Dental Benefits Administrative Services Only Contract With Blue Cross/Blue Shield

Approved: The Board approved an 18-month extension of the contract between the Board of Regents and Blue Cross/Blue Shield of Georgia for the administration of its dental benefits plan. The current cost of administration is $1.57 per employee per month. The renewal rate, if approved, will be $1.65, an increase of 4.8% for the first 12 months of the extension period. The Board will need to renegotiate the administrative fee with Blue Cross/Blue Shield for the period January 1, 2001 through June 30, 2001. The effective date of the renewal contract is January 1, 2000.

Background: The proposed rate increase for the contract period of 4.8% is less than last year's capped amount of 5.5%.

3. Approval of Health Maintenance Organization Contracts

Approved: The Board approved a one-year extension of four health maintenance organization ("HMO") contracts at the rates shown below:

	1/1/99 Ind.	1/1/99 Emp. + 1	1/1/99 Family	1/1/00 Ind.	1/1/00 Emp. + 1	1/1/00 Family	% Inc.
Kaiser	$186.04	$372.06	$558.10	$186.04	$372.06	$558.10	0.0%
Prudential HC	$143.50	$297.04	$451.18	$153.80	$318.37	$483.57	7.2%
Blue Choice	$160.00	$340.00	$430.00	$173.76	$369.24	$466.98	8.6%
United HC	$174.40	$374.94	$528.40	$204.05	$438.68	$618.23	17.0%

Background: This is the renewal of four of the five HMO contracts that are currently in place in the University System. The Aetna/US Healthcare HMO contract was not recommended for renewal.

Aetna/US Healthcare: Aetna/US Healthcare served 109 University System employees during calendar year 1999. This represented 2% of the employees who participated in HMOs offered through the University System of Georgia during 1999. The contract with Aetna/US Healthcare was not recommended for renewal because requirements regarding service and quality were not met. Aetna/US Healthcare is currently not accredited by the National Committee on Quality Assurance.

Kaiser: Kaiser has not requested a rate increase for calendar year 2000. During calendar year 1999, Kaiser had 2,375 members from the University System of Georgia, or 44% of the number of University System employees who participated in HMO plan options.

Prudential HealthCare: Membership in Prudential HealthCare increased from 2,323 to 3,413, effective January 1, 1999. Prudential reduced its initial rate renewal proposal for calendar year 2000 from 12% to 7.2%.

Blue Choice: The Blue Choice rate increase for calendar year 2000 is 8.6%. The recommended plan for next year includes a change in prescription drug copayment from $5 generic/$15 brand/$10 mail order to $10 generic/$20 brand/$20 mail order. The latter amounts are more in line with the current market. The proposed change is also meant to encourage employees to select generic versus brand prescription drugs. Drug costs nationally are trending between 17% to 22% increases annually. Along with the change in prescription drug copayment, the recommended Blue Choice plan includes an increase in the emergency room copayment from $50 to $75. This proposed change is more reflective of the current market. The emergency room copayment will be waived if the covered member is admitted to the hospital. There are 632 University System employees participating in the Blue Choice plan.

United Healthcare: United Healthcare requested a 17% increase for calendar year 2000 and was unwilling to modify this rate request based on their contract experience in calendar year 1999. While the United Healthcare contract is recommended for inclusion among the approved HMO contracts for next year, its relative higher cost compared to the other HMO agreements could cause a significant change in participation levels. There are currently 755 University System employees participating in the United Healthcare plan.

The decision to continue with these contracts is based on consultations with the various institutions that offer these healthcare options. Two of the plans, Kaiser and Prudential, are group model HMOs, while United HealthCare and Blue Choice are individual practice association plans. The National Committee on Quality Assurance currently certifies all four HMOs.

4. Approval of Unicare Renewal Contract

Approved: The Board approved a one-year extension of a contract between the Board of Regents and Unicare for providing utilization review and case management services for the Board of Regents health indemnity benefits plan. The current cost of administration id $2.90 per employee per month, and the renewal rate is $3.05 per employee per month, an increase of 5%. The effective date of the renewal contract will be January 1, 2000.

5. Status of the University System of Georgia Self-Indemnity Health Insurance Plan

Senior Vice Chancellor for Capital Resources Lindsay Desrochers reported to the Committee on the status of the System's self-indemnity health insurance plan with Blue Cross/Blue Shield in relation to Items 1 and 2 above. She noted that this plan is the System's largest healthcare plan, with a participation rate of 85%, or 43,000 employees and their family members. During the past fiscal year, the System saw increases in claims (12.5%) in excess of the premiums it was collecting, resulting in a deficit of funds in the plan reserves. With foresight, the Board requested additional funds from the State to fund the employer share. The Board also raised the employee contribution to the plan by 12%. However, in recent months, there has been a very sharp upturn in claims. If this trend continues, it could result in a serious shortfall. This same trend is occurring in the State Merit system. The reasons for this are not yet determined. Central Office staff are working with Commissioner Russ Toal of the Department of Community Health, the State Auditor's Office, and the Mercer Company to research the sharp increase in claims with Blue Cross/Blue Shield. The Board will likely revisit its fiscal year 2001 operating budget and fiscal year 2000 supplemental budget requests at its November 1999 meeting and ask the State to help with this fiscal matter.

6. Information Item: Fourth Quarter Financial Report

Associate Vice Chancellor for Fiscal Affairs William R. Bowes presented to the Committee the fourth quarter financial report for the University System of Georgia for the period ending June 30, 1999, which is on file with the Office of Capital Resources. The report provides tables which compare actual and budgeted revenues and expenditures through June 1999 for the educational and general funds, auxiliary enterprise funds and student activity funds. In addition, the report contains charts which compare June 1999 financial data with June 1998 data. The annual financial report for fiscal year 1999, which will be completed and distributed later this year, will include all year-end adjustments.

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COMMITTEE ON REAL ESTATE AND FACILITIES

The Committee on Real Estate and Facilities met on Tuesday, October 12, 1999 at approximately 3:10 p.m. in the Music Rehearsal Hall of the Arts Complex at Macon State College. 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 five items, four of which required action. With motion properly made, seconded, and unanimously adopted, the Board approved and authorized the following:

1. Non-Exclusive Easement, the University of Georgia

Approved: The Board declared an approximately 1.648 acre tract of land (approximately 2400' x 30') on the Bledsoe Farm, Georgia Experiment Station, Griffin, the University of Georgia ("UGA") no longer advantageously useful to UGA 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 non-exclusive easement by Lamar Electric Membership Corporation.

The Board also authorized the execution of a non-exclusive easement with Lamar Electric Membership Corporation covering the above-referenced tract of land for the installation and maintenance of an electric power line.

The terms of this non-exclusive easement are subject to the review and legal approval of the Office of the Attorney General.

Background: When the Bledsoe Farm was acquired by the Board of Regents in 1979, Lamar Electric Membership Corporation had an existing power line that crossed the property. The current location necessitates the use of travelers and laying pipe to irrigate the portion of the farm to the west of the power line. Relocation of the power line will permit use of a lateral move irrigation arm system to irrigate the farm. Relocation of the line is solely for the benefit of UGA. Lamar Electric Membership Corporation will not benefit from this relocation. The cost of approximately $3,800 to relocate the line is, therefore, being funded by UGA from the proceeds of timber sales.

2. Conveyance of Interest in Property, Douglas, Georgia

Approved: The Board declared the reversionary interest in approximately .88 acre of property in the City of Douglas to be no longer advantageously useful to the University System of Georgia, but only to the extent and for the purpose of allowing the release of the reversionary interest.

The Board authorize the release of the reversionary interest in the above-referenced property.

The legal details of the above-referenced transaction will be handled by the Office of the Attorney General.

The City of Douglas has requested release of the reversionary interest in the property.

Background: In July 1958, the Board conveyed the above-referenced property to the City of Douglas for use for airport purposes. The conveyance contains a provision that if the property is sublet, abandoned, or used for other than airport purposes, the title will automatically revert to the Board of Regents.

The property is currently used for airport purposes. The City of Douglas has been successful in developing an airport industrial park. Release of the reversion would permit the City of Douglas to make necessary improvements as part of the airport industrial park. The intent of the City of Douglas is to continue the use of this property begun in 1958 for long-term use for airport purposes.

3. Resolution, 1999D General Obligation Bond Issue, Georgia State Financing and Investment Commission, University System of Georgia

Approved: The Board adopted a resolution prepared by the Revenue Division of the Department of Law covering the issuance of 1999D General Obligation Bonds by the State of Georgia through the Georgia State Financing and Investment Commission for use in funding projects for the University System of Georgia. This resolution is on file with the Office of Capital Resources.

The Revenue Division of the Attorney General's Office prepared on behalf of the Board of Regents a resolution to cover the sale of 1999D General Obligation Bonds for the following projects:

Project No. I-9	School of Architecture Building Expansion Southern Polytechnic State University	$11,666,000
Project No. I-13	Student Learning Center University of Georgia	$28,415,000
Project No. I-32	Academic Facility, Phase I Gwinnett Center	$19,755,000
Project No. I-63	Food Science Addition University of Georgia	$4,200,000
Project No. I-64	Food Processing Technology Building (Governor's Traditional Industries Program) Georgia Institute of Technology	$4,110,000
Project No. I-61	Expansion of Coastal Georgia Center, Savannah, Georgia Southern University	$2,340,000
Project No. I-52	Parking Deck (Design) Kennesaw State University	$600,000
Project No. I-65	Plan and Design PE Facility and Renovate Haynes Hall Middle Georgia College	$350,000
Project No. I-40	New Residence Hall (Design) Savannah State University	$609,000
Project No. I-60	Classroom Addition/Activity Center East Georgia College	$4,250,000
Project No. I-59	Renovation of University Center Valdosta State University	$2,750,000
Project No. I-62	Renovate Adamson Hall State University of West Georgia	$5,000,000
	Renovation of School of Textile & Fiber Engineering (Governor's Traditional Industries Program) Georgia Institute of Technology	$750,000
	Digital Conversion of the Georgia Public Television Stations (GPTV)	$1,800,000
	TOTAL	$ 86,595,000

4. Appointment of Architects, the University System of Georgia

Approved: The Board appointed each first-named architectural firm listed below for the identified major capital outlay projects and authorized the execution of an architectural contract with each identified firm at the stated cost limitation shown for each project. Should it not be possible to execute a contract with the top ranked firm, the staff would then attempt to execute a contract with the other listed firms in rank order.

Following current practice for the selection of architects, the following recommendations were made:

Project No. I-52, "Parking Decks"
Kennesaw State University
Project Description: Provide parking for 1,500 cars in approximately 525,000 gross square foot to alleviate a significant parking problem on campus.

Total Project Cost $15,000,000

Construction Cost (Stated Cost Limitation) $12,800,000

A/E (fixed) Fee $704,000

Number of A/E firms that applied for this commission: 29
Recommended A/E design firms in rank order:

Smallwood, Reynolds, Stewart & Stewart, Inc., Atlanta, Georgia

O'Kon, Inc. Atlanta, Georgia

Stevens & Wilkinson, Inc., Atlanta, Georgia

Passantino and Bavier, Inc., Smyrna, Georgia

Project No. I-40, "New Residence Hall"
Savannah State University
Project Description: 140,400-gross-square-foot facility to provide approximately 300 to 360 beds in a suites-type arrangement. Facility will include study lounges, conference rooms, and laundry space. Demolition of two existing dormitories is included.

Total Project Cost $15,000,000

Construction Cost (Stated Cost Limitation) $12,500,000

A/E (fixed) Fee $850,000

Number of A/E firms that applied for this commission: 29
Recommended A/E design firms in rank order:

Goode Van Slyke Architecture, Atlanta, Georgia

Brown Design Associates, Atlanta, Georgia

Hansen Associates, Savannah, Georgia

Cullpepper McAuliffe & Meaders, Inc., Atlanta, Georgia

5. Information Item: Major Repair and Renovation Pilot Project Report

Last year, then Committee Chair J. Tom Coleman, Jr. asked the staff to evaluate major repair and renovation ("MRR") project development and to enlist the services of an appropriate firm to do so. The goal is to establish standardizing guidelines and a model for the development of these types of projects. The consultants' findings and final report were presented at this Committee meeting.

The Committee requested an update from the staff and the consultant team of Rosser International, Inc. in association with Alcon Associates, Inc. and H. J. Russell, Inc. to be presented in January 2000 on the progress of implementing MRR guidelines from the consultants' study.

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COMMITTEE ON EDUCATION, RESEARCH, AND EXTENSION

The Committee on Education, Research, and Extension met on Tuesday, October 12, 1999 at approximately 2:30 p.m. in room M122 of the Arts Complex. 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 13 items, 11 of which required action. Additionally, 180 regular faculty appointments were reviewed and recommended for approval. With motion properly made, seconded, and unanimously adopted, the Board approved and authorized the following:

1. Establishment of the Master of Science in Animal Science Degree, Fort Valley State University

Approved: The Board approved the request of President Oscar L. Prater that Fort Valley State University ("FVSU") be authorized to establish the master of science in animal science degree, effective October 13, 1999.

Abstract: The Animal Science Unit in the College of Agriculture, Home Economics and Allied Programs at FVSU proposed to establish a master of science in animal science degree. The 36 semester-hour program is designed to teach students how to achieve and maintain Grade A dairy and/or meat processing status, develop a state-of-the-art processing facility, and develop effective quality control testing for animal byproducts. Research programs are coordinated through the Department of Agricultural Research within the college. Located at the Georgia Small Ruminant Research and Extension Center, the program will offer students enhanced scientific and technical knowledge in animal-related industries and associated agencies (i.e., breed associations, Monsanto, Cargill, Purina, Tyson, United States Department of Agriculture ("USDA"), Food and Drug Administration ("FDA"), National Science Foundation ("NSF"), Agricultural Research Service of USDA ("ARS"), National Institute of Health ("NIH"), Kellogg, etc.).

Need: FVSU has historically fulfilled a unique role in Georgia higher education by providing educational opportunities for individuals with a rural and agricultural focus. The proposed program will meet the needs of many county agents and vocational agricultural teachers who are seeking the credentials that formal graduate work will provide. The program will also expand opportunities for individuals to pursue careers in agribusiness, including areas of food safety, processing, marketing, and distribution. In USDA reports from 1985 to 1990, it was found that job opportunities for food and agricultural science graduates were only 8% of the total positions available; whereas, 92% of available positions were in processing, testing, distribution, and marketing of food after it is produced (Taylor and Bogart, 1988; Gillespie, 1997). The rapidly expanding field of food safety is currently increasing job opportunities for animal science graduates as well. To better prepare students to meet the requirements of these changes in market trends and employment opportunities, FVSU revised its undergraduate animal science program, shifting from predominantly production-based courses to a more science- and technology-based curriculum. This change was made to better prepare students for graduate study and to reflect changing employment trends towards agribusiness and food technology.

Objectives: The objectives of the graduate program are: 1) to increase the number of students currently under-represented in graduate education in animal science; 2) to prepare students for study toward a terminal degree at institutions of higher learning in Georgia; 3) to enhance the scientific and technical knowledge base of students for employment in animal-related industries and associated agencies; and 4) to prepare students for leadership roles in a technologically advanced society through the study of unique aspects of animal science, such as animal biotechnology, cell biology, nutrition, and product technology, with an emphasis on small ruminants. Students will have the skills to provide technical support and facilitate the educational needs of commodity groups within the livestock industry.

Curriculum: The curriculum is designed for students to specialize in one of three major areas: animal nutrition, reproduction and cell biology, or animal products and technology. The foundation courses in the program include biometrics, physiological chemistry, and analytical techniques in biological sciences. Students will be required to take graduate-level courses, including a maximum of six credit hours that will be allotted to thesis research. The program will be delivered via traditional classroom instruction and distance education modalities.

Projected Enrollment: It is anticipated that for the first three years of the program, student enrollment will be 15, 33, and 36.

Funding: Program costs will be met through redirection of funds, fund-raising initiatives, and tuition income. The university can provide both expertise and structure for the major at no cost by using courses, faculty, library, computer facilities, and equipment already in place. No new State funding will be sought for this proposal. A special initiative grant from the Georgia State Legislature will also be used to support the program.

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.

2. Establishment of the Master of Science in Conflict Management Degree, Kennesaw State University

Approved: The Board approved the request of President Betty L. Siegel that Kennesaw State University ("KSU") be authorized to establish the master of science in conflict management degree, effective October 13, 1999.

Abstract: The College of Humanities and Social Sciences at KSU requested approval to establish a master of science in conflict management degree. The proposed program follows current models of conflict resolution, peace studies, or alternative dispute resolution ("ADR") programs. It is designed to train students to be conflict resolution practitioners in varied environments. The program builds upon the experience of the Department of Political Science and International Affairs with a 15-hour undergraduate certificate in alternative dispute resolution. The program prepares persons to analyze and research the organizational environment and design intervention procedures and strategies. It offers an 18-month weekend format convenient for working professionals and for persons who reside outside the metro-Atlanta area.

Need: Recognition of the demand and need for such programs is evidenced by the Board of Regents initiative in 1995 to make the "University System of Georgia an exemplar and nationally recognized leader in the development of alternative dispute resolution for higher education." The Georgia Supreme Court has established an Office of Dispute Resolution to assist Georgia courts in establishing alternative dispute resolution in the court system. Information from the Georgia Office of Dispute Resolution indicates that "14.74% of the total number of current registered neutrals hold master's degrees and that 42.40% of the total are non-attorneys." Private sector agencies are also moving to incorporate ADR in their organizational framework. Examples include Barnett Bank, TRW, WorldBank Group, Piedmont Hospital, Hooters, and the United Parcel Service. The Atlanta Society of Human Resource Management ("SHRM") professionals indicates that "successful ADR programs are found in companies whose motives go beyond cost reduction. The companies that use ADR productively truly want to be fair to their employees and have a vision of a process that is judicious and fair." Attorney General Janet Reno has called for all major federal agencies to "adopt programs to settle disputes in cheaper, quicker, and a more friendly manner" and promote the use of mediation and other neutrals to help parties negotiate settlements with the government." Upon completion of the program, students will have sufficient didactic and field experience to gain employment at such agencies as the Equal Employment Opportunity Commission ("EEOC"), U.S. Postal Service, Mediation Centers, U.S. Institute for Environmental Conflict Resolution ("ECR"), and U.S. Association for Victim-Offender Mediation. A majority of students who earn the degree will likely remain in their present positions with enhanced skills and knowledge.

Objectives: The principal objectives of the master of science in conflict management are to provide students with the knowledge to understand the nature and theories of conflict within specified environments; to understand the "Alternative Dispute Resolution Continuum"; to develop and demonstrate the necessary negotiation skills for various types of conflict; to be able to evaluate and design conflict management programs for complex organizations; and to have both theoretical and practical conflict management experiences in one or more specified areas.

Curriculum: The proposed 36-semester-hour major will be offered by the College of Humanities & Social Sciences. It will consist of 24 hours of core courses focused on the foundations of conflict management, critical knowledge and skills of conflict management, and methods, evaluation and design. The remaining 12 hours in the degree focus on specified environments of conflict management. Specialization options include, but are not limited to, environmental sciences, human services, education, public affairs, business and labor relations, and government and international issues and settings. An internship and field study project are included in the curriculum.

In the internship, students will be placed in a work setting of the student's interest. They will receive individual and ongoing supervision and evaluation and will create internship portfolios to share in a seminar conducted by faculty. The field study project will involve students in an in-depth literature review and study of an ongoing conflict situation in their chosen area. The field study is designed to provide students with experiences as observer, evaluator, and designer of appropriate intervention strategies. Support for field placement activity has been garnered from the Georgia Office of Dispute Resolution, The Consortium on Negotiation and Conflict Resolution, Resolute Systems, Inc., Magistrate Court of Cobb County, the Juvenile Court of Cobb County, and the Superior Court of Cobb County. The program is expected to attract persons from public and private sector management, profit and nonprofit organizations, education, law, environmental sciences, healthcare, labor relations, law enforcement, and human services. Students will be admitted in cohort groups once each year.

Projected Enrollment: It is anticipated that for the first three years of the program, student enrollment will be 15, 20, and 30.

3. Establishment of the Master of Science in Information Technology Management Degree, Columbus State University

Approved: The Board approved the request of President Frank D. Brown that Columbus State University ("CSU") be authorized to establish the master of science in information technology management degree, effective October 13, 1999.

Abstract: The Department of Computer Science requests approval to establish the Master of science in information technology management. It is designed to capitalize on CSU's current undergraduate programs in computer science and business: bachelor of science in computer science, bachelor of science in applied computer science, and bachelor of business administration in computer information systems. The graduate degree is designed to provide computing professionals with business and management skills while upgrading their computing skills. It will also provide business professionals with technical computing knowledge and expand their business skills in information technology management. The program proposal represents a partnership effort by the university's colleges of science and business and local information technology businesses.

Need: A study initiated by the University System of Georgia's Intellectual Capital Partnership Program ("ICAPP") initiative indicates that there will be at least 3,000 new information technology jobs created each year in Georgia for the next several years. According to this report, sustaining the growth of the technology industry in Georgia will depend on the availability of information technology professionals. Meeting this need will be crucial to support future economic growth within the State. The Columbus economy is driven by information processing companies. The three largest information processing companies, TSYS, AFLAC, and Blue Cross and Blue Shield of Georgia, employ more than 10,000 people in the Columbus area. Each of these companies is experiencing rapid growth. Synovus and other companies consider it a top priority to recruit managers who are well informed concerning information technology issues. Synovus has committed to work with CSU to choose an initial class of 25 students from within the company to matriculate through the program as a cohort. Synovus will underwrite the cost of developing the program and the tuition and fees for this initial group. Once the degree program is fully operational, other students will be accepted into the program.

Objectives: The master of science in information technology management will develop, through a core of information technology courses, skills and knowledge in the area of business information processing. Topics such as electronic commerce, Internet capabilities, and management of information technology will be stressed to give both computing and business professionals new insight and understanding of changing business systems. Students will be able to choose between concentrations in technical issues or management issues to fulfill the communications component of the program. The objectives of the program are to provide graduates with the knowledge and skills to utilize current information and communications technologies in the business applications environment; to provide students with the skills to make insightful business decisions concerning the future of information technology in business applications; to teach students how to use the Internet as a communication and research medium; to provide students with a working knowledge of electronic commerce and computer networks and infrastructures; and to impart advanced knowledge in either computer applications or business administration. Students will demonstrate the ability to apply knowledge of information systems through the completion of a research project.

Curriculum: The 36-semester-hour curriculum contains three important curricular ingredients: 1) a core addressing current issues in information technology management and communications with 2) a concentration consisting of either an information technology track focusing on processing architecture-networking and security or an information technology business track focusing on accounting-economics-finance-marketing-decision systems and 3) a leadership and applied research component. The curriculum has a core of courses directly addressing the philosophy of the program, providing managers with an understanding of current information technologies and skills to manage within an information technology environment. Courses dealing with managing information technology resources, understanding information technology infrastructures, and electronic commerce are included. Every student will take two courses dealing with effective business communication, including a course on applied Internet research. After completion of the core, students will choose either a technical track or a management track. The technical track delivers courses in transaction processing, client-server networking architecture, and security. The management track emphasizes management skills relating to economics, finance, and marketing, as well as courses dealing with decision support using information technology.

Projected Enrollment: It is anticipated that for the first three years of the program, student enrollment will be 25, 50, and 50.

Funding: Initial program costs will be underwritten by Synovus Corporation. After program start up, costs will be met through redirection of funds, fund-raising initiatives, and tuition income. No new State funding will be sought for this proposal.

4. Establishment of the Master of Science in Marriage and Family Therapy 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 science in marriage and family therapy ("MFT") degree, effective October 13, 1999.

Abstract: VSU requested approval to establish a master of science in marriage and family therapy degree. The new program will expand and improve non-degree training in marriage and family therapy currently available at VSU.

Need: There is currently no public marriage and family therapy master's program in Georgia. Over 40% of the presenting problems in mental health clinics are related to marriage and family concerns (American Association for Marital and Family Therapy, as cited in Bergen & Garfield, 1994). Agencies within the Georgia Department of Health and Human Services estimate that high levels of marital disruption (nearly 1 in 2), alcoholism and substance abuse, domestic violence, child and adolescent problems, and mental health disorders affect individuals, families, and communities in the geographical region served by Valdosta State University. There are few licensed marriage and family therapists (only 27 in the South Georgia region) available to address these concerns.

Objectives: The primary objective of the marriage and family therapy program at VSU is to train well-qualified MFT professionals to serve the needs of children and families in Georgia and to provide leadership in community efforts to address family and mental health needs, especially in South Georgia. A secondary objective is to offer continuing education opportunities for marriage and family therapists and other human service providers in the region. The program will train students to assume the professional identity and role of a marriage and family therapist; apply a systems/relational understanding to the assessment and treatment of mental health and emotional problems; consider the relevance of ethnicity, race, gender, culture, and socioeconomic status, when developing treatment plans and interventions; demonstrate knowledge of the professional and scholarly literature relevant to marriage and family therapy; demonstrate clinical competency in the practice of marriage and family therapy; and practice according to the American Association for Marriage and Family Therapy's ("AAMFT") code of ethics.

Curriculum: Marriage and family therapy focuses on the social, cultural, and family context of emotional problems and mental health disorders. The new program will meet the national standards of the Commission on Accreditation for Marriage and Family Therapy Education ("COAMFTE"). It will include 42 credits of didactic instruction and 18 credits of supervised experience for a total of 60 semester credit hours. Supervised experience in the marriage and family therapy program will include 500 clock hours of face-to-face, direct client contact, at least 250 of which are with couples or families present. The clinical experience will be obtained through work at the Marriage and Family Therapy Clinic and supervised weekly by AAMFT-approved supervisors. No more than six student trainees will be assigned to one supervisor. A full-time student requires two years to complete the program.

Projected Enrollment: It is anticipated that for the first three years of the program, student enrollment will be 18, 36, and 36.

Funding: The program will be established through the reallocation of existing funds. Funds for renovating the clinical facility will be appropriated through redirection and institutional foundation support.

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.

5. Establishment of the External Bachelor of Applied Science at Gainesville College, Southern Polytechnic State University

Approved: The Board approved the request of President Lisa A. Rossbacher that Southern Polytechnic State University ("SPSU") be authorized to establish the external bachelor of applied science at Gainesville College ("GC"), effective October 13, 1999.

Abstract: SPSU and GC will collaborate on the delivery of courses leading to the bachelor of applied science degree to be awarded by SPSU. The program offering has the support of the presidents and deans at both institutions. It is projected that the collaboration will permit students to move smoothly from one educational sector to another and enhance opportunities for higher education in the Gainesville area. Qualified students who have earned an associate of applied science or associate of applied technology will be admitted into the program. Through innovative cooperation between the two institutions, faculty will be available to offer this program on the campus of Gainesville College. A memorandum of understanding detailing the operational aspects of the program is on file in the Office of Academic Affairs.

Need: The Georgia Department of Labor currently identifies 237 manufacturing firms in Hall County with an average monthly employment of 16,486. A recent survey conducted by Professors Jeff Turk and John Hamilton from GC indicated a strong interest in an external bachelor of applied science program by students currently enrolled in the associate of applied science program at GC. These students also indicated a strong preference for evening courses offered on the Gainesville College campus. By offering the bachelor of applied science program, SPSU and GC will be addressing the need to provide Georgians with increased access to educational opportunities.

Objectives: The objectives of the program are to offer post-associate degree courses leading to the bachelor of applied science through a collaborative external degree program at GC. By offering the bachelor of applied science degree on the GC campus, students gain access to baccalaureate education and there is an opportunity for a seamless articulation to occur among technical institutions, associate-degree-granting institutions and senior institutions. The program is targeted toward those individuals who have been awarded an associate of applied science or an associate of applied technology degree.

Funding: Program costs will be met through redirection of funds, fund-raising initiatives, and tuition income. The institutions can provide both expertise and structure for the major by using existing faculty, library, computer facilities, and equipment already in place. No new State funding will be sought for this proposal.

6. Establishment of the Bachelor of Applied Science in Technology Management Degree, Georgia Southwestern State University

Approved: The Board approved the request of President Michael L. Hanes that Georgia Southwestern State University ("GSSU") be authorized to establish the bachelor of applied science in technology management degree, effective October 13, 1999.

Abstract: GSSU's Schools of Business Administration and Computer Information Science proposed the establishment of a bachelor of applied science in technology management degree. The program was developed in response to a request from the business community in Southwest Georgia, two-year institutions, technical schools in the area, and the rising demand for a skilled labor force to manage the use of technology in the production of goods and services. Georgia Southwestern State University projects that the bachelor of applied science in technology management will aid in increasing the number of Georgians who hold a baccalaureate degree.

Need: Skilled professionals who can manage in an environment with a rapidly changing technology base are in short supply. The U.S. Bureau of Labor Statistics occupational projections for year 2006 show that technology-related occupations are expected to increase by approximately 188% from 1996 to 2006. All of these occupations require at least a bachelor's degree.

In Southwest Georgia, there is a shortfall of managers to guide businesses as they move toward electronic commerce, marketing, sales and communication, and automation in manufacturing, automotive technology, machine tool design, and industrial maintenance. The number of jobs available in business and technology related fields indicates this shortage. According to the number of job listings at GSSU's Career Services, approximately 40% of the number of jobs available (1,114 jobs out of 2,873) require a bachelor's degree in business and technology-related fields.

Intellectual Capital Partnership Program ("ICAPP") studies indicate that our State is preparing itself to support a strategic initiative to enhance technology training that provides an interface between businesses, professions, and computer applications. The bachelor of applied science in technology management degree program seeks to enhance every sector of Georgia's workforce and empower users of emerging technologies. According to the University of Georgia Selig Center for Economic Growth, the average life time earnings for an individual with a bachelor's degree will increase by $603,355 compared to $207,310 for associate degree holders (Georgia Business and Economics Conditions, Volume 58, Number 3, May-June 1998, Selig Center for Economic Growth). This evidence suggests that associate of applied science graduates, who later attain a degree, obtain better jobs, have higher job satisfaction, and are qualified for more opportunities for promotion. Support for the program has been garnered from Columbus Technical Institute, Albany Technical Institute, Macon Technical Institute, Darton College, Middle Georgia Technical Institute, and South Georgia Technical Institute.

Objectives: The objectives of the Bachelor of applied science in technology management are to improve the quality of the labor force in Southwest Georgia; increase opportunities for associate of applied science degree graduates; offer students in-depth knowledge in technology management; and provide the basic analytical tools required by managers, including fundamental concepts and principles from such areas as accounting, marketing, organizational behavior, finance, managerial strategies, international business, and information systems. In addition to acquiring skills for navigating and creating an electronic presence on the Internet, students will develop an understanding of the current practices and opportunities in electronic publishing, distribution, and collaboration.

Curriculum: The bachelor of applied science in technology management has been designed to provide an articulated program of study that begins in technical institutes and two-year institutions and culminates in a baccalaureate degree. The program is designed for students who began their education in technical programs at area institutions. Qualified applicants from non-technical programs will be granted admission; however, the program requires a significant technical component. The curriculum can be described in terms of the following: 1) 42 semester hours of (Areas A-E) the core curriculum; 2) 21 semester hours are technical in nature and earned through a technical institute or a two-year institution; 3) 18 semester hours in Area F; and 4) 39 semester hours of upper division technology management courses are completed at Georgia Southwestern that will enhance the employability skills of the students. The program is designed to attract both traditional and nontraditional students. The program will be delivered via traditional classroom format, WebCT, and the Georgia Statewide Academic and Medical System ("GSAMS").

Projected Enrollment: It is anticipated that for the first three years of the program, student enrollment will be 14, 24, and 31.

Funding: Program costs will be met through redirection of funds, fund-raising initiatives, and tuition income. The university can provide both expertise and structure for the major by using existing faculty, library, computer facilities, and equipment already in place. No new State funding will be sought for this proposal.

7. Skidaway Governance, Skidaway Institute of Oceanography

Approved in Concept: The Board approved in concept the establishment of a board of overseers for the Skidaway Institute of Oceanography, effective October 13, 1999. On behalf of the Committee, Chair Juanita P. Baranco requested that the agenda item be revisited at the November 1999 Board meeting to clarify the following issues: governance, Board of Regents role, local representation, and the prescribed number of members with terms of service.

Abstract: The board of overseers is to be appointed by the Chancellor.

The tasks of the Board of Overseers include the following:

Advice to the Chancellor on the following:

The appointment of a director of the institute
Timing of that appointment
Budget and accountability issues
Development opportunities for the University System property on Skidaway

Guidance to the Director of the Institute and the Sr. Vice Chancellor for Academic Affairs on the following:

Major policy and operational decisions of the Institute
Collaboration with System institutions
Partnerships with local government, business and industry
Managing the University System property on Skidaway

Review of institute budgets and accountability reports.

Service as a resource for long-term strategies for a coherent and comprehensive University System plan for coastal research.

Advocacy for and promotion of the institute.

Board Membership

Institutional Representation:
University of Georgia, Provost and Vice President for Academic Affairs
Georgia Institute of Technology, Provost and Vice President for Academic Affairs
Georgia Southern University, Provost and Vice President for Academic Affairs
Armstrong Atlantic State University, Vice President for Academic Affairs
Savannah State University, Vice President for Academic Affairs

Local Representation (Economic Development and Coastal Research):
Director of SEDA or designee
UGA Director of the School of Marine Programs [UGA marine research, extension and Sea Grant activities]
Director of the Coastal Resources Division of the Georgia Department of Natural Resources
Representatives from local related industries

Rationale: While the institute is functioning effectively under current informal consultative arrangements with the University System institutions and formal reporting lines to the Office of the Chancellor, several task forces and external consultants have urged that a stronger governance structure be created. Of paramount importance is the creation of a structure that will foster collaborative relationships among the University System institutions on the Skidaway campus and will support a coherent and expansive approach to Coastal research. The new opportunities for development of the property adjacent to the institute call for a more formal structure with broad representation.

8. Establishment of the Gainesville College Resident Center, Gainesville College

Approved: The Board approved the request of President Martha T. Nesbitt that Gainesville College ("GC") be authorized to establish an institutional resident center, effective October 13, 1999.

Abstract: GC requested approval to establish a resident center on its campus. A resident center is a site where a student can earn resident credit for degree completion. The resident center would be hosted by GC and provide regional commuting students an opportunity to obtain their bachelor's degree in selected programs of study offered by participating senior institutions.

Justification: The population growth that has occurred throughout the GC service area has created a regional demand for more advanced educational opportunities. The college has responded to this opportunity by working with regional baccalaureate colleges to provide upper-level undergraduate and graduate courses. GC currently hosts approximately 51 courses per academic year, and the number of courses is anticipated to double within the next two years. For GC to respond to the educational needs of the region, it must develop an operational infrastructure that can function effectively.

Purpose: The resident center will be located on the GC campus. North Georgia College & State University ("NGCSU") would serve as the lead senior institution due to its proximity and current external course offerings on campus. At present, GC hosts over 300 students from NGCSU in ten separate baccalaureate programs. In addition, GC provides NGCSU with office space for its faculty. The college has also entered into discussions with Southern Polytechnic State University for the external offering of a bachelor of applied science degree. All University System institutions would have an opportunity to participate. Degree programs offered through the resident center will be submitted for Board review and approval. Funds to operate the resident center would be provided by members of the consortium delivering programs through the center.

9. Merger of the Departments of Early Childhood, Elementary Education, and Reading Education With Middle Grades and Secondary Education to Form the Department of Curriculum and Instruction, State University of West Georgia

Approved: The Board approved the request of President Beheruz N. Sethna that the College of Education be authorized to merge the Departments of Early Childhood Education, Elementary Education, and Reading Education with Middle Grades and Secondary Education to form the Department of Curriculum and Instruction, effective October 13, 1999.

Abstract: The State University of West Georgia ("SUWG") proposed to merge the Departments of Early Childhood Education, Elementary Education, and Reading Education with Middle Grades and Secondary Education to form the Department of Curriculum and Instruction. The two departments believe that a merger is required due to a similarity in mission. The selection of the name, Curriculum and Instruction, by the faculty was based on the fact that many departments with programs for P-12 classroom teachers (i.e., early childhood, elementary, middle grades, reading, and secondary education) identify the scope of these teacher preparation programs using the name Curriculum and Instruction. The Dalton State College external degree program will be housed within the merged unit. It is suggested that the comprehensive title is broad and easily communicated to and understood by individuals at other universities. Faculty specializing in these areas have a stronger programmatic linkage, share expertise, and collaborate on shared instructional and research interests. There will be a net savings due to the elimination of the one department chair position. The funds will be redirected to address other instructional and operational needs in the college. Based on feedback from faculty and administrators, the proposed change will have no negative impact on existing organizational units.

10. Revised Institutional Statutes, East Georgia College

Approved: The Board approved the request of President Jeremiah J. Ashcroft to revise the institutional statutes of East Georgia College, effective October 13, 1999.

Abstract: The revision of the statutes reflects a through review and brings the statutes into line with current Board of Regents policies and procedures. The statutes also clarify faculty involvement in governance, committee responsibilities, and committee membership.

These changes were approved by the general faculty of East Georgia College. They have been reviewed by the Office of Legal Affairs and were found to be consistent with the current organization and administrative process at East Georgia College. The revised statutes are on file in the Office of Academic Affairs of the Board of Regents.

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11. Administrative and Academic Appointments and Personnel Actions, Various System Institutions

The following administrative and academic appointments were reviewed by Education Committee Chair Juanita P. Baranco and were approved by the Board. All regular appointments are on file with the Office of Academic Affairs.

	CONFERRING OF EMERITUS STATUS: AT THE REQUEST OF THE PRESIDENTS OF VARIOUS
	INSTITUTIONS IN THE UNIVERSITY SYSTEM, THE BOARD CONFERRED THE TITLE OF 
	EMERITUS UPON THE FOLLOWING FACULTY MEMBERS, EFFECTIVE ON THE DATES INDICATED: 
 
	(A) GEORGIA STATE UNIVERSITY
 
	    MANNS, EDITH K.: ASSOCIATE PROFESSOR EMERITA, DEPARTMENT OF PUBLIC ADMINISTRATION 
	    & URBAN STUDIES, SCHOOL OF POLICY STUDIES, EFFECTIVE NOV  1, 1999.
  
	(B) UNIVERSITY OF GEORGIA 
 
	    DAVIS, L. HARLAN: PROFESSOR EMERITUS, ASSOCIATE VICE PRESIDENT EMERITUS AND
	    DIRECTOR EMERITUS, DEPARTMENT OF AGRICULTURAL AND APPLIED ECONOMICS, COLLEGE OF
	    AGRICULTURAL AND ENVIRONMENTAL SCIENCES, EFFECTIVE OCT  1, 1999.
 
	    ELLIS, MARIE CAROL: LIBRARIAN IV EMERITUS, LIBRARIES, SR VP FOR ACAD AFFAIRS & 
	    PROVOST, EFFECTIVE NOV  1, 1999.
 
	    GILSTRAP, MAX MILFORD: ASSISTANT PROFESSOR EMERITUS, LIBRARIES, SR VP FOR ACAD 
	    AFFAIRS & PROVOST, EFFECTIVE NOV  1, 1999.
 
	    LUCHSINGER, ARLENE EDITH: LIBRARIAN IV EMERITUS, LIBRARIES, SR VP FOR ACAD 
	    AFFAIRS & PROVOST, EFFECTIVE NOV  1, 1999.
 
 	(C) GEORGIA SOUTHERN UNIVERSITY 
 
	    WALSHAK, MARY LYNN: EMERITUS PROFESSOR, LIBRARY, EFFECTIVE APR  2, 2000. 
 
	(D) VALDOSTA STATE UNIVERSITY 
 
	    MCKAY, CUBA S.: ASSOCIATE PROFESSOR EMERITA, EFFECTIVE OCT  2, 1999. 
  
 
	APPROVAL OF LEAVES OF ABSENCE: THE BOARD APPROVED THE FOLLOWING LEAVES OF ABSENCE AND 
	THE SALARIES FOR THE PERIODS RECOMMENDED AT THE FOLLOWING INSTITUTIONS:  
 
 	(A) GEORGIA INSTITUTE OF TECHNOLOGY 
 
	    DAVIS, ELIZABETH T.: ASSOCIATE PROFESSOR, SCHOOL OF PSYCHOLOGY, COLLEGE OF 
	    SCIENCES, LEAVE FROM AUG 17, 1999 TO MAY 16, 2000, WITH PAY. 
 
	    LIU, SHAW C.: PROFESSOR, SCHOOL OF EARTH & ATMOSPHERIC SCIENCES, COLLEGE OF 
	    SCIENCES, LEAVE FROM DEC 1, 1999 TO JUL  1, 2000, WITHOUT PAY. 


	APPROVAL OF LEAVES OF ABSENCE (CONTINUED):

 	(A) GEORGIA INSTITUTE OF TECHNOLOGY (CONTINUED)
 
	    MCGEE, OLIVER G. III: ASSOCIATE PROFESSOR, SCHOOL OF AEROSPACE ENGINEERING, 
	    COLLEGE OF ENGINEERING, LEAVE FROM AUG  1, 1999 TO MAY 17, 1999, WITHOUT PAY.
 
	    QUIRK, STEPHEN: ASSISTANT PROFESSOR, SCHOOL OF CHEMISTRY & BIOCHEMISTRY, COLLEGE
	    OF SCIENCES, LEAVE FROM OCT  1, 1999 TO JUN 30, 1999, WITHOUT PAY. 
 
	    VAN CAPPELLEN, PHILIPPE S.: ASSOCIATE PROFESSOR, SCHOOL OF EARTH & ATMOSPHERIC
	    SCIENCES, COLLEGE OF SCIENCES, LEAVE FROM DEC  1, 1999 TO JUN 30, 2000, WITHOUT
	    PAY.
  
	(B) GEORGIA STATE UNIVERSITY
 
	    ROUSE, JACQUELINE A.: ASSOCIATE PROFESSOR, DEPARTMENT OF HISTORY, COLLEGE OF
	    ARTS & SCIENCES, LEAVE FROM AUG 16, 1999 TO AUG 10, 2000, WITH PAY.
  
 
	APPROVAL OF FACULTY FOR TENURE STATUS CHANGE: THE BOARD APPROVED TENURE STATUS
	CHANGE FOR THE FOLLOWING FACULTY MEMBER, EFFECTIVE ON THE DATES INDICATED: 
  
	(A) COASTAL GEORGIA COMMUNITY COLLEGE 
 
	    CLENDENIN, JOHN B.: ASSISTANT PROFESSOR, DEPARTMENT OF BUSINESS ADMINISTRATION, 
	    DIVISION OF BUSINESS AND INDUSTRY, FROM TENURE TRACK TO NONTENURE TRACK, 
	    EFFECTIVE OCT  1, 1999. 
 
  
	APPOINTMENT OF FACULTY MEMBERS PREVIOUSLY RETIRED FROM THE UNIVERSITY SYSTEM: 
	THE BOARD APPROVED THE FOLLOWING PART-TIME APPOINTMENTS OF FACULTY MEMBERS PREVIOUSLY 
	RETIRED FROM THE UNIVERSITY SYSTEM: 
 
	(A) GEORGIA INSTITUTE OF TECHNOLOGY 
 
	    ALEXANDER, NEAL T.: PRIN RESEARCH ENGINEER, SENSORS & ELECTROMAGNETIC
	    APPLICATIONS LABORATORY, GEORGIA TECH RESEARCH INSTITUTE, AS NEEDED FOR PERIOD
	    BEGINNING SEP  2, 1999 AND ENDING JUN 30, 2000, AT LESS THAN HALF TIME.
 
	    MCGILL, DAVID J.: PROFESSOR, SCHOOL OF AEROSPACE ENGINEERING, COLLEGE OF 
	    ENGINEERING, AS NEEDED FOR PERIOD BEGINNING AUG 17, 1999 AND ENDING JAN  1,
	    2000, AT LESS THAN HALF TIME. 
 
	    MILLER, THOMAS M., JR.: PRIN RESEARCH ENGINEER, ELECTRONIC SYSTEMS LABORATORY,
	    GEORGIA TECH RESEARCH INSTITUTE, AS NEEDED FOR PERIOD BEGINNING SEP 23, 1999 
	    AND ENDING JUN 30, 2000, AT LESS THAN HALF TIME.
 
	    ROPER, ROBERT G.: ASSISTANT DEAN ACADEMIC  AND PROFESSOR, SCHOOL OF EARTH &
	    ATMOSPHERIC SCIENCES, COLLEGE OF SCIENCES, AS NEEDED FOR PERIOD BEGINNING OCT 1,
	    1999 AND ENDING MAY 15, 2000, AT LESS THAN HALF TIME.
 
	    WANG, JAMES T.: PROFESSOR, SCHOOL OF CIVIL ENGINEERING, COLLEGE OF ENGINEERING,
	    AS NEEDED FOR PERIOD BEGINNING AUG 17, 1999 AND ENDING DEC 18, 1999, AT LESS 
	    THAN HALF TIME. 
 
	    WILSON, CHARLES S.: SR RES TECH, SYSTEMS DEVELOPMENT LABORATORY, GEORGIA TECH
	    RESEARCH INSTITUTE, AS NEEDED FOR PERIOD BEGINNING NOV  1, 1999 AND ENDING JUN 
	    30, 2000, AT LESS THAN HALF TIME. 


 
	(B) GEORGIA STATE UNIVERSITY
 
	    BRIESKE, THOMAS J.: PROFESSOR, DEPARTMENT OF MATHEMATICS & COMPUTER SCIENCE, 
	    COLLEGE OF ARTS & SCIENCES, AS NEEDED FOR PERIOD BEGINNING AUG 23, 1999 AND
	    ENDING MAY 10, 2000, AT LESS THAN HALF TIME.
 
	    CARNET, SANDRA H.: PUBLIC RELATIONS SPEC, (NTT) AS NEEDED FOR PERIOD BEGINNING 
	    NOV  1, 1999 AND ENDING JUN 30, 2000, AT LESS THAN HALF TIME.
 
	    CUMMINGS, GORDON S.: PART-TIME ASSOC PROFESSOR, DEPARTMENT OF PHYSICAL THERAPY,
	    COLLEGE OF HEALTH SCIENCES, AS NEEDED FOR PERIOD BEGINNING FEB 15, 2000 AND
	    ENDING MAY 11, 2001, AT LESS THAN HALF TIME.
 
	    HIGDON, JANET: ADM SPECIALIST-CURRICULUM, COLLEGE OF ARTS & SCIENCES, AS NEEDED 
	    FOR PERIOD BEGINNING OCT 4, 1999 AND ENDING JUN 30, 2000, AT LESS THAN HALF
	    TIME. 
 
	    JOHNSON, REGINA A.: ACADEMIC PROFESSIONAL, DEPARTMENT OF EARLY CHILDHOOD EDU., 
	    COLLEGE OF EDUCATION, AS NEEDED FOR PERIOD BEGINNING JUL  1, 1999 AND ENDING 
	    DEC 30, 1999, AT LESS THAN HALF TIME. 
 
	    PARKO, JOSEPH E., JR.: ASST PROFESSOR EMERITUS, (NTT) DEPARTMENT OF PUBLIC
	    ADMINISTRATION & URBAN STUDIES, SCHOOL OF POLICY STUDIES, AS NEEDED FOR PERIOD
	    BEGINNING AUG 23, 1999 AND ENDING MAY 10, 2000, AT LESS THAN HALF TIME.
  
	(C) MEDICAL COLLEGE OF GEORGIA
 
	    HILLER, MARIE: ADMIN SPECIALIST IV, AS NEEDED FOR PERIOD BEGINNING OCT  1, 1999
	    AND ENDING JUN 30, 2000, AT LESS THAN HALF TIME.
 
 	(D) UNIVERSITY OF GEORGIA 
 
	    BISHOP, GALE A.: PART-TIME INSTRUCTOR, GEORGIA CENTER FOR CONTINUING EDUCATION, 
	    VICE PRESIDENT FOR SERVICE, AS NEEDED FOR PERIOD BEGINNING NOV  1, 1999 AND
	    ENDING JUN 30, 2000, AT LESS THAN HALF TIME.
 
	    FRANKLIN, JEAN A.: COUNTY SECRETARY, COLLEGE OF FAMILY AND CONSUMER SCIENCES, AS
	    NEEDED FOR PERIOD BEGINNING OCT  1, 1999 AND ENDING SEP 30, 2000, AT LESS THAN 
	    HALF TIME.
 
	    LAHIFF, JAMES MICHAEL: ASSOC PROFESSOR EMERITUS, DEPARTMENT OF MANAGEMENT,
	    COLLEGE OF BUSINESS ADMINISTRATION, AS NEEDED FOR PERIOD BEGINNING OCT  1, 1999
	    AND ENDING MAY  9, 2000, AT LESS THAN HALF TIME.
 
	    MITCHELL, SAM M.: PT-TIME SR PUB SERV ASSOC, COLLEGE OF VETERINARY MEDICINE, AS
	    NEEDED FOR PERIOD BEGINNING MAR 25, 1999 AND ENDING MAR 25, 1999, AT LESS THAN 
	    HALF TIME.
 
	    ROGERS, LINDSEY SWANSON JR.: ASSOC PROFESSOR EMERITUS, DEPARTMENT OF GERMANIC &
	    SLAVIC LANGUAGES, FRANKLIN COLLEGE OF ARTS AND SCIENCES, AS NEEDED FOR PERIOD 
	    BEGINNING AUG 19, 1999 AND ENDING AUG 10, 2000, AT LESS THAN HALF TIME.
 
	    SANDERS, DONNA S.: EDUCATIONAL PROGRAM SPEC, SCHOOL OF HEALTH & HUMAN 
	    PERFORMANCE, COLLEGE OF EDUCATION, AS NEEDED FOR PERIOD BEGINNING AUG  1, 1999
	    AND ENDING OCT 15, 1999, AT LESS THAN HALF TIME.
 

 
 	
	    SWINDLE, KATHRYN LAFAYE: EDUCATIONAL PROGRAM SPEC, COLLEGE OF FAMILY AND
	    CONSUMER SCIENCES, AS NEEDED FOR PERIOD BEGINNING OCT  1, 1999 AND ENDING SEP
	    30, 2000, AT LESS THAN HALF TIME. 
 
	    WHATLEY, MARGARET A.: CNTY EXTNSN PROG ASST IV, (NTT) COLLEGE OF AGRICULTURAL
	    AND ENVIRONMENTAL SCIENCES, AS NEEDED FOR PERIOD BEGINNING OCT  7, 1999 AND
	    ENDING JUN 30, 2000, AT LESS THAN HALF TIME.
  
	(E) ARMSTRONG ATLANTIC STATE UNIVERSITY 
 
	    ADAMS, JOSEPH VERNARD: DEAN ACADEMIC EMERITUS, DEPARTMENT OF PSYCHOLOGY, COLLEGE
	    OF ARTS AND SCIENCES, AS NEEDED FOR PERIOD BEGINNING JUL  1, 1999 AND ENDING 
	    JUN 30, 2000, AT LESS THAN HALF TIME. 
 
	    ANDERSON, DONALD D: DEAN & REGISTRAR EMERITUS, COLLEGE OF EDUCATION, AS NEEDED
	    FOR PERIOD BEGINNING JUL 1, 1999 AND ENDING JUN 30, 2000, AT LESS THAN HALF
	    TIME. 
 
	    BREWER, JOHN GILBERT: PROFESSOR EMERITUS, DEPARTMENT OF CHEMISTRY & PHYSICS,
	    COLLEGE OF ARTS AND SCIENCES, AS NEEDED FOR PERIOD BEGINNING JUL  1, 1999 AND
	    ENDING JUN 30, 2000, AT LESS THAN HALF TIME.
 
	    FINDEIS, JOHN: ASST PROFESSOR EMERITUS, DEPARTMENT OF MATHEMATICS, COLLEGE OF 
	    ARTS AND SCIENCES, AS NEEDED FOR PERIOD BEGINNING AUG  1, 1999 AND ENDING
	    MAY 12, 2000, AT LESS THAN HALF TIME. 
 
	    FORD, ELIZABETH JANE: ASSISTANT PROFESSOR, DEPARTMENT OF PHYSICAL EDUCATION,
	    COLLEGE OF EDUCATION, AS NEEDED FOR PERIOD BEGINNING AUG  1, 1999 AND ENDING 
	    MAY 12, 2000, AT LESS THAN HALF TIME. 
 
	    WHITE, VIRGINIA: PROFESSOR EMERITUS, DEPARTMENT OF LANGUAGES, LITERATURE &
	    PHILOSOPHY, COLLEGE OF ARTS AND SCIENCES, AS NEEDED FOR PERIOD BEGINNING AUG 1,
	    1999 AND ENDING MAY 12, 2000, AT LESS THAN HALF TIME.
 
	(F) COLUMBUS STATE UNIVERSITY 
 
	    ANGERMULLER, SARAH E.: ASSISTANT PROFESSOR, DEPARTMENT OF NURSING, COLLEGE OF
	    SCIENCE, AS NEEDED FOR PERIOD BEGINNING AUG 23, 1999 AND ENDING MAY 31, 2000,
	    AT LESS THAN HALF TIME. 
 
	    KLEIN, RONALD D.: PROFESSOR, DEPARTMENT OF BUSINESS ADMINISTRATION, ABBOTT TURNER
	    COLLEGE OF BUSINESS, AS NEEDED FOR PERIOD BEGINNING AUG 23, 1999 AND ENDING
	    MAY 31, 2000, AT LESS THAN HALF TIME. 
 
	    WALLS, D. GLEN:

Total Project Cost	$15,000,000
Construction Cost (Stated Cost Limitation)	$12,800,000
A/E (fixed) Fee	$704,000

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Meeting Minutes - October 1999

Minutes of the Meeting of the Board of Regents of the University System of Georgia Held At Macon State College, Macon, Georgia October 12 and 13, 1999

Minutes of the Meeting of the Board of Regents of the University System of Georgia
Held At Macon State College, Macon, Georgia
October 12 and 13, 1999