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Academic Senate
Meeting of September 15, 2010
University Club, Banquet Room
MINUTES
PRESENT: T. Biblarz, D. Blaine, J. Brecher, S.Cermak, P. Conti, D. Endres, S. Gupta, N.
Hanel, K. Howell, E. Johnson, M. Jordan-Marsh, J. Kagan, G. Keating, R. Labaree, T. Lyon,
S. Mednick (alternate for P. More), N. Neamati, J. Nyquist, R. Pancheva, G. Peters, G. Ragusa,
E. Rice, P. Riley, D. Shook, S. Shroyer (alternate for M. Apostolos), J. Silvester, J. Steele,
R. Suro, J. Warren, W. Wolf, D. Yett
ABSENT: A. Capron, L.Carver, N. Cohen, J. Farver, H. Greenwald, T. Levy, M. Omar,
K. Wilber
GUESTS: E. Garrett, S. Goldfarb, D. Haugland, M. Levine, A. Levi, S. Narayanan,
W. Regensburger, M. Safonov, Y. Yortsos, C. Zachary
1. Welcome and Introductions
President Conti called the meeting to order at 2:03 p.m. by welcoming all in attendance to the
first meeting of the year. The presence of a quorum was noted.
Individual introductions were made around the room.
2. In Memoriam
A moment of silence was held in memoriam for Robert Biller, Professor Emeritus of Public
Administration and a long-time USC administrator.
Robert Labaree, faculty historian, described Professor Biller as a special person and then
remembered him:
Robert P. Biller was significantly involved with the then Faculty Senate during his
service as an administrator, particularly in the late 1980s, often presenting the Provost’s
report to the Senate when the Provost was unable to attend.
To place things in some context, among the most pressing issues being explored by the
Senate at the time of Bob’s involvement with the Senate were:
Attempts to create a “cafeteria”-style fringe benefit health insurance program;
A proposal to adopt a policy on non-tenured faculty review, calling on all
academic units to formalize their procedures for this review;
Adoption of a university policy statement on sexual harassment and university
procedures in harassment cases;
Adoption, after much debate, of formal discontinuance of academic units for
academic reasons not mandated by financial exigency for incorporation into the
faculty handbook;
Efforts to advocate for the location of the Ronald Reagan Presidential Library.
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However, as noted by Walter Wolf, one of the most fundamental contributions Bob made
was in 1988 when he collaborated with a faculty committee composed of Marty Levine,
Robert Kaplan, and Walter Wolf to develop the revised faculty contract, which
incorporated the faculty handbook as an integral part of the contractual relations between
the university and the faculty.
Dr. Biller’s contributions as a bridge between the faculty and the administration was
summarized on May 4, 1988, in a resolution passed unanimously by the Faculty Senate.
The minutes and the resolution read:
Senator Elliot read the following Faculty Senate resolution (FRS 87-88-07) as a
follow-up to the spontaneous standing ovation which the faculty gave Doctor
Robert P. Biller at the last Senate meeting.
“The Faculty Senate records its deep gratitude for the signal contributions
to the University and to the faculty of DOCTOR ROBERT P. BILLER in
his years as Executive Vice Provost and its good wishes for his continued
leadership and indispensable service in his new position as Vice President
for External affairs. That the legacy of the last few years of ROBERT
BILLER’s good work be the continuation in the Provost’s Office of the
special kind of talent and role he so ably provided. Notably in serving as
liaison between faculty and administration and assisting each in
understanding the needs, priorities, and dreams of the other.”
On May 10, 2006, Professor Biller received the Distinguished Faculty Service Award for
“his lifetime service to the University and its Faculty.”
Individual senators then commented: Bob Biller represented the best in workable relations
between the administration and the faculty; it is a pity that we have lost him, but we are fortunate
to have had him; he was always available to assist students; he organized and saved the archives
through his work; he was a truly nice person and will be missed by us all.
3. USC Named an International Safe Community
Announcement was made by Charlie Lane, Associate Senior Vice President, Career and
Protective Services, of the day’s on campus honoring USC as the first university to be designated
an International Safe Community by the World Health Organization. Processes are in place to
make us safe and safer as we go forward; both National Safety Council and WHO officials were
here to honor our developing network of people making us safe as a community.
If there are ever concerns about safety, they should be forwarded to him.
President Conti commented that this initiative dovetails the Senate with wellness initiative.
4. Approval of May Senate Meeting Minutes
The minutes of the May 12, 2010, Senate meeting were unanimously approved.
5. Presentation of Distinguished Faculty Service Award
President Conti reviewed the background of the Faculty service Awards presented in the Spring.
Professor Maryalice Jordan-Marsh reviewed the tradition of seeking nominations for faculty who
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have served beyond what is required and presented and introduced Professor Shrikanth
Narayanan to honor him, not just for his work on the research committee but for how the
university community appreciates his collaboration across disciplines and skill in resolving
conflicts. Professor Narayanan is recognized world-wide for his scholarship, but this recognition
is from his colleagues in the Senate.
President Conti presented the “green” plaque made of bamboo which reads:
“Distinguished Faculty Service Award to Professor Shrikanth Narayanan –
For vision and creative efforts in the advancement of research at USC, dedicated service
on the USC Joint Senate-Provost University research Committee, and mentoring of
students and faculty.”
Dean Yortsos described Shri as “a jewel, an interdisciplinary scholar grasping the future and
knowing what is needed to be successful. He continues the tradition of outstanding faculty in
electrical engineering.”
President Conti commented that he was fortunate to be elected President of such a faculty and
announced that September 17 would be new faculty welcome day at the new Tutor Center.
6. Initial Discussion of August Annual Planning Retreat
The annual retreat in August was successful in beginning a review of our programs and in
“defining our culture;” we have been looking at what is our culture and how do we define it to
articulate: what does USC represent?
The inspiration of the retreat came from two areas:
1. infrastructure, what are our needs, and how do we build it and support it?
2. how do we define this culture for faculty, both in recruitment and for present faculty growth?
We are still analyzing the information and will present our results and comments shortly.
But today, we will present the result of the “game” of the cards we filled out and discussed at the
lunch sessions.
(http://www.usc.edu/academe/acsen/WhatsNew/Items/retreat%20contents.htm)
Executive Board member Professor Maryalice Jordan-Marsh explained that we wanted to
stimulate thinking about the university so each participant at the retreat was presented with three
cards to fill out with one word or phrase representing the idea of an ideal university culture. Then
at lunch, the cards were randomly distributed to the individual tables and the group at each table
were to sort the cards into those which fit the ideal university culture which USC could become,
which fit USC currently, and which do not fit USC.
Executive Board member Professor Doug Shook presented the results and commented that it was
striking that the top three in the current USC were “collegial/supportive,”
“innovative/creative/curious;” and “intellectual/scholarly” which were the top three in the ideal
university culture, also. We do perceive ourselves as collegial and innovative.
Missing from USC today are the technical and faculty roles.
Using a technique from policy analysis, we made a composite slide so the large or repetitive
words become highlighted.
The slide suggests that we are “not quite there yet” and indicate what issues we should pay more
attention to in the future.
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It is instructive to note that when Cornell performed this exercise, its biggest word was “faculty.”
President Conti asked whether this exercise indicates if we are on target?
A: There were only seven cards in the “does not fit USC” pile; one was “transparency.” The
question is what does this word mean and this is simply a general review because there is a lack
of universal definition of these terms.
C: There are regular problems in the issue of transparency.
C: Is “cosmopolitan” really a bad characteristic? Is this not part of our marketing strategy?
C: Again, this exercise is not intended to be a full definition; but the words themselves are what
we are trying to get a sense of as an ideal university and what the key words and concepts are
that we need to strive for to continue our growth.
C: There is, however, a disconnect between what we market and what, in fact, are needed for
further study.
C: Are we going to have major impact on the strategic plan growing forward?
A: We do have faculty mechanisms for the entire community to be a part of the university-wide
effort; we must be certain we have a direct role.
C: We are a work in progress in many important areas, and we need to see the areas in which we
need to start.
President Conti commented that as an undergraduate institution we are diverse and the question
for planning is whether we have accomplished this because it has been the plan or has this
happened by accident; we need specific plans to make the appropriate future: who do we want to
be – and, if we want to be a top ten university, how do we get there? This is the beginning of the
process.
President Conti commented on the Provost’s retreat and the Presidential inauguration: He and
Ed Roski are co-chairing the committee; they expect 10, 000 guests, 5500 are already registered.
We would hope that as many of faculty participate as possible and transportation will be
provided from the multiple campuses. The program about one and one-half hours and will be an
impressive ceremony.
At the Provost’s retreat, many of the same themes we are considering were part of the
retreat. These topics included:
global connections and engagement;
opportunities for post-doctoral scholars, with consideration that, while the undergraduate
community has flourished, there is concern for graduate and post-graduate growth; this
issue is very important for faculty participation because they are where graduate
education begins; peer schools have more graduate and post-doc students per faculty
member;
distance learning.
C: There was a report about ten years ago from President Sample on the issue of post-doctoral
students and their place in the university.
A: This is a concern and, if there is enough interest, we may want to take it on.
C: The over-riding fact is how we are going to allocate resources – if there are not grants, where
is the money going to come from.
A: There is recognition that there need to be more resources in this area; one of the objectives is
to find the areas in which the new President must fund and find those funds.
C: The Senate should have a role in recommending where funds are needed.
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Part of our discussion should be what particular topics we need to discuss this year. Please
e-mail President Peter Conti with suggestions.
7. Dialogue with Interim Provost Elizabeth Garrett
Interim Senior Vice President for Academic Affairs and Provost Elizabeth Garrett was
introduced.
Thank you for the invitation; I am looking forward to our continuing dialogue.
I want to share some preliminary data on our incoming students. They are fantastic.
There were 35,800 freshman applications, the second most in USC history.
There were a record number of international applications, a 17 percent increase, and a record
number of applications from outside southern California.
We visited over 1400 high schools in 40 states and 6 countries. While other schools are cutting
back on personal relationship building, we are adding recruiters and opening information centers
in New York and San Francisco. Faculty can use these offices when in town.
There were a record number of transfer applications.
Graduate applications increased 18 percent over last year.
There are 2972 new freshman students, 14 percent over budget and 3.5 percent over last year,
over budget but within capacity; 1489 new transfers; and 6042 new graduate and professional
doctorate students, a 6.5 percent increase over last year.
We now have a total of 17,100 undergraduate and 18,600 graduate professional students, for a
total degree-seeking student body of 35,700.
The first-year students have a weighted GPA of 4.04 and have taken 5 AP courses. Their
average SAT is 2064, 9 points higher than last year and in the 96th percentile, the highest single
year average SAT increase at USC since 2004.
This year’s focus was on Presidential and Trustees’ Scholars, which we targeted more than last
year.
The class is 45 percent male and 55.5 percent female; 20.2 percent are African-American or
Latino, and 11 percent are International, representing 46 countries
One of every 9 is first-generation to attend college.
The students represent 48 states and 25 percent receive some type of merit aid.
Every school exceeded its enrollment targets.
Faculty interactions assisted in creating this class; the yield was 34 percent, higher than last year,
and we believe it will only get better.
As you know, we passed UCLA to reach 23 in the US News and World Report rankings, but we
must keep these rankings in perspective. One reason is that our graduation rates are going up and
we are way up in peer assessment, and this is the first year in which high school counselors were
included.
We are doing the right things.
Alumni giving is up in the number of people.
This is all good news for the future, since we know that some students do make decisions based
on rank. But we close the deal when they see what we are doing here.
We are continuing to focus on graduate rates, retention, and the quality of student life.
Dean Harrington is in charge of institutional data and research as the central office as a single
group for better overall data, including finding ways to capture and show that we are spending
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our funds in the best way for educating our students.
We are embarking on the strategic planning process. The main committee will have a series of
subcommittees; we intend to be very inclusive to get all involved in the process of developing
the plan and determining what is important to us.
First meeting will be on September 23.
I encourage attendance at the inauguration so we, as faculty, can make the statement of our
vibrant and rigorous academic environment.
Q: Are SAT scores calculated internationally?
A: Now almost every international student takes the test and it is the same SAT.
Q: There is a movement of many United States universities to set up satellite campuses; are there
plans to follow this trend?
A: We have a new Vice Provost for Global Initiatives, Kenneth J. McGillivray; our global
aspirations are a very component of how we choose our international students and the question is
what can we offer them in support. We are sending our students abroad learning to be citizens in
the modern world, and international offices are a part of our identity abroad. we recognize we do
need a strategy in South America and in other countries.
But do we need a physical presence, as NYU, for example is doing? We are not aggressively
pursuing this idea, which is limited to a few schools. But we should not take this position by
default; all decisions should be part of the strategic plan. We do not know the answer yet or what
it should be. We can never compromise our academic standards – and this price will not be paid.
And must be cognizant of the expense of this growth internationally; it should never be
subsidized by the basic requirements. Any decision must be thoughtful, and we do not know the
answer yet.
Q: Last year, we had the information that some students were using payment plans to pay for
college; have we seen a change this year?
A: We are watching carefully. We identified 400 students at the beginning of the tern as having
problems. All but two were solved, and now that number is zero. Students should know that. if
you are accepted, we will help you find a way to pay.
We are watching closely and increasing unrestricted undergraduate financial aid, There is no
appreciable rise in indebtedness that we know about. Our default rate is 2 percent, while
nationally it is around 7 percent. We are being proactive.
Our hiring freeze is no longer in effect, but oversight has continued.
There is close scrutiny of administrative budgets and space; we need to keep current in what the
priorities are to deliver services as efficiently as possible; we want to continue our financial
strength. Reporting lines have changed to be more efficient. And we have to be realistic for
potential about revenue growth in the future: there will be pressure on tuition increases and our
efficiencies will support us.
There never was a faculty hiring freeze.
C: Can you talk about the climate in other institutions, especially the UC schools?
A: Their problems will continue; we need to consider how we approach this in recruitment of
faculty and students; we have an advantage in the head start that is already in our culture.
We will continue to be one of the institutions in California that works.
C: There is there a concern about the growth in transfer students, especially in international
students, juniors and seniors and transfers from the community colleges whose language facility
is not at the proper level for them to fully understand.
And in community college students who may not have the proper prerequisites to achieve; we
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need to identify them.
A: We are always working on improving the students; we want a fairly robust transfer population
to add to our community involvement and diversity, but we need to be certain we support them
and they graduate at same levels.
And we need to know when this is an articulation problem in the courses to be taken.
C: Comparable courses is a challenge. Perhaps there needs to be a way to meet with community
college faculty to re-think their content and how it is delivered, since there is no equivalent of the
SAT in community college transfers.
A: And it is important to consider that some of our students take some classes at community
colleges; and there are federal influences here.
Q: What effort is being made in hiring top level faculty broader than just in California.
A: The Provost’s office job is to bring in those faculty into the mix, to bring schools together in
seeking interdisciplinary hires. Our Ph.D. in innovation has been a way for people to approach
us. And then our deans are good at identifying these people and the Provost’s office is working
in this effort.
C: We do need to look at national interdisciplinary centers for new faculty.
8. The Great California Earthquake Shakeout, October 21
William Regensburger, director of fire safety and emergency planning, was introduced, and he
introduced Steve Goldfarb, fire safety and emergency planning specialist with USC Career and
Protective Services.
We have put together a really good emergency team.
In the event of a major disaster, USC is on its own and we are preparing for that.
If there was a national championship in emergency planning, we would win it
Since 2008, we have been practicing what to do in an earthquake through the Shakeout.
This year, this event will be on October 21 at 10:21.
Last year 5.5 million people took part; this year 7 million people are expected to participate in
order to prepare for a disaster. The plan is based upon a 7.8 earthquake, which is estimated to
occur as frequently as once every 44 to 140 years. This is a two-minute earthquake with vigorous
shaking.
Drop, cover, and hold is the key to preventing injury from moving objects. Hopefully we will
have 100 percent participation.
C: Lessons can be drawn from the recent New Zealand earthquake where the loss of life was
insignificant – and we can draw lessons from this.
A: Earthquake preparedness was a big plan there and in Chile; their success is why we are
putting the effort into this.
C: Many graduate students only meet once a week; can we broaden the event.
A: Yes, we will consider this.
Q: What happens the days after?
A: We are working on the recovery plan, a business recovery plan across all departments. Will
have a full recovery plan; Tulane shows us the problem after a hurricane. Our plan will be to
resume teaching within one week.
C: Southern California Earthquake Center is great in this preparation; they are conducting some
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experiments in teaching in disasters
C: There are strong presentations available for separate departments, and this includes home
preparations; recommend that these be scheduled.
Q: Do we have adequate survival stores.
A: Yes, all of these supplies are in place; the issue will not be for survival but for recovery
A: Remember to assemble in open spaces, not under tables; interior walls are the best protection
if inside; if outside, do not run – stay where you are and cover your head.
9. Closing Announcements
The nominating committee will be formed by vote at the October 20 meeting; there will be a
handout about the procedures.
The executive Board will be meeting with the Provost Search Committee on September 22.
Interim Provost Elizabeth Garrett will attend the October 20 meeting.
The November 17 meeting will be on the Health Sciences campus, ZNI Building, Room 112.
The meeting schedule for the 2010-2011 academic year is posted at:
http://www.usc.edu/academe/acsen/Calendar/meetingSchedule.htm
The roster of Senate members and committee chairs is posted at:
http://www.usc.edu/academe/acsen/FacultyGovernance/senateMembers.htm
C (Marty Levine): We look forward to great faculty participation in the inauguration ceremony;
it will be an exciting event.
The meeting was adjourned at 3:59 p.m.
Respectfully submitted,
James Brecher, J.D., Ph.D.
Secretary General of the Academic Senate