MINUTES OF THE UNIVERSITY SENATE, SEPTEMBER 14, 1998


The University Senate met in regular session at 3:00 p.m., September 14,
1998 in the Auditorium of the W. T. Young Library.

Professor Roy Moore, Chairperson of the Senate Council presided.

Members absent were: Walter Abbott, Leon Assael, Deborah Blades, Jayson
Brittain, Joseph Burch, Edward Carter, Michael Cibull*, Jordan Cohen,
George DeBin, Eric Drake, Anthony English*, Bill Fortune, Donald Frazier,
William Freehling, Richard Furst, Hans Gesund*, Howard Grotch, Issam
Harik*, Kay Hoffman, James Holsinger, Blake Hornal, Clifford Hynniman, Mike
Inman, Jamshed Kanga, James Knoblett*, Craig Koontz, Thomas Lester, C. Oran
Little, Donald Madden*, Susan Mains, William Maloney, Douglas Michael*,
Jason Miller, Mary Molinaro, Jacqueline Noonan*, William O'Connor*, Thomas
Robinson, Michael Schlossberg, Robert Schwemm, Robert Shay, Louis Swift,
Henry Vasconez, George Wagner, Carolyn Williams, Eugene Williams, Emery
Wilson, Ernest Yanarella.

Chairperson Roy Moore called the meeting to order and welcomed everyone to
the first Senate meeting of the year. He recognized the members of
Lexington Community College who were attending the meeting. Professor
Moore said that the election for representatives to the Senate from
Lexington Community College would be completed by the end of September and
there would be nine new representatives. He recognized all the new
senators for the 1998-99 year. Professor Moore then recognized the members
of the Senate Council; the immediate past chair, Jim Applegate, Lee Meyer,
the Vice-Chair of the Senate Council, Loys Mather, a previous chair and a
faculty representative on the Board of Trustees, Don Frazier, John Thelin,
Virginia Davis-Nordin, Ray Cox, also a former chair, Bill Fortune, Joe
Schuler, the representative from Student Government, Nate Brown, Dan Reedy,
a member of the Board of Trustees, Doug Poe, David Durant, and Susan Mains.

The Chair also made the following introductions: Cindy Todd, whom Jim
Applegate told him, was the heart and soul of the Senate Council. Cindy
has been in the position since 1972. Gifford Blyton, the parliamentarian,
Susan Caldwell, the recording secretary, Don Witt, the Registrar, and the
Sergeants at Arms, Lana Dearinger and Michelle Sohner.

Chairperson Moore said that each year it was the tradition to have the
President of the University address the Senate and do a state of the
University address. Dr. Wethington has been the President of the
University since September 18, 1990 when he was elected tenth President of
the University. He started his career in higher education in 1965 as a
faculty member on Lexington campus and two years later he was named Chief
Administrator of the Maysville Community College. In 1972 he moved to
Lexington as Assistant Vice-President and then became Vice-President of the
Community College System in 1981. In 1982 the University went through a
reorganization process and during that time he was named Chancellor of the
UK Community College System. Five years later he was given University-wide
responsibilities for public and governmental relations in addition to his
community college role and his title was changed once again to Chancellor
for the Community College System and University Relations. He earned both
his Master's and his Doctorate from the University of Kentucky. He is a
Kentucky native. He served as Chair of the Southeastern Universities
Research Association's Council of Presidents for two years. He is a member
of the NCAA Executive Committee and he is a member of the NCAA Division I
Board of Directors. He has served also as President of the Southeastern
Conference from 1993-1995. Dr. Wethington is a member of the Southern
Regional Education Board. He has served on the Southern Growth Policies
Board for six years. He was pleased to present Dr. Charles T. Wethington,
Jr., President of the University of Kentucky.

The President was given a round of applause.

UNIVERSITY SENATE PRESENTATION
SEPTEMBER 14, 1998

THANK YOU.

LADIES AND GENTLEMEN OF THE UNIVERSITY SENATE:

THANK YOU FOR THE OPPORTUNITY TO MEET WITH YOU AS WE BEGIN THE 1998-1999
ACADEMIC YEAR. IT'S ESPECIALLY NICE THIS TIME OF YEAR TO HAVE THE STUDENTS
AND FACULTY BACK ON CAMPUS, WITH CAMPUS LIFE BACK IN FULL SWING AND WITH
ANOTHER PROMISING YEAR UNDER WAY AT THE UNIVERSITY.

I WANT TO SHARE WITH YOU SOME THOUGHTS ON THE FOLLOWING: (1) A LOOK BACK
AT WHAT HAS HAPPENED SINCE THIS TIME LAST YEAR AND A COMMENT ABOUT OUR
CURRENT SITUATION; (2) TRANSFORMATIONS IMPACTING HIGHER EDUCATION AND THE
CHALLENGES THESE TRANSFORMATIONS POSE FOR OUR UNIVERSITY; AND (3) A LOOK
FORWARD, AT PLANS AND INITIATIVES FOR 1998-1999.

HIGHLIGHTS OF THE PAST YEAR

I BELIEVE 1997-1998 WAS ONE OF THE BEST YEARS IN UK'S RECENT HISTORY.
SEVERAL ACCOMPLISHMENTS MADE CLEAR AND COMPELLING STATEMENTS ABOUT THE
QUALITY OF THIS UNIVERSITY AND ITS TRANSFORMATION INTO A BETTER AND
STRONGER INSTITUTION. CERTAINLY THE OPENING OF THE WILLIAM T. YOUNG
LIBRARY WAS A MAJOR ACCOMPLISHMENT FOR THE UNIVERSITY.

AFTER YEARS OF EFFORT BY A MULTITUDE OF DEDICATED INDIVIDUALS, WE ARE NOW
IN FULL OPERATION OF THIS MAGNIFICENT FACILITY.

UK CAN NOW TRULY BOAST ABOUT A WORLD-CLASS LIBRARY TO SUPPORT ITS TEACHING,
RESEARCH AND SERVICE MISSION.

OUR MEN'S BASKETBALL TEAM CERTAINLY ACCOMPLISHED THE UNBELIEVABLE THIS PAST
SPRING AND BROUGHT MUCH CREDIT TO THE UNIVERSITY. WE APPLAUD THE EFFORTS
OF COACH TUBBY SMITH AND THE TEAM.

OUR FOOTBALL PROGRAM, UNDER COACH HAL MUMME, HAS MADE TREMENDOUS PROGRESS,
AS SHOWN BY THE INCREASING DEMAND FOR TICKETS THAT NECESSITATES THE
EXPANSION OF COMMONWEALTH STADIUM. WE EXPECT THAT EXPANSION PROJECT TO BE
COMPLETED PRIOR TO THE 1999 SEASON.

I THANK ATHLETIC DIRECTOR C.M. NEWTON, WHOSE STRONG LEADERSHIP AND PERSONAL
CHARACTER HAS HELPED MAKE OUR ATHLETIC PROGRAM A MODEL OF INTEGRITY IN THE
WORLD OF COLLEGE ATHLETICS.

DURING THIS YEAR, WITH FACULTY, STAFF AND STUDENT INVOLVEMENT AND BOARD
APPROVAL IN MAY, WE DEVELOPED A STRATEGIC PLAN FOR THE UNIVERSITY FOR THE
NEXT FIVE-YEAR PERIOD. IN ADDITION TO GOALS, OBJECTIVES AND ENABLING
STRATEGIES, WE DEVELOPED 37 STRATEGIC INDICATORS TO MEASURE OUR PROGRESS
DURING THE LIFE OF THIS STRATEGIC PLAN. WE BUILT THIS PLAN ON A STRONG
FOUNDATION BUTTRESSED BY SEVERAL RECENT STUDIES SUCH AS THE REEDY REPORT,
THE BOLING REPORT, AND OTHERS. THIS PLAN IS THE FIRST PHASE OF OUR 22-YEAR
EFFORT TO MOVE THIS UNIVERSITY TO "TOP 20" STATUS BY THE YEAR 2020.

THE RESEARCH TASK FORCE, OR AS IT HAS BECOME KNOWN AROUND CAMPUS, THE REEDY
TASK FORCE, COMPLETED ITS WORK AND ISSUED A THOROUGH AND WELL-ORGANIZED
REPORT ON RESEARCH.

DAN REEDY AND HIS GROUP DID A FIRST-RATE JOB OF REVIEWING THE RESEARCH AND
GRADUATE EFFORTS IN THE UNIVERSITY, AND IDENTIFYING THOSE PROGRAMS ALREADY
NATIONALLY PROMINENT AND THOSE POISED TO MOVE INTO THIS CATEGORY WITH
ADDITIONAL CARE AND FEEDING. THAT REPORT WILL BE USEFUL TO US FOR YEARS TO
COME AS WE MOVE THE UNIVERSITY TOWARD "TOP 20" STATUS AMONG ALL PUBLIC
RESEARCH UNIVERSITIES. I THANK DR. REEDY AND HIS COMMITTEE FOR THEIR
EXCELLENT WORK.

THE COUNCIL FOR POST-SECONDARY EDUCATION APPROVED THE UNIVERSITY PROPOSAL
FOR USING THE RESEARCH CHALLENGE TRUST FUND DOLLARS FOR 1997-1998 AND
1998-1999.

WE WILL RECEIVE $4 MILLION IN NON-RECURRING FUNDS AND $4 MILLION IN
RECURRING FUNDS, FOR A TOTAL OF $8 MILLION, WHICH WE MUST MATCH. OUR
PROPOSAL INCLUDED 11 SPECIFIC INITIATIVES FROM THE REEDY REPORT.

THESE INITIATIVES WILL INVEST IN FACULTY, GRADUATE STUDENTS AND RESEARCH
STAFF, ALONG WITH ASSOCIATED NON-RECURRING INVESTMENTS IN RESEARCH
INFRASTRUCTURE SUPPORTING THE ELEVEN PROGRAMS AND INITIATIVES.

THESE ACTIVITIES MEAN THAT MORE THAN 50 NEW FACULTY MEMBERS WILL BE HIRED.
THESE NEW FACULTY MEMBERS, THE INFRASTRUCTURE IMPROVEMENTS AND THE GRADUATE
STUDENT SUPPORT SHOULD HAVE A SIGNIFICANT POSITIVE IMPACT ON THE UNIVERSITY
OF KENTUCKY AND ITS RESEARCH PROGRAMS.

IN ADDITION, WE MADE A COMMITMENT OF NEARLY $1.5 MILLION TO ENHANCE
GRADUATE OPPORTUNITIES BASED ON RECOMMENDATIONS FROM THE BOLING REPORT.
THAT COMMITMENT ALLOWED THE GRADUATE SCHOOL TO ESTABLISH FOUR NEW PROGRAMS:

--THE COMMONWEALTH RESEARCH AWARDS

--DISSERTATION ENHANCEMENT AWARDS

--UNIVERSITY GRADUATE STUDENT DEVELOPMENT AWARDS, AND

--THE KENTUCKY YOUNG SCIENTIST AWARDS.

THE GENERAL ASSEMBLY MET IN REGULAR SESSION IN THE SPRING OF 1998, AND THE
UNIVERSITY FARED QUITE WELL IN THIS SESSION. AS YOU KNOW, THE EXECUTIVE
BUDGET PREPARATION FOR THE UNIVERSITIES WAS QUITE DIFFERENT FOR THIS
BIENNIUM THAN THE METHOD USED IN THE PAST. WE HAD NO REQUIREMENT TO SUBMIT
A BIENNIAL BUDGET REQUEST EXCEPT FOR A CAPITAL REQUEST. THE GOVERNOR
RECOMMENDED, AND THE GENERAL ASSEMBLY APPROVED, A 2.9 PERCENT INCREASE IN
STATE APPROPRIATIONS FOR 1998-1999, AND A 2.8 PERCENT INCREASE FOR 1999-2000.

MOST OF THE NEW MONEY FOR POST-SECONDARY EDUCATION WENT INTO CAPITAL
CONSTRUCTION OR ONE OF THE SIX TRUST FUNDS ADMINISTERED BY THE COUNCIL ON
POST-SECONDARY EDUCATION. THE RESEARCH CHALLENGE FUND WAS FUNDED AT $100
MILLION, TWO-THIRDS OF WHICH WILL COME TO THE UNIVERSITY OF KENTUCKY ON A
MATCHING BASIS.

THESE FUNDS MUST SUPPORT A FUND FOR ENDOWED CHAIRS AND PROFESSORSHIPS AND
OTHER RESEARCH INITIATIVES.

WE ALSO WERE APPROVED FOR RESEARCH EQUIPMENT FUNDS. OF THE TOTAL
APPROPRIATION OF $26 MILLION, WE ARE TO RECEIVE TWO- THIRDS, OR
APPROXIMATELY $17.5 MILLION. THESE FUNDS SHOULD BE AVAILABLE NO LATER THAN
THE SPRING OF 1999.

RELATED TO OUR EFFORTS IN RESEARCH IS THE DEVELOPMENT OF A NETWORK OF SIX
SOUTHEASTERN UNIVERSITIES THAT CONNECTED OUR SUPERCOMPUTERS FOR RESEARCH
PURPOSES. THE UNIVERSITY OF KENTUCKY LOOKS FORWARD TO A CONTINUING
LEADERSHIP ROLE IN NETWORKING TO SUPPORT THE RESEARCH ROLES OF OUR NATION
AND ITS UNIVERSITIES.

THE NEW FACILITIES, WE SHOULD MAKE A MAJOR STEP TOWARD "TOP 20" STATUS IN
THE NEXT FIVE YEARS.

IN ADDITION, WE WILL PARTICIPATE IN A DEFERRED MAINTENANCE FUND THROUGH THE
COUNCIL ON POST-SECONDARY EDUCATION. OUR SHARE OF THOSE FUNDS IS
APPROXIMATELY $7.2 MILLION.

AGAIN, WE MUST MATCH THESE FUNDS ON A ONE-TO-ONE BASIS, BUT WE ARE
EFFECTIVELY DOUBLING THE AMOUNT OF DEFERRED MAINTENANCE WE COULD ACCOMPLISH
WITH OUR OWN $7.2 MILLION. WE ALSO RECEIVED AUTHORIZATION TO BUILD SEVERAL
NEW BUILDINGS THAT I WILL TALK ABOUT LATER.

WE SELECTED THE SECOND GROUP OF ROBINSON SCHOLARS THIS PAST YEAR. THESE
FORMER EIGHTH GRADERS ARE NOW ENROLLED IN THE NINTH GRADE. IF THEY STAY IN
HIGH SCHOOL AND MAINTAIN A GOOD GPA, THEY WILL BE GIVEN A FULL SCHOLARSHIP
TO THE UNIVERSITY OF KENTUCKY OR ONE OF THE COMMUNITY COLLEGES. I CAN
THINK OF NO BETTER WAY TO BENEFIT THE CITIZENS OF EASTERN KENTUCKY THAN TO
ASSIST IN THE HIGHER EDUCATION OF FIRST GENERATION COLLEGE ATTENDEES FROM
THIS IMPORTANT REGION OF THE STATE.

ADMINISTRATIVE CHANGES

WE MADE SEVERAL ADMINISTRATIVE CHANGES DURING 1997-1998. EARLIER, I
MENTIONED THE TRANSFER OF THIRTEEN COMMUNITY COLLEGES TO THE KENTUCKY
COMMUNITY AND TECHNICAL COLLEGE SYSTEM. UK RETAINED RESPONSIBILITY FOR
LEXINGTON COMMUNITY COLLEGE, AND WE MOVED THE MANAGEMENT OF THE LEXINGTON
COMMUNITY COLLEGE TO THE LEXINGTON CAMPUS. THE PRESIDENT OF LCC NOW REPORTS
TO THE CHANCELLOR OF THE LEXINGTON CAMPUS. WE ALSO APPOINTED DR. JIM
KERLEY, FORMER PRESIDENT OF HOPKINSVILLE COMMUNITY COLLEGE, AS PRESIDENT OF
LCC. I HAVE EVERY CONFIDENCE DR. KERLEY WILL BUILD ON THE EXCELLENT JOB
DONE BY DR. JIM CHAPMAN.

SINCE WE GAVE ADDITIONAL RESPONSIBILITY TO THE CHANCELLOR OF THE LEXINGTON
CAMPUS, WE DECIDED TO MAKE A MOVE THAT WOULD SOMEWHAT EQUALIZE THE WORKLOAD
BY MOVING THE PHYSICAL PLANT DIVISION FROM THE LEXINGTON CAMPUS TO THE VICE
PRESIDENT FOR FISCAL AFFAIRS. THE PPD MOVE SEEMED TO BE AN APPROPRIATE FIT
WITH THE OTHER DUTIES ASSIGNED TO THE FISCAL AFFAIRS AREA, SUCH AS CAPITAL
PROJECTS MANAGEMENT.

I ALSO MADE ONE CHANGE IN MY OFFICE. I CHANGED THE TITLE OF THE ASSISTANT
TO THE PRESIDENT FOR ADMINISTRATIVE AFFAIRS TO THE VICE PRESIDENT FOR
ADMINISTRATION. DR. BEN CARR, FORMER CHANCELLOR OF THE COMMUNITY COLLEGE
SYSTEM, REMAINS IN THAT POSITION.

WE ALSO HIRED ONE NEW DEAN FOR THE COLLEGE OF DENTISTRY IN THE MEDICAL
CENTER AND NEW DEANS FOR THE COLLEGES OF ARTS AND SCIENCES, COMMUNICATIONS
AND INFORMATION SYSTEMS, FINE ARTS, AND SOCIAL WORK IN THE LEXINGTON CAMPUS.

IN ADDITION, DR. JAMES BOLING WAS CHOSEN TO REPLACE DR. DAVID WATT AS VICE
CHANCELLOR FOR RESEARCH AND GRADUATE STUDIES FOR THE LEXINGTON CAMPUS.

DR. SHIRLEY RAINES HAS BEEN TAPPED FOR THE ADDITIONAL RESPONSIBILITY OF
VICE CHANCELLOR FOR ACADEMIC SERVICES FOR THE LEXINGTON CAMPUS IN ADDITION
TO SERVING AS DEAN OF THE COLLEGE OF EDUCATION.

ROBERT SCHWEMM IS SERVING AS ACTING DEAN OF THE COLLEGE OF LAW DURING
1998-1999, AND WE ARE PLEASED THAT HE IS WILLING TO ASSUME THIS
RESPONSIBILITY IN A CRITICAL TIME FOR THE COLLEGE.

WITH ALL THIS NEW LEADERSHIP, AT THIS JUNCTURE OF UK'S DEVELOPMENT,
1998-1999 WILL TRULY BE AN EXCITING YEAR OF GROWTH AND IMPROVEMENT.

THE COUNCIL ON POST-SECONDARY EDUCATION WAS ACTIVE IN 1997-1998. A NEW
PRESIDENT OF THE CPE WAS HIRED: DR. GORDON DAVIES ASSUMED THAT ROLE ON
JUNE 15, 1998. DR. DAVIES IS AN EXPERIENCED HIGHER EDUCATION LEADER AT THE
STATE LEVEL, HAVING HEADED THE COORDINATING COUNCIL FOR HIGHER EDUCATION IN
VIRGINIA FOR MANY YEARS.

I AM IMPRESSED BY A PUBLICATION HE PREPARED BEFORE LEAVING VIRGINIA, IN
WHICH HE INDICATES THAT THE TWO PRIMARY INGREDIENTS FOR THE SUCCESS OF A
SYSTEM OF HIGHER EDUCATION ARE ADEQUATE FUNDING AND A LACK OF POLITICAL
INTERFERENCE. I AM IN ABSOLUTE AGREEMENT WITH DR. DAVIES ON THESE POINTS,
AND HOPE HE WILL CONTINUE TO ADVOCATE ALONG THESE LINES IN HIS NEW POSITION
IN KENTUCKY.

WITH THE TRUST FUNDS AND OTHER INITIATIVES, DR. DAVIES AND THE CPE WILL
PLAY AN IMPORTANT ROLE IN POST SECONDARY EDUCATION IN THIS BIENNIUM.

OTHER SIGNIFICANT EVENTS - 1997-1998

THE UNIVERSITY'S STAFF ELECTED THE FIRST STAFF MEMBER TO THE BOARD OF
TRUSTEES. MR. RUSS WILLIAMS, A MEMBER OF THE HUMAN RESOURCE SERVICES
STAFF, WAS ELECTED TO THIS POSITION. WE WELCOME MR. WILLIAMS TO THE BOARD
OF TRUSTEES.

ON JANUARY 14, 1998, THE MANAGEMENT OF THE UK COMMUNITY COLLEGE SYSTEM WAS
TRANSFERRED TO THE KENTUCKY COMMUNITY AND TECHNICAL COLLEGE SYSTEM.
THIRTEEN OF THE FOURTEEN COLLEGES WERE INVOLVED IN THIS TRANSFER. WE ALSO
SIGNED AN AGREEMENT TO DETERMINE WHAT SERVICES THE UNIVERSITY WOULD
CONTINUE TO PROVIDE TO THE UKCCS.

THIS TRANSFER OF MANAGEMENT AND SIGNING OF AN AGREEMENT COMPLETED THE
MANDATES REGARDING COMMUNITY COLLEGES IN HOUSE BILL 1, PASSED IN THE SPRING
OF 1997.

THERE WERE MANY OUTSTANDING ACHIEVEMENTS BY OUR FACULTY, STAFF AND STUDENTS
DURING 1997-1998.

IT WOULD TAKE SOME TIME TO LIST THE AWARDS AND HONORS BESTOWED, TO DESCRIBE
THE LEADERSHIP ROLES ASSUMED, AND TO LIST THE GRANTS AND CONTRACTS AWARDED
DURING THIS PAST YEAR. BUT ALLOW ME TO MENTION A COUPLE OF ACHIEVEMENTS.

PROFESSORS RICHARD ULACK AND KARL RAITZ EDITED THE ATLAS OF KENTUCKY, A
MAJOR PUBLICATION OF THE UNIVERSITY PRESS OF KENTUCKY. THESE TWO FACULTY
MEMBERS HAVE MADE A SIGNIFICANT CONTRIBUTION TO OUR COMMONWEALTH.

DOCTORS DINESH RANJAN AND THOMAS JOHNSTON LED THE SURGICAL TEAM THAT
PERFORMED UK HOSPITAL'S FIRST PEDIATRIC LIVER TRANSPLANT.

TRANSFORMATIONS - CHALLENGES

LET ME COMMENT BRIEFLY ON TRANSFORMATIONS CONFRONTING HIGHER EDUCATION AND
THE CHALLENGES THEY PRESENT FOR OUR UNIVERSITY.

I AM SPEAKING HERE OF TRANSFORMATIONS IN HIGHER EDUCATION THAT RESULT FROM
OUTSIDE PRESSURE AND INSIDE CHANGES. AS HIGHER EDUCATION BECOMES LESS A
LUXURY AND MORE A NECESSITY, THESE PRESSURES AND CHANGES ARE LIKELY TO
INCREASE.

TENURE CONTINUES TO BE AT THE CENTER OF THE DISCUSSION. TENURE IS OFTEN
BLAMED AS THE PRIMARY CAUSE FOR THE ILLS OF THE UNIVERSITY -- THE
INSTITUTION'S INABILITY TO DISMISS UNPRODUCTIVE FACULTY, TO REORGANIZE, TO
RE-ENGINEER TO MEET TODAY'S CHALLENGES. TENURE IS BLAMED FOR THE UNDUE
FOCUS ON RESEARCH AT THE EXPENSE OF TEACHING AND LEARNING, FOR THE
DEVELOPMENT OF FIEFDOMS, AND FOR THE INCREASING COST OF HIGHER

YOU AND I KNOW THAT THESE CONCERNS CANNOT AND SHOULD NOT BE BLAMED SOLELY
ON TENURE. BUT TENURE WILL CONTINUE TO BE AN ISSUE UNDER FIRE. WE CONTINUE
TO BE PRESSURED BY FORCES OUTSIDE THE INSTITUTION FOR A MORE RIGOROUS
POST-TENURE REVIEW PROCESS.

I BELIEVE THE POST-TENURE REVIEW PROCESS IN THE COLLEGE OF ARTS AND
SCIENCES AND THE WORKLOAD POLICY WE PUT IN PLACE A FEW YEARS AGO WILL HELP
US ADDRESS SOME OF THE ISSUES RELATED TO TENURE AND PRODUCTIVITY. I URGE
YOU TO CONTINUE TO WORK TO HELP US EXPAND AND STRENGTHEN THESE PROCESSES.

ANOTHER TRANSFORMATION IN HIGHER EDUCATION IS THE DISCUSSION ABOUT
SCHOLARSHIP. BOYER'S 1990 DOCUMENT, "SCHOLARSHIP RECONSIDERED, PRIORITIES
OF THE PROFESSORATE," MOVES BEYOND THE RESEARCH VERSUS TEACHING DEBATE, AND
IS WORTH RE-READING.

THE CHALLENGE OF ADDRESSING WHAT IS CRITICAL FOR SCHOLARSHIP PRODUCTIVITY
IN A "TOP 20" PUBLIC INSTITUTION THAT IS ALSO A LAND-GRANT INSTITUTION WILL
BE A CHALLENGE FOR US IN THE COMING YEARS.

TECHNOLOGY HAS BEEN AN EXTRAORDINARY ENGINE FUELING CHANGE BOTH INSIDE AND
OUTSIDE THE ACADEMY. COLLEGES AND UNIVERSITIES WILL FACE INCREASING
COMPETITION FOR THEIR STUDENTS BECAUSE OF THE IMPACT OF TECHNOLOGY ON
INSTRUCTION.

INSTITUTIONS OF HIGHER EDUCATION DO NOT INTEND TO LOSE SIGNIFICANT SHARES
OF THEIR ENROLLMENT. THE OFFERING OF COURSES BY SATELLITE, INTERACTIVE
VIDEO AND THE INTERNET ARE MEANS THAT SOME IN SOCIETY BELIEVE CAN SOLVE
SOME OF THE RISING COST OF HIGHER EDUCATION.

AS WEB SITE DEVELOPMENT CONTINUES ITS ASTOUNDING PACE, YOU AND I KNOW
ELECTRONIC COMMUNICATIONS ARE NOT THE ONLY COMMUNICATION TOOLS OUR STUDENTS
WANT OR NEED.

A RECENT STUDENT POLL (SPRING 1998) INDICATED THAT ALTHOUGH ACCESS TO THE
INTERNET AND GENERAL USE OF E-MAIL CONTINUES TO INCREASE, STUDENTS PREFER
PERSONAL CONTACT TO ELECTRONIC COMMUNICATIONS BY A WIDE MARGIN.

THE FACT IS THAT WE WILL BE INVOLVED IN OFFERING MORE OF OUR COURSES AND
SOME PROGRAMS VIA HIGH-TECH METHODS. THOSE OF YOU WHO HAVE BEEN INVOLVED IN
PREPARING DISTANCE LEARNING COURSES KNOW THAT IT TAKES AN EXTRAORDINARY
AMOUNT OF TIME AND EFFORT TO ASSURE THAT THESE COURSES PROVIDE AN
EQUIVALENT EXPERIENCE FOR STUDENTS AND MEET THE SAME HIGH STANDARDS OF YOUR
ON-CAMPUS COURSES.

THE COMMONWEALTH VIRTUAL UNIVERSITY (OR CVU) IS A JOINT INITIATIVE OF
KENTUCKY INSTITUTIONS OF HIGHER EDUCATION AND THE COUNCIL ON POSTSECONDARY
EDUCATION. SEVERAL MILESTONES ARE APPROACHING. A CHIEF EXECUTIVE OFFICER
FOR THE CVU WILL BE APPOINTED SOON.

INSTITUTIONS ARE NOW PROPOSING PILOT PROGRAMS TO BE THE FIRST OFFERINGS VIA
THE CVU. BOTH PUBLIC AND PRIVATE INSTITUTIONS ARE EXPECTED TO PARTICIPATE
IN THIS EFFORT.

WE WILL PLAY A MAJOR ROLE IN THE DEVELOPMENT AND IMPLEMENTATION OF THE
COMMONWEALTH VIRTUAL UNIVERSITY. WE HAVE A SIZABLE NETWORK IN PLACE IN THE
STATE, AND PLAN TO BE A DRIVING FORCE IN THE EFFORT TO BRING COMPREHENSIVE
COMMUNICATIONS AND COMPUTER NETWORKING ACROSS THE COMMONWEALTH, FROM
PIKEVILLE TO PADUCAH, FROM COVINGTON TO CUMBERLAND.

WE WILL SOON BE DELIVERING COURSES IN MANY FIELDS OF STUDY TO STUDENTS
WHOSE CLASSROOMS MAY BE THEIR HOME COMPUTERS.

WE WILL INSURE THAT STUDENTS, IN OUR CLASSROOMS HERE ON CAMPUS AND IN
DISTANT COUNTIES, HAVE ACCESS TO ALL THE INFORMATION THEY NEED TO SUCCEED
IN THEIR EDUCATIONAL PURSUITS AND IN THEIR LIVES. YOU, AS FACULTY AND
MEMBERS OF THE SENATE, WILL PLAY THE PRIMARY ROLE IN DETERMINING THE
QUALITY OF THAT INSTRUCTION.

BY THE YEAR 2000 AMERICAN COLLEGES AND UNIVERSITIES WILL HAVE CHANGED
DRAMATICALLY. WE WILL HAVE MULTI-MEDIA OR "SMART" CLASSROOMS AND
LABORATORIES. MORE COURSES WILL BE AVAILABLE VIA DISTANCE LEARNING.

WHILE WE HAVE UPDATED SOME OF OUR CLASSROOMS, WE STILL NEED TO UPDATE
OTHERS, AND WE ARE IN THE PROCESS OF DOING SO.

WE WILL FOLLOW OUR PLANS TO REFURBISH, UPDATE AND MAINTAIN CLASSROOM AND
RESEARCH SPACE AND INSTRUCTIONAL AND RESEARCH EQUIPMENT IN RESPONSE TO THE
NEEDS YOU AND OTHERS HAVE IDENTIFIED.

ONE SOCIETAL TRANSFORMATION THAT WILL IMPACT US AS WELL AS OTHER
ORGANIZATIONS IS THE CHANGING DEMOGRAPHICS OF OUR STATE AND NATION. IN
MANY REGIONS OF THIS COUNTRY, HISPANICS ARE THE LARGEST MINORITY. WE CAN
SEE CHANGES HERE IN KENTUCKY, WITH A GROWING JAPANESE POPULATION, AND WITH
A GROWING MIGRANT FARM-WORKER POPULATION FROM MEXICO AND CENTRAL AND SOUTH
AMERICA. NEW IDENTITY GROUPS ARE EMERGING AND WHAT CONSTITUTES A
POLITICALLY RELEVANT MINORITY GROUP IS CHANGING. PEOPLE ARE LIVING LONGER.
THE ELDERLY POPULATION IS GROWING TWICE AS RAPIDLY AS THE REST OF THE
POPULATION.

HOW THE UNIVERSITY ADDRESSES AFFIRMATIVE ACTION AND EQUAL OPPORTUNITY WILL
BE IMPACTED BY THESE CHANGES. ALL THESE CHANGES ARE FACTORS THAT WILL HAVE
SOME IMPACT ON THE USE OF OUR RESOURCES AND WILL CONTINUE TO PROVIDE
OPPORTUNITIES FOR US TO SERVE A DIVERSE STUDENT BODY.

AS AN INSTITUTION WITH A THREE-PART MISSION OF INSTRUCTION, RESEARCH AND
SERVICE, WE HAVE A SIGNIFICANT TASK AHEAD OF US IN EXPLAINING WHY THE COST
OF HIGHER EDUCATION IS INCREASING AT SUCH A RAPID RATE, AND AT THE SAME
TIME REMINDING THE PUBLIC THAT THE COST OF ATTENDING THE UNIVERSITY OF
KENTUCKY IS STILL A REAL BARGAIN. CONCURRENTLY, WE NEED TO FIND WAYS TO
BECOME MORE EFFICIENT WHILE WE STRIVE TO BE EVEN MORE EFFECTIVE.

THE DISTANCE LEARNING EFFORT I MENTIONED EARLIER MAY LEAD TO SOME OF THESE
EFFICIENCIES -- ESPECIALLY IN THE COSTS BORNE BY STUDENTS.

IT WILL BE ESSENTIAL THAT UNIVERSITIES LIKE UK BECOME PRESTIGIOUS
INSTITUTIONS WITH HIGH ACADEMIC STANDARDS. WE WILL SURVIVE AND PROGRESS
TOWARD BEING A "TOP 20" INSTITUTION IF WE MAKE A CONSTANT EFFORT TO BE
ACCOUNTABLE, AND PRACTICE CONTINUOUS IMPROVEMENT IN EVERYTHING WE DO. WHEN
I READ THE EXECUTIVE SUMMARIES OF THE REPORTS OF REVIEW COMMITTEES WHO
CONDUCT THE PERIODIC REVIEWS OF OUR ACADEMIC UNITS, I FEEL OPTIMISTIC.

THERE SEEMS TO BE RECOGNITION ACROSS THIS UNIVERSITY THAT QUALITY AND
EFFICIENCY ARE NOT NECESSARILY ANTITHETICAL. WE MUST CONTINUE TO STRIVE
FOR EFFECTIVENESS AND EFFICIENCY.

1998-1999

NOW LET'S TURN OUR ATTENTION TO 1998-1999 AND THE BIENNIUM IN WHICH WE ARE
NOW OPERATING. OUR FIRST OPPORTUNITY WILL BE TO IMPLEMENT THE FIRST PHASE
OF THE RESEARCH CHALLENGE FUND. A TOTAL OF $16 MILLION THAT I MENTIONED
EARLIER WILL BE AVAILABLE TO FUND RESEARCH INITIATIVES INSIDE THIS
INSTITUTION. HALF OF THAT AMOUNT, $8 MILLION WILL BE NON-RECURRING FUNDS,
AND HALF, $8 MILLION, WILL BE RECURRING FUNDS. YOU WILL RECALL THAT THIS
TOTAL AMOUNT INCLUDES A DOLLAR FOR DOLLAR MATCH OF STATE FUNDING AND
INTERNAL RE- ALLOCATION.

WE -- YOU AND THE DEPARTMENT CHAIRS, COLLEGE DEANS, THE CHANCELLORS AND
VICE PRESIDENTS -- RE-ALLOCATED $4 MILLION IN RECURRING FUNDS AND $4
MILLION IN NON-RECURRING FUNDS TO MATCH EQUAL AMOUNTS OF STATE
APPROPRIATION. WE HAVE SUBMITTED A PLAN, THAT I DESCRIBED TO YOU EARLIER,
THAT SUBSEQUENTLY WAS APPROVED BY THE COUNCIL ON POST-SECONDARY EDUCATION,
TO USE THESE FUNDS TO STRENGTHEN OUR RESEARCH BASE. NOW WE MUST IMPLEMENT
THAT PLAN.

WE ALSO MUST IMPLEMENT THE SECOND PHASE OF THE RESEARCH CHALLENGE TRUST
FUND. WE MUST MATCH THE $67 MILLION APPROPRIATED BY THE LEGISLATURE, AND
ESTABLISH ENDOWMENTS IN SUPPORT OF ENDOWED CHAIRS AND PROFESSORSHIPS AND
RESEARCH INITIATIVES NEEDED IN THIS INSTITUTION.

THAT LEADS TO THE NEXT CHALLENGE AND OPPORTUNITY WE FACE IN THIS BIENNIUM
-- A MAJOR GIFTS OR CAPITAL CAMPAIGN.

WE HAVE DISCUSSED FOR SOME TIME THE NEED TO CONDUCT A CAPITAL CAMPAIGN AT
THE UNIVERSITY OF KENTUCKY. WE NOW HAVE ANOTHER REASON TO MOVE FORWARD
WITH THIS PROCESS. A FOCAL POINT OF THE CAMPAIGN WILL BE THE PRIVATE
DOLLARS NEEDED TO MATCH THE $67 MILLION TRUST FUND AMOUNT. THAT WILL NOT
BE OUR ONLY GOAL IN THIS CAMPAIGN, BUT IT WILL CERTAINLY BE A PRIMARY GOAL.
OUR CONSULTANTS, GRENZEBACH GLIER AND ASSOCIATES, HAVE BEEN CONDUCTING AN
ASSESSMENT OF OUR READINESS TO CONDUCT SUCH A CAMPAIGN. THEY REVIEWED OUR
CENTRAL DEVELOPMENT OFFICE AND THE DEVELOPMENT STAFFING IN THE INSTITUTION.

THEY INTERVIEWED MORE THAN 100 PEOPLE BOTH INSIDE AND OUTSIDE THE
UNIVERSITY, INCLUDING EACH MEMBER OF OUR BOARD OF TRUSTEES.

THEY ARE RECOMMENDING THAT WE STRENGTHEN OUR CENTRAL DEVELOPMENT STAFF TO
ENABLE THAT OFFICE TO SUPPORT A CAPITAL CAMPAIGN. WE ARE PROCEEDING WITH
THEIR RECOMMENDATIONS.

THE CONSULTANTS ALSO HAVE CONDUCTED A FEASIBILITY STUDY TO DETERMINE
SUPPORT FOR A CAMPAIGN IN THE COMMUNITY AND IN THE STATE. THAT STUDY SHOWS
STRONG SUPPORT FOR A FIRST-EVER UNIVERSITY-WIDE CAPITAL CAMPAIGN FOR THE
UNIVERSITY OF KENTUCKY.

BASED ON GRENZEBACH'S FINDINGS AND THE SUPPORT OF THE UNIVERSITY COMMUNITY
INCLUDING THE BOARD OF TRUSTEES, WE WILL MOVE FORWARD WITH A CAPITAL
CAMPAIGN OVER THE NEXT FIVE YEARS, FOCUSED ON ACADEMIC EXCELLENCE, WITH A
GOAL OF ROUGHLY DOUBLING THE ANNUAL AMOUNT OF PRIVATE FUNDS NOW RAISED BY
THE UNIVERSITY.

THE CAMPAIGN IS NOW UNDER WAY, WITH THE FIRST PHASE BEING THE RAISING OF
$67 MILLION DURING THE NEXT TWO YEARS TO MEET THE MATCHING REQUIREMENT FOR
THE RESEARCH CHALLENGE FUND. WE WILL ANNOUNCE AN OVERALL (TOTAL) GOAL FOR
THE CAMPAIGN AT A LATER DATE. I LOOK FORWARD TO THE CAMPAIGN AND WILL NEED
YOUR HELP AND SUPPORT. WE WILL BE SUCCESSFUL.

ANOTHER CHALLENGING OPPORTUNITY WE FACE THIS BIENNIUM WILL BE THE
CONSTRUCTION OF NEW FACILITIES AND CAPITAL PROJECTS. LET ME JUST RUN
THROUGH A LIST OF THOSE FACILITIES TO GIVE YOU AN IDEA OF THE MAGNITUDE OF
THE TASK:

AMONG OUR UNIVERSITY-FUNDED PROJECTS ARE:

--A $14 MILLION PROJECT FOR A HEART INSTITUTE

--AN $8 MILLION BUILDING FOR A WOMEN'S CANCER CENTER

--A $24 MILLION FOOTBALL STADIUM EXPANSION

--AN $18 MILLION PLANT SCIENCE BUILDING

--A $6 MILLION FACILITY FOR THE CENTER FOR RURAL HEALTH IN HAZARD

--A $4.5 MILLION PROJECT FOR A BUSINESS SERVICES BUILDING

--A $2 MILLION NEW CAREER PLACEMENT CENTER

--A $2.2 MILLION REPLACEMENT FOR THE CRISP BUILDING IN PADUCAH

WE ALSO HAVE THESE STATE-FUNDED PROJECTS:

--A $23.5 MILLION MECHANICAL ENGINEERING BUILDING

--A $33 MILLION AGING/ALLIED HEALTH BUILDING

--$1.2 MILLION FOR A COLDSTREAM RESEARCH BUILDING

--$5.5 MILLION FOR COLDSTREAM INFRASTRUCTURE

WE ALSO HAVE ANOTHER PROJECT FUNDED BY KENTUCKY TECHNOLOGY INC. AND BACKED
BY A LOAN FROM THE STATE AND FIVE LOCAL BANKS: $1.5 MILLION FOR A
LABORATORY BUILDING AT COLDSTREAM.

WE ARE ALREADY WELL INTO THE PROGRAMMING, DESIGN AND LATER PHASES OF SOME
OF THESE BUILDINGS. THESE FACILITIES WILL HELP US MOVE FORWARD ON MANY
FRONTS.

AS WE FOCUS ON BECOMING A "TOP 20" PUBLIC RESEARCH INSTITUTION, WE CANNOT
FORGET OUR COMMITMENT TO THE PREPARATION OF UNDERGRADUATE STUDENTS. THE
BOYER COMMISSION ON EDUCATING UNDERGRADUATES IN THE RESEARCH UNIVERSITY
RECENTLY RELEASED ITS REPORT, ENTITLED "REINVENTING UNDERGRADUATE
EDUCATION: A BLUEPRINT FOR AMERICA'S RESEARCH UNIVERSITIES." THAT REPORT
INCLUDES 10 WAYS TO CHANGE UNDERGRADUATE EDUCATION. (BY THE WAY, I
RECOMMEND THAT REPORT TO YOU AS PROFESSIONAL DEVELOPMENT READING.) WE HAVE
ALREADY IMPLEMENTED SEVERAL OF THESE RECOMMENDATIONS.

TO STIMULATE OUR REVIEW, DISCUSSION, IMPLEMENTATION AND REFINEMENT OF THESE
RECOMMENDATIONS, WE WILL HAVE A SERIES OF DISCUSSIONS DURING 1998-1999 OF
THE TOPICS IN THIS REPORT.

WE BEGAN THIS MONTH WITH A CONVOCATION LED BY STANLEY O. IKENBERRY,
PRESIDENT OF THE AMERICAN COUNCIL ON EDUCATION, AND SHIRLEY STRUM KENNY,
PRESIDENT OF STATE UNIVERSITY OF NEW YORK AT STONY BROOK. DR. KENNY WAS
CHAIR OF THE BOYER COMMISSION.

CHANCELLOR ZINSER WILL BE DISTRIBUTING MORE INFORMATION ON THIS SERIES OF
DISCUSSIONS IN THE NEAR FUTURE. I AM PLEASED THAT SHE AND DEAN SWIFT ARE
TAKING A LEADERSHIP ROLE IN ADDRESSING UNDERGRADUATE EDUCATION IN A
RESEARCH INSTITUTION.

I MENTIONED EARLIER THE TRANSFER OF MANAGEMENT OF 13 OF THE UK COMMUNITY
COLLEGES TO THE KENTUCKY COMMUNITY AND TECHNICAL COLLEGE SYSTEM IN JANUARY
OF THIS YEAR. A FOLLOW-UP VISIT ON THE SUBSTANTIVE CHANGE IS SCHEDULED
NEXT MONTH.

A VISITING COMMITTEE WILL COME TO KENTUCKY TO REVIEW THIS CHANGE IN
MANAGEMENT FOR COMPLIANCE WITH THE CRITERIA.

WE ARE WORKING WITH THE CCS STAFF TO FINALIZE THE DESCRIPTION OF THE NEW
STRUCTURE. ONE OF THE CONCERNS IS THE APPARENT SPLIT GOVERNANCE BETWEEN
THE UK BOARD OF TRUSTEES AND THE BOARD OF REGENTS OF THE KCTCS.

THE UNIVERSITY CONTINUES TO EXCEL IN PROVIDING INFORMATION SERVICES THAT
ARE CUTTING EDGE. THE VICE PRESIDENT FOR INFORMATION SYSTEMS, MR. GENE
WILLIAMS, AND HIS STAFF ARE ADDRESSING THE YEAR 2000 PROBLEMS. WITH THE
HELP OF CONSULTANTS THEY HAVE IDENTIFIED THE PROBLEM AREAS AND ARE IN THE
PROCESS OF ADDRESSING THE PROBLEMS.

DURING THIS YEAR WE WILL DESIGN THE NEXT ADMINISTRATIVE COMPUTING SYSTEM
FOR THE UNIVERSITY OF KENTUCKY. THE CURRENT SYSTEM HAS ITS ORIGINS IN THE
1960'S. THE NEXT ADMINISTRATIVE COMPUTING SYSTEM WILL HAVE THREE TIERS,
SERVING STUDENT INFORMATION, INCLUDING ADMISSIONS, REGISTRATION AND STUDENT
RECORDS; THE HUMAN RESOURCE DEPARTMENT; BUDGETING AND OTHER ADMINISTRATIVE
AREAS THAT ALLOW US TO BETTER SERVE STUDENTS AND CITIZENS OF KENTUCKY.

OUR GOAL IS TO MAKE DECISIONS IN 1998-1999 AND PURCHASE THIS NEW SYSTEM IN
THE 1999-2000 FISCAL YEAR.

AGAIN, THANK YOU FOR THE OPPORTUNITY TO SPEAK TO THE SENATE AT THE OPENING
OF THE NEW SCHOOL YEAR. I SEE A BRIGHT FUTURE AHEAD FOR THIS INSTITUTION,
AND MORE OPPORTUNITIES TO MOVE THIS UNIVERSITY TOWARD NATIONAL PROMINENCE.

THE CHALLENGE IS FOR US TO TAKE ADVANTAGE OF THESE OPPORTUNITIES -- THE
RESEARCH TRUST FUNDS, THE CAPITAL CAMPAIGN, THE RESEARCH EQUIPMENT FUNDS,
THE STATE'S COMMITMENT TO MOVE US TO "TOP 20" STATUS -- AND MAKE THIS THE
BEST UNIVERSITY WE POSSIBLY CAN.

THE GROWTH AND SUCCESS OF THE COMMONWEALTH OF KENTUCKY DEPENDS TO A GREAT
EXTENT ON THIS INSTITUTION. WE ARE RESPONSIBLE FOR PREPARING MANY OF
TOMORROW'S LEADERS. WE ASSIST IN THE DEVELOPMENT OF THE STATE AS WE HELP
EXISTING BUSINESSES GROW AND PROSPER AND HELP BRING NEW BUSINESSES TO THIS
STATE. OUR ABILITY TO WEAVE NEW-FOUND KNOWLEDGE INTO THE DAILY FABRIC OF
PEOPLE'S LIVES IS CRITICAL TO THE WELL-BEING OF LITERALLY EVERY CITIZEN OF
KENTUCKY -- NOW AND IN THE FUTURE.

WE ACCOMPLISH THIS TASK NOT ONLY BY EDUCATING OUR STUDENTS, BUT THROUGH
COUNTY EXTENSION, APPLIED RESEARCH, AND THROUGH ASSISTANCE TO KENTUCKY
MANUFACTURERS, JUST TO MENTION A FEW WAYS.

AS WE MOVE CLOSER TO THE MILLENNIUM, WE BEAR A GREATER BURDEN. NEXT TO
STATE GOVERNMENT, I BELIEVE THAT THE UNIVERSITY OF KENTUCKY WILL CONTINUE
TO BE THE SINGLE MOST IMPORTANT PUBLIC ENTITY IN MAKING A POSITIVE IMPACT
ON THE LIVES OF KENTUCKIANS.

AS PRESIDENT OF THE UNIVERSITY OF KENTUCKY, I UNDERSTAND AND ACCEPT THESE
CHALLENGES AND SEE THEM AS OPPORTUNITIES FOR THIS INSTITUTION. WE WANT TO
CREATE AND MAINTAIN AN ENVIRONMENT IN WHICH OUR STUDENTS, FACULTY AND STAFF
CAN GROW AND BE
PRODUCTIVE.

I BELIEVE THAT ONE OF MY RESPONSIBILITIES IS NOT ONLY TO PLAN FOR THE
UNIVERSITY'S SHORT-TERM OR IMMEDIATE NEEDS, BUT TO MAKE DECISIONS THAT WILL
POSITIVELY IMPACT THE LONG-TERM DEVELOPMENT OF THE UNIVERSITY AND MOVE UK
FORWARD IN A WAY THAT WILL KEEP IT IN THE VANGUARD OF THE EDUCATIONAL
COMMUNITY. I SHARE WITH YOU THE RESPONSIBILITY FOR ASSURING THE SUCCESS OF
THIS UNIVERSITY.

BUT BECAUSE YOU ARE THERE ON THE "FRONT LINES" -- IN THE CLASSROOMS
TEACHING STUDENTS AND IN THE LABORATORIES EXPANDING OUR FRONTIERS OF
KNOWLEDGE -- YOURS IS A CRITICAL ROLE. OUR JOB, AS ADMINISTRATORS, IS TO
PROVIDE YOU WITH THE MEANS TO ACCOMPLISH YOUR MISSION. WE PLEDGE OUR SUPPORT.

WE ENCOURAGE YOU TO BE BOLD IN THE PURSUIT OF EXCELLENCE. THANK YOU,
LADIES AND GENTLEMEN FOR YOUR GOOD WORK AND YOUR DEDICATION.

THANK YOU.

The floor was opened for questions.

Brian Biermann - You talked about a nine percent increase in total
students at LCC bringing us to the number of about 6,000. There has been
concern about classroom space and finding classrooms available for the
classes being taught. Has anything been discussed about perhaps a new
classroom building on the LCC campus?

President Wethington - Yes, a lot has been discussed. The University of
Kentucky has had a request in its biennial budget capital request for at
least the two bienniums and maybe beyond that for additional facilities for
LCC. I would anticipate that we would continue to make those requests.
How successful we will be I do not know. I think that in the short term I
am well aware of LCC's growth and we are going to have to seek temporary
relief because any process for building of new buildings takes quite a long
period of time. I believe I have a meeting scheduled sometime in the next
week with President Kerley just to talk about some possibilities for
temporary relief.

Loys Mather (Agriculture) - I thought I noted a slight change of wording
today as you said from that one hundred million - in the past you said we
anticipated getting two-thirds of that and today you were very positive on
that. What light can you shed on us on criteria-as that was the topic
today of the CPE?

President Wethington - I think that today's meeting should be the last
meeting in regard to criteria. There was much discussion today around a
provision in the criteria that would have required the institutions to
indicate to prospective donors and prospective faculty members that one
might be trying to recruit a chair that if you did not do X within five
years, then you would have to give the money back. I tried, and President
Shoemaker joined me, to convince the CPE that it would make it extremely
difficult for us to recruit anyone to a position if they thought that the
position might not be there five years from now and, too, that it would be
very difficult for a donor to be convinced that he or she ought to donate
to the University given those conditions. I think that we were successful
in getting that issue resolved in our favor. There still needs to be some
technical corrections or editorial work done on the criteria, but I would
anticipate that we would have those done in the next week or so. I feel
better that we have a set of criteria in place that would allow us to move
ahead full speed on the raising of that money. Perhaps, if I was more
positive today, it is the result of the moving of those criteria along and
the giving us of some flexibility in the raising of those matching funds.
We will be successful. It is too important of an initiative for us not to
be. My concern from the beginning is that those criteria might so narrowly
define what we would be doing that it would be very difficult for us to
achieve our goal. I feel reasonably confident that the criteria will be
ones we can live with and feel very confident that we can move ahead and
raise monies to meet that challenge in the next two years.

Jim Applegate (Communications) - I just echo two of your comments in the
Senate's activity. You mentioned the Post Tenure Review issue and also the
concern for multiple forms of scholarship. I think that hopefully the
Senate will be voting next month on a proposal that would expand our
promotion and tenure system to embrace that broader sense of scholarship,
and also the Senate Council submitted a proposal to the American
Association of Higher Education for a partnership where we can spend this
coming year discussing post tenure faculty enhancement kind of programs
that enhance and maintain faculty productivity and help us ward off some of
these attacks that misunderstand tenure as far as its focus on academic
freedom. I hope that the Senate will be able to be an effective partner in
helping address some of the issues that you embrace. Those are exactly the
ones we will be dealing with.

President Wethington - I want to commend the Senate for what you have done
in the past in regard to these issues and encourage you to continue to work
as Jim has outlined. I know that the faculty productivity document that we
produced and that you participated in, I believe that Karl Raitz chaired
that group some years back, has been of considerable benefit to this
institution in explaining to those outside the institution that we actually
do have a policy that outlines what faculty members do and what they do not
do in an institution like this one. The post tenure review, the fact that
we have had that in the College of Arts and Sciences and have been able to
talk about that to legislators and others, has been a real benefit to us.
We need to move that along and we need to determine if that is the best
approach with the rest of the colleges in the University. There needs to
be some expansion and/or enhancement of that in these next two years before
we get to the next session of the General Assembly because these issues do
not die. They take on a life of their own and they keep coming back. But
you and we together, I think, have taken a very responsible position in
regards to these issues and matters and have been able to explain to those
outside the institution reasonably well the fact that we are doing
something. Those outside may not always agree with us but they are not
able to come to us and say you are not doing anything, why aren't you
addressing this issue. We, in fact, have been and are addressing these
serious issues and I propose that we continue, too.

Alan Kaplan (Medicine) - Did I hear a different nuance today in matching
the $67 million as part of the capital campaign versus various entities
throughout the University doing it somewhat independently?

President Wethington - The $67 million campaign was a campaign that was
going to go on whether we had a major gifts capital campaign or not. That
was a given. We simply must pursue that initiative. A major capital
campaign obviously needs to be of a much broader nature even yet identified
than those that would be addressed in the $67 million campaign. My goal is
to fold in the entire University into a major capital campaign. A major
gifts campaign is one of the top priorities, and a first priority needs to
be the raising of money to meet this $67 million research challenge fund.
It happens that that trust fund is right in line with the priorities that
we have identified that are needed for the entire University. It is just
that the needs are broader than the research part of our mission.

Alan Kaplan - Have you thought from an institutional perspective as to what
mechanism you will use in deciding how that $134 million is allocated in
terms of professorships, endowments, and what have-you?

President Wethington - I have made this comment before. I wish that I had
that problem before me. I think that the challenge is not to determine how
we allocate that amount of money but how we raise the monies to match the
$67 million. That must come first. If we had five years to raise this
money, I could be much more comfortable in talking with you about a plan
and taking a year to develop it. We need to finish this fund raising
effort, if we can by the end of 1999, so we are a year and a half or less
from needing to complete this $67 million campaign. That is why I have
encouraged our deans and chairs to be entrepreneurial and get with it and
see what we can identify and whatever ways we can identify possibilities
for matching funds that can help us ensure that we take advantage of the
$67 million. If we are more successful than that, if we raise more money
than the $67 million, then I am perfectly ready to get into a process of
allocation. Right now we just need to raise the money.

Jim Applegate - I would just reinforce one thing that you said in your
presentation, that the $134 million is an endowment and at a five percent
return it is about $6,700,000 to allocate. Some people have the view that
there will be $134 million to allocate, but that is not the case.

President Wethington - That is absolutely not the case and you have hit it
right on the head. Our endowment expenditure policy is such that we spend
five percent of the endowment annually. That is returned to the units that
are approved for the expenditure of the money. Any other increase in the
corpus of the endowment increases the size of the endowment so that five
percent next year is greater than five percent this year. At least, it
does to keep up with inflation, and in the last few years goes beyond
inflation. Jim is right. When we are successful in meeting this research
challenge fund, we will have the interest from that endowment to work with,
not the $100 million, the $67 million, and not twice that.

The question was asked - I am amazed at the level of activity that has
developed over the last year in terms of various initiatives. Reading the
strategic plan indicators, there is one thing that I am looking for that is
not there. Is there a set of priorities that go with those 37 strategic
indicators?

President Wethington - No. There is not at this time, other than if you
note in that list of priorities we have several of these research
initiatives up front and those are there deliberately because of the need
to move the institution ahead as rapidly as we can in terms of several of
these research initiatives and knowing that we have some money coming to do
that. There is not a priority beyond that. Each year, to the Board of
Trustees in June usually, I report to them our success in addressing each
one of those thirty-seven indicators, and I would propose to continue to do
that. I am sure that you and I could say that one might be more important
than another, but they are designed to cut across the institution and to
single out certain initiatives that we feel we should pursue during this
next five year period.

Ray Forgue (Human Environmental Sciences) - We saw a large tuition increase
and I assume there will be a similar one. Is there set of priorities or
initiatives that were targeted for that particular increase?

President Wethington - No. As you probably know each year in that January
through March period, whatever new revenue is available to the University
gets prioritized and allocated for the budget year beginning July 1. You
can expect to see revenues, wherever it comes from, whether it is tuition,
state appropriation, any additional monies that we raise, private or
otherwise, to be prioritized at that time and to address again the
priorities we have set for ourselves, the indicators that we have set for
ourselves in the strategic plan. So we will apply them to the strategic
plan. We will make decisions based on what that plan tells us we should be
doing as a priority. Obviously, it goes without saying, that always at the
top of our list is the need to pay just sheer cost of living increases,
whether that be in heat, light, or whatever. Next, always comes from my
perspective the need to address faculty and staff salaries and to keep them
at some competitive level to the extent that we can. Annually, you will
find me looking at those as priorities because they cut across the entire
University. They serve everyone--students, faculty, staff, and the entire
University community. Beyond that, we address other more specific
priorities in the strategic plan.

Jim Applegate - Are these endowments professorships as you see these
criteria merging, obviously we want to recruit from the outside topnotch
world class scholars. But we have on campus some topnotch world class
scholars. Do the criteria seem to be emerging in such a way that through
named enhanced or endowed that these will be available to a very select
group of faculty on board? I can see a situation where we end up bringing
someone in and then losing someone of equal stature because of that issue.
Is that going to be allowed or is it all going to have to be bringing in
outside talent?

President Wethington - In my written response to Mr. Davies in regard to
the draft of the challenge, I made exactly that point. To fill an endowed
chair or professorship, that we ought to be looking for the very best
person in the country that we could attract to that position. The language
in the criteria before today indicated something like from outside of
Kentucky and pretty much excluded everyone in the state. I was assured,
even though we did not have a lot of discussion of that today, that was not
intended and, editorially, that would be corrected. There is a need in
terms of particular professorships and to include chairs to try to
maintain, keep, and enhance some of the very best professors that we have
in this institution and, in my opinion, some of the very best in the
country. We ought not to exclude our own from consideration for endowed
professorships in particular and endowed chairs, too, for that matter. It
is just that I anticipate that there will be far more professorships than
chairs. That is an issue and an issue that we have addressed, and I am
hopeful in the final version of the criteria that we would not be precluded
from choosing one of our own if that happened to be the very best person in
the country.

The President was given a round of applause.

Chairperson Moore introduced Professor Lee Meyer, Vice-chair of the Senate
Council, for a resolution.

Resolution presented to the University of Kentucky Senate in
Recognition of the Chairmanship of Professor James Applegate

15 September 1998

It is my opportunity to carry on a tradition of our University Senate,
which is to present a resolution reminding all of us of the work of the
outgoing Chair of the Senate and to offer him or her our appreciation.
Professor Jim Applegate richly deserves this offering of thanks from all of
us.

Jim presided over a year of challenges, challenges on the academic side of
the University world as well as the governance and political sides. For the
record and to refresh our memories, let me highlight some of the work that
Jim has done on our behalf.

Starting with Jim's favorite topic, I'll discuss the perhaps the most
vexing challenge during Jim's leadership- the issue of plus/minus grading.
One of the issues facing the Senate leadership is to raise the level of
involvement of the faculty and students in the governance of the
University. Ours is a University senate, not a faculty Senate. It has the
substantive involvement of students as well as faculty. Well, the
discussions, deliberation and debate over plus/minus grading certainly
brought students, as well as faculty into active roles. The ways in which
Jim managed this process demonstrated his high principles. He did not
choose the expedient, short-term solution, but rather found ways to broaden
the debate so that a decision was made to stand. Frustrating at times, yes,
but now we can move on.

Of course the highest profile event of Jim's tenure as chair-elect and
chair was the special legislative session on higher education. Jim was an
important part of the Council of Senate Faculty Leaders team as they sought
to effectively represent positions of faculty and students to state
senators and representatives. Jim gave effective testimony and was
instrumental in ensuring that our voice was heard. This work will continue,
as we explore the issues of the "virtual" university, common curricula
among the state's universities and post-tenure review.

The real work of the past year has been the University's response to the
legislative challenge for us to be a "top 20 research university." Jim has
worked closely with President Wethington and the Chair of the Graduate
Education and Research committee, Professor Reedy, on our strategic plan.
The result has been a mechanism to fund our strengths and to support the
areas of the University with the greatest potential. This plan will put us
on the road to build UK into the institution we all will be proud of. But,
at the same time, with Jim's interest in a broad-based university, he has
ensured that the interests of students and outreach will not be lost in the
glamour of high profile research efforts.

As is the tradition of the Senate Council, Professor Applegate has been a
strong proponent of shared University governance. The concept of shared
governance requires that faculty leaders become involved in the broad range
of decisions facing the university. As all can attest, this at times
creates tensions. Jim kept these tensions at the healthy, rather than at
the pathological level. This is Jim's leadership style. He ensured that all
issues of importance to the university community received attention,
whether it was the discussion about an on-campus basketball arena or the
budget. He enabled the students and faculty's voices to be heard.

An effective chair must balance facilitative and advocacy roles. The
advocacy role causes tensions, but Jim didn't hide from being an advocate
when appropriate. Post-tenure review has been Professor Applegate's area of
advocacy. He has worked closely with our legislative delegation to educate
them about the role of tenure in the university. We are making progress on
this issue and hope to avoid the confrontations and legislation, which has
been enacted in other parts of the country.

Under Jim's leadership, progress was made on two long-term issues, which
have been addressed with Senate committees. These are "privilege and
tenure" and "special title" appointments. Changes in either of these areas
are changes in the university culture and must be carefully considered and
receive broad-based support. The methodical way in which these issues are
being addressed is not procrastination, it is consensus building. A friend
advises me, "go slow to go fast." Jim has set the stage for us to go fast
in the future on a strong base of careful consideration.

Last spring, Jim quoted the philosopher Wittgenstein, and I'll paraphrase
him saying: "What I said had two parts, what I said and what I didn't say."
Let me use that quote to end this resolution. I have done my best to remind
all of us about the visible results of Professor Applegate's leadership
over the past two years as Chair elect and then as Chair of the Senate.
But, like any good leader, most of the work is less visible. So, please
remember that what I didn't personally experience or know directly about
Jim's leadership, and therefore cannot testify about, is also important.

Please join me in a gesture of appreciation for the sincere and effective
work of Jim Applegate for being our leader of the Senate for the past year.

Mr. Chair, I request that this resolution be presented to Professor
Applegate and that a copy be entered into the archives of the Senate.

Professor Applegate was given a round of applause.

The Chair stated that minutes of April 1998 had been circulated. There
were no corrections or revisions and the minutes were approved as circulated.

Chairperson Moore made the following announcements:

Two weeks from today on Monday, September 28, 1998 there will be an
orientation session for all senators, not just new senators. It will be in
the W.T. Young Library Auditorium. There will be a reception following in
the Alumni Gallery. I have asked that the chairs of all the committees
come and talk about what they, the Senate Council, and I have in mind for
the committees for the coming year. It will be an excellent opportunity
for you to learn who those chairs are as well as the members of those
committees and to get a chance to have some input. I strongly urge you to
come to that meeting.

For the first time in history, we have a bulletin board for the Senate
Council. If you would like to know when there are committee meetings, see
minutes of the Senate Council meetings as well minutes of committee
meetings, those will all be posted for you on the bulletin board just
outside Room 10 of the Administration Building, which is the Senate Council
office. It is a pretty large bulletin board, so there can be a lot of
stuff there. If you would like to be personally notified or receive
written notice of any of these, all you need to do is to let Cindy Todd
know, and we will be glad to see that you receive those either by mail or
e-mail.

If you have looked at our Web site, you will notice that it is in a state
of construction or progress. Let me assure you that it will in order
before too long. Right now, there are some changes going on. The
University Web pages are going through a process of standardization, and we
will be involved in that. In the meantime, you can look on the Web site.
There are charges for the various committees. There is some very good
information there.

The Senate Council meets every Monday, except on the second Monday, which
is the Senate meeting, and you are welcome to come. The meeting is at 3:00
p.m. in the Old Board Room of the Administration Building, and it is an
open meeting and anyone is welcome to come.

If you need to get in touch with me at anytime, in the afternoons I am in
the Senate Council office and the telephone number is 257-5871 for Cindy
Todd or 257-5872 to call me direct. In the mornings, since I am wearing
two hats, I am Associate Dean of the College of Communications and
Information Studies. You can reach me at that office and the number is
257-7805. My e-mail address is moore@pop.uky.edu. I would welcome you to
come by any time. If you would like to make an appointment, feel free to
do that.

Chairperson Moore recognized Professor Ron Pen from the College of Fine
Arts for the following memorial resolution.

The University of Kentucky
Lexington, Kentucky
September 14, 1998

Memorial Resolution
for the University of Kentucky Senate
- Donald Ivey -

Don Ivey had a warm baritone voice that could wrap itself around a Schubert
lied, a Renaissance madrigal, or a Broadway show tune with mellow grace and
sensitivity. It was a voice that could fill any space from a classroom to a
concert hall to the University Senate.

Don Ivey had a larger-than life personality that was effervescent as fine
Dom Perignon champagne and crusty as a French baguette, with a curmudgeonly
exterior that belied the generosity, geniality, and wondrously caring inner
man.

Don Ivey hated pomposity. He loathed mendacity. He despised inefficiency.
He had no use for self important aggrandizement. He was no friend to
bureaucracy although he was the most skillful navigator of those
treacherous waters that I have ever witnessed.

Don Ivey spent much of his life in the academy, but he knew that the
academy was not all there was to the world. He was born in Easton,
Pennsylvania on August 10, 1918 and graduated from high school in 1935.
Subsequently, he worked as a banker and sang in dance bands for the next
eight years. During the Second World War he served in the army and fought
at the Battle of the Bulge. His wartime experiences made Don a fife-long
pacifist. Upon returning to the states, he attended the Juilliard School
under the G.I. Bill. While there he met his bride, Helen, who was studying
at Columbia University. Moving to Kentucky, he attended the University of
Kentucky, where he completed his B.M. degree in 1951 and his M.M. in 1955.
While teaching at Kentucky Wesleyan he completed his doctorate at the
University of Illinois, and in 1961 he returned to the University of
Kentucky School of Music as an Associate Professor of Music.

Don Ivey had a special way with language. He could curse with virtuosity
and imagination, and with gusto and good natured bluster. It was a simple
joy to watch him hold forth in salty, direct invective--no niceties of
subtle innuendo for Don. One always knew where he or she stood with him.

Don Ivey had a special way with written language as well. He authored a
focused study of art song entitled Song: Anatomy, Imagery, and Styles with
Macmillan Press in 1970 and the innovative music appreciation text, Sound
Pleasure with Schirmer Press in 1977. Sound Pleasure was remarkable for its
revolutionary and perceptive observations that drew truth from unlikely
cross cultural and cross disciplinary juxtapositions such as the pairing of
Janis Joplin' Mercedes Benz with a Kyrie Eleison from the requiem mass. His
all encompassing perspective enabled him to specialize in generalism--a
paradox at which he would have chuckled.

Don Ivey loved his students and loved his work at the university. He taught
voice as an Associate Professor until 1973 and was promoted to Full
Professor in 1974. He served the School of Music as Chair of the Musicology
Division, Director of Graduate Studies and finally, as Director of the
School in 1984. He was one of the university's most popular teachers, known
to generations of students for his "must see" music appreciation and
history of jazz classes. As a musician he soloed in various performances,
directed the Men's Glee Club, was Associate Director of the Lexington
Singers, and served as Music Director at Crestwood Christian, Park
Methodist, Maxwell Street Presbyterian, and Temple Adath Israel.

Don Ivey groused and grumbled about administration, but he was a gifted and
effective administrator as well. His service at the university included
years of work with the Graduate Council and the University Senate. This
service culminated in his term of office as Chairman of the University
Senate Council in 1982-1983. His tenure marked the successful passage of
the controversial, but ultimately, highly beneficial selective admissions
proposal. Regarding his senate chairmanship, please allow me to quote an
article in the Kentucky Kernel: "I alienated a bunch of people as council
chairman. A lot of people take themselves very serious. That's a tragedy.
We're all about half nuts . . . . It will operate better if you're able to
laugh at yourself and inject a little humor."

Don Ivey loved people, and he especially loved his family--his wife, Helen
and their four children, Elizabeth, Jonathan, Laura, and Chris. Don loved
the Maxwell Street Presbyterian Church where he worshipped and tended his
spiritual and social garden. He was a leader in the church as well through
his ministry as a deacon and elder. Don loved life and approached each day
with joy and relish.

Don Ivey upon retiring from the University at the conclusion of the 1985
spring semester stated his plans with characteristic humor: "When I retire
I'm going to write the great American pornographic novel that will
translate into a movie and I'll retire rich." Instead, he went to work
volunteering as an ombudsman for nursing homes, brightening the lives of
the aged and needy. Don did retire rich, but his riches were of a far more
substantial nature. Thus it is that we remember the life of Donald Ivey who
passed away June 12, 1998.

Respectfully submitted,
Ron Pen, Director
John Jacob Niles Center for American Music

The Chair asked the Senate to stand for a moment of silence.

The Chair recognized Jeff Dembo, the new academic ombud.

Chairperson Moore stated that the Ombud report would be postponed until the
October 1998 Senate Meeting.

The meeting was adjourned at 4:25 p.m.


Donald Witt
Secretary, University Senate