Howard University
State of the University Address

Seeley Mudd Auditorium, College of Medicine
October 26, 2011

Greetings Dr. Walters,
 
Thank you as always for hosting the State of the University Address.  I am pleased to be here with our faculty colleagues, deans, department chairs, other academic program leaders, and members of our staff and student body.  I am joined this morning by members of the University Cabinet.  At this important semi-annual event, we take the temperature of the University and reflect on the opportunities before us, as well as the continuing challenges we face.   Let me first thank each of you for supporting the University in diverse ways.  You may have helped make our inaugural AT&T Nation's Football Classic or our 2011 Homecoming successful; I urge you to continue to support our scholar-athletes and our students in their intercollegiate pursuits. Or, you may have contributed in other ways to developing competitive graduates. 

Intellectual and Scholarly Leadership of the Faculty and Service
We continue to be anchored by the great work and leadership of faculty in our thirteen schools and colleges.  Mr. Mod Mekkawi, former Director of the University Library, continues—from retirement—to provide an inventory of our faculty' s impressive publication and research activities. His continued service in this area is exemplary. I thank you, as faculty scholars, for your efforts in this regard and the distinction that you bring to the University.   In the midst of addressing administrative and other issues, I am always pleased to be able to highlight the unique achievements of our faculty. 

I spent some of my day yesterday with the National Board of Directors of the Louis Stokes Alliance for Minority Participation initiative, including provosts and program directors from six other HBCUs. I serve as the principal investigator for this nationally recognized STEM initiative. The program is ably directed by Dr. Clarence M. Lee, professor of Biology. Among the provosts and other academic leaders, I was impressed to learn that ten of them received their doctoral degrees from Howard University. 

Our faculty is helping to transform atmospheric research through the scholarly efforts of Professors Vernon Morris and Everett Joseph. They serve as principal investigators on two of the University’s major research awards for FY 2011. Their groundbreaking work encompasses transforming atmospheric research, particularly in the areas of climate observation and air-quality monitoring. Through their respective projects, funded by NASA and NOAA, they have been able to offer our students very unique mentoring and research opportunities.

We restated our commitment to the arts and humanities during the Presidential Commission on Academic Renewal and academic program renewal discourse.   I am pleased to see that professors, such as Dr. Caren Walwin, are providing scholarly leadership and laying a foundation for us to achieve our goals.  The John Hope Franklin Humanities Institute at Duke University awarded Dr. Walwin a fellowship that permitted her to travel to South Africa to interview and conduct research on Nelson Mandela.  She will compose a work commemorating President Mandela's 67 years of dedication to the improvement of humanity.

We are blessed to have as a faculty colleague Professor Winnie Owens-Hart, a master ceramic artist with an international reputation who has been called a steward for Nigerian and Ghanaian pottery. She has travelled to and apprenticed in traditional pottery villages in West Africa since 1977. She recently produced two film documentaries on traditional Nigerian and Ghanaian pottery. Her work is currently featured in a solo exhibition at the Fleisher Art Memorial in Philadelphia, PA.

I am very proud of our connection to Washington, DC, and the immediate community surrounding Howard. Through the research and leadership of our faculty and the service of our students, Howard provides critical services to the community.  Dr. Rodney Green, professor of Economics, is among the top ten funded researchers at the University.  Through his sustained success during the past seven years in garnering over $15 million in grants and contracts for Howard's Center for Urban Progress, Dr. Green has helped the University address issues ranging from enhancing pre-kindergarten education to housing in the District of Columbia.

In addition to the achievements of individual members of our faculty, I am encouraged by the efforts of our general faculty, department chairs, and deans to generate funds to support endowed chairs and programs. This year, we are fortunate to receive a fully funded endowed chair in the Department of African-American Studies; as well, we have received an endowed chair in Alternative Medicine, only the second such chair of its kind in the nation. We received an endowed professorship in the School of Social Work, supported by a generous grant from John Jacobs, former university trustee.  These are examples of the results of the hard work of our faculty and academic leaders.  I thank you for your efforts.

The 2010–2011 academic year was one of transformation for the University.  In January 2011, the Board of Trustees unanimously approved our historic academic program renewal recommendations, and, since then, we have moved forward with the implementation of renewal plans for the academic program, faculty, administration, staff, and facilities, with emphasis on our Students First Initiative.

Campus Master Plan to Support Our Academic Programs
As you know, a high strategic priority for the University is completing our Campus Master Plan (CMP). The CMP represents an integrated physical plant that will support our instructional, research, service, student, faculty, and staff activities.  In June of 2011, we submitted the CMP to the District of Columbia.  We expect zoning approval for the CMP in December 2011.  It reflects our intention and commitment to invest in the future of Howard University over the next ten years. 

At this point, we are also working on a Traffic Demand Management (TDM) Plan as part of our Master Plan approval process, which demonstrates that we can reduce the demand for cars that come to the University by between three and five percent over the next five to seven years. The TDM is due in November of 2011. After it is submitted, we will focus on developing a master plan for parking that incorporates TDM needs and our own development plans.

Investment in Academic and Administrative Infrastructure: New Construction and Renovations
The CMP will allow us to address urgent deferred maintenance issues that have been neglected for too long. We have already begun to address some major renovations to existing buildings, while we are completing the CMP process. You may have observed that we completed the first phase of renovations on Fraser Hall; the second phase will occur later in the academic year. We completed major window renovations in Locke Hall, where many of our humanities programs are offered.  In response to damage that resulted from the earthquake and Hurricane Irene, we will have to complete additional work in Locke Hall after a complete assessment.

In support of our engineering programs, we are completing the renovation of several labs in Downing Hall and the lobby area.  I appreciate the patience and sacrifice of the entire University community as we near completion of major renovations to Cramton Auditorium and Burr Gymnasium. 

In addition, we will break ground for a new Interdisciplinary Science Building  and two new residence halls in the early part of 2013, with the expected building openings in the fall of 2014.

Our strategic plan is to invest $300 million into the infrastructure of the University over the next five years. Some of those funds will be allocated for new buildings and others for required renovations.  Through the renewal of our research, instructional, and residential facilities, we are making a tremendous investment in the future of the University.   We will continue to assess campus facilities renovation and repair needs and establish renovation priorities.  Of course, we will assign the highest priority to renovation and repairs that have health and safety implications. 

Faculty Renewal
The Phased Retirement Program
The Phased Retirement Program (PRP), approved by the Board of Trustees at their June 2011 meeting, is proceeding.   The PRP is the University' s approach to providing a planned, orderly, and smooth transition of a significant number of Howard' s senior faculty who are eligible for and interested in retirement.  The substantial transition in the faculty workforce over the next five years provides the opportunity for hiring new faculty and the alignment of the faculty with the emerging strategic priorities of the University.  There continues to be a high level of interest in the program.  Four Hundred and fifty-two faculty are eligible for the program.  Phased Retirement Program packages have been mailed to each eligible faculty member.  The deadline for faculty to apply to participate is Wednesday, November 30, 2011, and Wednesday, February 29, 2012, is the last date for faculty to finalize an agreement with their deans.  It is not yet known how many faculty will participate, but reasonable estimates—based on surveys and other evidence—point to the participation of between 200 and 250 faculty members. 

Many senior faculty members and a faculty trustee reminded us of the need to ensure that the implementation of the PRP will not interrupt the University' s appointment, promotion, and tenure process during the phase-out period. To address this important concern, we asked the Board of Trustees to amend the PRP with the following provision:

“Subsequent to resigning from their tenured position, each faculty PRP participant, while serving full-time during the one- to five-year phase-out period, shall be  eligible to serve on departmental and school/college appointment, promotion, and tenure committees with the full rights and responsibilities held prior to entering the PRP. Notwithstanding the above, faculty in the PRP are not subject to the Faculty Performance Evaluation System (FPES), and may not avail themselves of the faculty grievance process, nor participate in the review or adjudication of grievance cases.”

The provision and approach do not violate the Faculty Handbook.  Rather, they are very much within the spirit of the Faculty Handbook.

Faculty Retention and Recruitment
Retaining and supporting our existing faculty is a high priority.  To do so, we must continue with our efforts to address the competitiveness of our faculty salaries.  The Faculty Senate submitted to me its Task Force Report on Administrator and Faculty Salaries in early September.  

I met with the Senate leadership in August to discuss our strategy for addressing non-competitive faculty compensation.  With my endorsement, the Board of Trustees Compensation and Succession Committee met with the Faculty Senate leadership during its September meeting to discuss faculty compensation.  In collaboration with the Faculty Senate, I announced that, as part of a faculty retention initiative, I will appoint a subcommittee of the Budget Advisory Committee (BAC) to recommend a faculty compensation plan, based on faculty-member performance, rank, and discipline. I will ask the BAC and its faculty compensation subcommittee on October 31, 2011, to submit recommendations to me by February 17, 2012.  In addition to providing the BAC subcommittee reasonable time to develop the plan, this timeline will afford me an opportunity to review the plan and make recommendations to the Board during its April 2012 meeting. The February 2012 deadline will permit adjusted faculty salaries to take effect at the start of the 2012–2013 academic year. 

An important component of our general faculty renewal effort is faculty recruitment.  As with aspects of faculty retention, strategies for this phase of faculty renewal are still in development. 

Faculty Performance Evaluation System (FPES)
I appreciate the work that has gone into the development of our FPES.  I thank Dean Pollard and the university-wide committee for working with each college and school to develop a rubric for assessing faculty performance.  The FPES is designed, at this stage, to function at the college and school level. The deans have approved faculty performance responsibilities and expectations for the 2011–2012 academic year.  I understand that, in order to refine the process, academic divisional leaders and the deans in a few schools may need to address some continuing concerns. You will soon hear from me regarding expectations in this area.

General Support for Faculty
Despite budgetary challenges requiring us to manage the budget to the bottom line to ensure the financial stability of the University, support for the faculty has increased. I am pleased that

• We were able to provide faculty salary increases during the last two years, even though the University could not afford to offer raises.
• We were able to prevent efforts to lay-off tenured or tenure-track faculty because of the budget crisis.  I protected the faculty from the necessary reductions that we made with staff.
• We were able to hire new faculty in priority academic program areas.

I was asked to address whether all faculty (including lecturers) participating in the FPES were eligible to receive the three percent salary adjustment.  Lecturers and part-time adjuncts were not eligible to receive the salary adjustment.  Career-status, master-instructor, tenure-track, and tenured faculty received increases.  Our current budget cannot support increases for temporary faculty, lecturers, and adjunct faculty members at this time.

I was also asked to explain what criteria are used for adjusting salaries when faculty members are promoted.  There is a basic formula that awards $2,500 to individuals promoted from assistant to associate professor and $4,500 for those promoted from associate to full professor. 

A final specific question submitted to me by the Faculty Senate leadership involved the establishment of search committees for the dean of the Graduate School and the senior vice president for Health Sciences (SVPHS).   The provost, in collaboration with deans and members of the faculty, will continue the review the status of the Graduate School in the context the academic program renewal decisions that resulted from the PCAR process.  We will determine how to proceed with the search for a permanent dean of the Graduate School following this review.  I will wait for the assessment of Health Sciences at the end of the academic year before making a decision about a search committee for the SVPHS.

Progress and Challenges in Research Grants and Contract Revenue
Grants and contract revenue have remained relatively constant over the past three years. Revenue from these sources started strong at the beginning of the year and ended the current quarter slightly ahead of our plan.  Research awards over the last three years have also remained relatively constant.  Two hundred and five grants were submitted in FY11 in Health Sciences, compared to 177 the previous year. We received 61 new awards.  In Academic Affairs, 242 grants were submitted in FY11, compared to 239 the previous year, and we received 79 new awards.  We realize that research and grant writing will improve with continued administrative and infrastructure support. Last year, we created the Research Administrative Services department to help streamline the process for principle investigators so that we would be able to better manage grants and assist faculty.  We are improving...

Administrative Leadership Developments in the Health Sciences
Dr. Higginbotham stepped down from the SVPHS position in late August to pursue other interests at the American Association of Medical Colleges.  Since her departure, Dr. Leffall agreed to step into the interim position to ensure stabilization, continuity, and executive leadership.  Dr. Leffall is a distinguished surgeon, scholar, and world-renowned leader. He is being assisted by Dr. Wayne Fredericks in the operational dimensions of the Health Sciences.  I have asked Dr. Leffall to not only ensure stabilization and meet budget objectives, but to also assess Health Sciences and make recommendations for required adjustments to me by the end of the academic year.  I will review his recommendations and make decisions about the direction for Health Sciences.  During this year of assessment, I will meet with the deans, faculty, students, and staff in Health Sciences to determine the needs of the colleges.

I appreciate the willingness of Drs. Anthony Wutoh and Mary Hill to assume decanal leadership positions in the health sciences.  One of the academic-program renewal recommendations was to separate Pharmacy from Nursing and Allied Health Sciences.  In July of 2011, Dr. Wutoh assumed the role of interim dean of the new College of Pharmacy.  After a long and distinguished career, Dr. Adderly Kelly retired from the dean’s position in Nursing and Allied Health Sciences.  Dr. Mary Hill agreed to serve as the interim dean of the College of Nursing and Allied Health Sciences. 

Administrative/Financial Review
Managing the University's Budget to Achieve Our Strategic Goals
One of the most important priorities that I have is to ensure that the University has a budget that is sustainable and reflects the strategic academic goals and objectives that we have set.  There are some important milestones, which indicate the budgetary challenges we face and the substantial progress that we are making.

This year—before we opened the doors to our students, faculty, and staff—we had $100 million in obligations that we were required to satisfy:  $30 million for pensions, $30 million for debt services, $25 million for facilities, and $15 million for our phased faculty retirement.  Our hard work and fiscal discipline since 2009 have allowed us to reverse a $50 million structural deficit by adding $50 million in new revenue and lowering costs by $10 million.  Our revenue, which is driven by healthcare (volume) and tuition (price), has been up over seven percent in two years; however, our federal appropriation has remained constant.

Administrative costs have decreased by $25 million since 2009, primarily due to the Voluntarily Staff Incentive Retirement Program and better financial management. Faculty compensation has been up $15 million since 2009—about half of this amount is attributable to raises, the other half to hiring additional instructors.  We have very little flexibility in our ability to quickly add new revenue. Our federal appropriation is not stable; tuition collections are strained; healthcare fees are capped; and research is flat.  Controlling costs is job one for administrators. We have seen successes since 2009, but we must be even more vigilant and disciplined going forward.


Central Services, Consultants, and Business Processes
During the 2011 - 2012 academic year, we are continuing to make progress in the provision of central services, the rational use of consultants, and the management of business processes.   We have made hard decisions to streamline our administrative structure and reduce costs, including arriving at the decision to reduce our staff.  Our commitment has been to reduce duplication and redundancies throughout the University. 

By working more efficiently than we have in the past, we have been redirecting our resources to our academic programs to ensure that our students are provided an excellent education in a high-quality environment, and that our faculty and staff receive adequate support.

We are improving our business processes.  In 2008, a significant number of faculty indicated that they had not been paid at the start of the academic year.  Last year, we reduced that number, and, this year, I understand that every faculty member who had paperwork in the system at the start of the semester was paid on time. We continue, however, to have issues with getting our graduate students paid on time. 

The challenge has been planning for graduate students when grants have not been loaded in our system prior to the start of the semester, or when our awards have not been received on time at the University.  We are working to address these issues but we will need your help.

Another process issue that we are making progress on is building talent inside the University to reduce our dependence on consultants.  When I arrived, our bookkeeping and PeopleSoft functions were largely managed by external vendors.  We now have in-house talent doing this work.  This improvement has resulted in a $20 million reduction in consultant fees between 2009 and 2011. Some of the savings have been reinvested in full-time equivalent employees in these areas.  Our next step is to provide more PeopleSoft training to end users.  We need your help as we continue working towards becoming more efficient and eliminating unnecessary administrative costs. 

Thank you again for the opportunity to give the State of the University Address.  I will now address any questions or concerns that you may have.