Making a World of Difference
The Year in Review
Message from the President
International Research and Development
Research and Graduate Studies
Making a World of Difference
As another year's worth of sunrises and sunsets have passed over the limestone pylons of the War Memorial, our students have continued to cross the Drillfield, rushing to class in pursuit of their dreams, their destinations in life.
Like our students, our university is pursuing its chosen destination -- to become the model land-grant university of the 21st century. Our vision, vitality, and future are inexorably tied to the land-grant missions of instruction, research, and public service -- and to our motto, "That I May Serve."
To become this model institution would be an intimidating task even in the best of times. These are not the best of times; funding has not kept pace with the demands currently being placed on higher education.
A complex world demands complex and multidimensional solutions, and that is particularly true for large, advanced institutions such as Virginia Tech. To get to our destination will require hard work, a flair for innovation, tough but correct choices, and various integrated strategies.
Virginia Tech has submitted to the state what many consider to be a model plan for restructuring, and restructuring has become a way of life for Virginia Tech since the first round of state budget reductions in 1990. Subsequently, we have made much progress in improving productivity and enhancing undergraduate education.
--In the fall of 1995, the university served almost 1,000 more Virginia students than it did in 1990. And this happened even though we received $21.8 million less in general-fund appropriations for instruction.
--Many efforts have been made to enhance undergraduate education by reallocating resources to computing, telecommunications, and instructional technology initiatives. For example, the Faculty Development Initiative has placed state-of-the-art technology and training into the hands of faculty members so that they can more effectively do their work of teaching, advising, and scholarship.
--On the economic development front, Virginia Tech has reached some major milestones in the past year. The opening of the Hotel Roanoke and Conference Center was a pioneering partnership between the university, local governments, the private sector, and the state. It created 300 private-sector jobs in Roanoke. In addition, another building was dedicated at the Virginia Tech Corporate Research Center, which now houses 40 companies and 700 employees.
--Most departments (both academic and administrative) have redesigned business processes, and they have restructured and streamlined operations. For example, to date, three pairs of academic departments have consolidated into single departments, four divisions in the College of Education have been reorganized into two departments, and nine units in the College of Arts and Sciences have combined into a single administrative unit.
--Virginia Cooperative Extension will be smaller, more specialized, more tightly focused, and more highly trained, according to a restructuring plan developed by Virginia Tech. The five-point plan calls for a more streamlined administration; greater investment in and use of information technology; a focus on Extension's original mission, including agriculture at the local level; increasing outside revenue; and strengthening Extension's relationship with local governments.
Underpinning our restructuring efforts is a long-standing commitment to administrative efficiency. In a recent analysis, it was discovered that Virginia Tech spends a smaller percentage of its budget on administration and a higher percentage on instruction than any of its peers in the southeastern United States. In fact, during the past several years, the university has continued to streamline the administration by eliminating a number of middle- and senior-level administrative positions, providing more than $1 million in salary and fringe benefit savings.
--Virginia Tech has moved rapidly in its efforts to create a paperless environment for administrative processes. This will allow students to register and pay bills much more easily and permit departments to enter directly all personnel, payroll, purchasing, accounting, and student-information transactions. For example, by 1995-96, the Direct Lending Program will be operational. It consolidates a number of student loan programs and streamlines payment and refund procedures.
--Five major capital projects were completed on time and within budget during the past fiscal year. They were the Fralin Biotechnology Center, the renovation of Major Williams Hall, a library storage facility, Phase IV of the veterinary college, and a new airport terminal.
The Campaign for Virginia Tech
To continue to provide for and build upon the excellence that is Virginia Tech, we have also embarked upon an important campaign so that Virginia's statewide university can serve future generations. The Campaign for Virginia Tech, which has the theme "Making a World of Difference," will raise $250 million to enhance the permanent endowment of the university and provide scholarship support to promising students.
The campaign is about making good on a pledge to current undergraduate students to control the cost of education and the level of tuition increases; to ensure, with few exceptions, that undergraduate lectures will be taught by regular faculty members; to guarantee that the most distinguished professors will teach undergraduate courses; and to provide all incoming students with thoughtful academic advice.
Today, Virginia Tech has more than 100,000 living alumni whose contributions and achievements encompass virtually every field of human endeavor. A few examples are included in this report.
The campaign is also for and about such people -- people who do make a world of difference. It is a campaign for all of us who feel proud whenever we see or hear the words "Ut Prosim" -- "That I May Serve." It is a campaign for each of us for whom Virginia Tech has made a world of difference.
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Among the big news in the Provost's Office in 1994-95 was the appointment in February of Peggy S. Meszaros as senior vice president and provost. She came to Virginia Tech in 1993 as dean of the College of Human Resources from a similar position at the University of Kentucky. Taking on her new role in the midst of a difficult legislative session -- quickly followed by budget reduction and reallocation decisions -- has meant immediate immersion in critical decisions facing the institution. If you would like to meet Meszaros and her staff, check out the "Provost's Page" on the World Wide Web, at http://ate.cc.vt.edu/PROVOST/provost.html .
Restructuring academic programs and units remains a top, on-going priority for the provost and her staff. Monitoring progress of commitments made as part of the Phase II process, developing further restructuring initiatives for the coming year, and finding ways to measure the effects of our efforts are at the top of the agenda.
Two major recent initiatives in support of faculty development are now well under way. The Center for Excellence in Undergraduate Teaching has quickly proved to be an important resource to faculty members seeking support for curriculum development and revision efforts, and for other activities for improving teaching and learning. The Faculty Development Institute, coordinated and supported by Information Systems and the Provost's Office, is bringing the latest in computer workstations and software to all faculty members on a four-year schedule. More than 700 faculty members have already attended workshops to learn about available software and to discover ways to incorporate educational technology in their courses and in their professional lives.
The Women's Center, created by the Office of the Provost in 1994, moved into renovated quarters in the Price House in summer 1995. The Women's Center complements existing women's academic and research programs and provides a wide array of noncredit educational programming for faculty, staff, and students; counseling and support for victims of sexual assault and harassment; information and referral; and coordination of Women's History Month, celebrated every March.
Public Service Programs (PSP) continued to make significant strides in economic development throughout the commonwealth in 1994-95.
The department led the university in fulfilling Gov. George Allen's incentive package to keep Volvo GM Heavy Truck Corp. in Dublin. Two colleges at the university and the Performance Center will conduct specialized education courses for the salaried employees.
PSP also supported Virginia's $9.1-billion tourism industry and the governor's initiatives in tourism through its educational and technical assistance programs. Under a $50,000 grant from the U.S. Department of Agriculture, PSP worked with faculty members and students to develop touch-screen, interactive kiosk technology for the Jefferson National Forest Visitors' Center.
Faculty members and students from four colleges were also involved in a $100,000 project funded by the Virginia Division of Tourism to develop an Internet site for marketing and promoting Virginia tourism. The visitors' center project and Division of Tourism project were showcased at the White House Conference on Travel and Tourism.
In other economic development initiatives, PSP played a vital role in the visioning efforts of The New Century Council in western Virginia. The council, which is made up of over 1,000 volunteers who have been working together to plan a positive economic future for the area, is considered a model of how citizen involvement can lead to opportunity and focused planning. PSP helped obtain the grant that supported the council's work.
Working with state agencies and seven colleges, PSP offered 21 educational programs. With the Virginia Department of Economic Development, it conducted its Virginia Institute for Economic Development, followed by two Advanced Institutes for economic developers on technology application. All institutes were filled to capacity.
Two members of the PSP faculty wrote the textbook How to Start and Manage a Business in Virginia, which was used at colleges, universities, and Small Business Development Centers throughout Virginia.
The Virginia Procurement Pipeline computer program was distributed to over 300 procurement offices in the commonwealth. The database links buyers with sellers of Virginia products and services.
In global marketing, various PSP staff members served on Allen's Opportunity Virginia strategic planning committee for international trade; served as program chair for the Virginia Chamber of Commerce's Virginia Conference on World Trade; worked with the governor's staff in researching trade opportunities in Central Europe; and served as primary consultants to Congressman Rick Boucher for an export promotion program that attracted over 150 participants.
In a reorganization of University Outreach and International Programs in January 1995, the university separated the two major focus areas, with one area being established as the University Office of International Programs (UOIP) under the direction of Vice Provost Patrick R. Liverpool.
The three units within UOIP are the Office of International Research and Development, International Exchange Programs, and International Education and Outreach Programs. Responsibilities for international students and scholars are jointly shared by the Graduate School and the Division of Student Affairs.
UOIP established and filled a new position -- director of international exchange programs -- to enhance overseas opportunities across the colleges. Applications for the fall 1995 semester at the Center for European Studies and Architecture in Riva San Vitale, Switzerland, were nearly double the number of fall 1994 enrollments. As a result, UOIP worked with the Pamplin College of Business to establish a fall semester European study program at the site for business majors and turned the spring semester universitywide program over to the College of Arts and Sciences.
To promote other study-abroad programs, UOIP worked with the departments of marketing and communication studies to develop student internships and to establish a study-abroad resource center.
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The Office of International Research and Development (OIRD) is responsible for international collaborative research, education, and technical assistance programs. Under S.K. De Datta, OIRD continued to grow even as donor funding dwindled. By June 30, 1995, OIRD was managing $19 million in contracts and grants, primarily from the U.S. Agency for International Development, but also from the World Bank and the U.S. Information Agency. Project sites included Asia, Africa, Latin America, the Caribbean, Eastern Europe, Russia, and newly independent countries. Project dollars allowed OIRD to add 2.25 faculty positions, three staff positions, and seven graduate student assistantships.
OIRD involved seven of the university's colleges in grant proposals or project implementation. University Libraries faculty members also worked with OIRD on implementing a project in Albania.
In other efforts, OIRD produced a booklet -- Global Focus: Environmental Management, Policy, and Engineering -- to market Virginia Tech's capabilities in environmental issues.
Additionally, OIRD instituted a universitywide committee to oversee a graduate specialization certificate program jointly administered by OIRD and the Graduate School.
This past year has been one of change and growth for the Division of Continuing Education. In January, President Paul Torgersen and Provost Peggy Meszaros announced a reorganization of continuing education and university outreach programs. They appointed Harold Kurstedt, the H.G. Prillaman professor of industrial and systems engineering, as special assistant to the provost. In this role, he has oversight for all university continuing education programs and for the Center for Organizational and Technological Advancement.
The division created two new incentive award programs to encourage faculty members to develop continuing education programs and professional association meetings at the Hotel Roanoke and Conference Center. It also launched the development of an interactive multimedia presentation to foster new collaborative partnerships between Virginia Tech and corporate, government, educational, and professional entities.
Using the research and teaching strengths of faculty members, the division's program development staff delivered 413 conferences, short courses, workshops, and seminars to some 40,000 participants. In addition, the division took the lead in developing training programs for a wide variety of corporate, government, and professional association clients, including the Virginia Department of Transportation, Sara Lee Knit Products, Courtaulds Performance Films, MCI, the U.S. Department of Energy, the U.S. Postal Service, and the Agriculture Chemical Society.
Continuing education faculty members launched "Best Practices in Continuing Education," a workshop to help college faculty members develop continuing education programs. The division also established a new pricing structure for programs, created a 16-page quarterly newsletter, and published the booklet University Partnerships, a step-by-step guide to program development services.
The Donaldson Brown Hotel and Conference Center completed room renovations last fall. It also expanded its learning laboratory, a program that integrates the Department of Hospitality and Tourism Management's academic programs with practical experience in operating a hotel.
This past spring, the division hosted Stephen Covey, internationally recognized
management consultant and author of the books The Seven Habits of Highly
Successful People and First Things First. He gave a luncheon address to 70 senior
representatives from 52 corporations and government agencies during inaugural
events at the Hotel Roanoke and Conference Center.
Sponsored activity at Virginia Tech increased 9.4 percent, to $92.7 million for the year that ended June 30, 1995. Research dominates the grant and contract work received by the university, with funding from industrial sponsors up 16 percent and federal funds up 10 percent. Research by faculty, staff, and students at the university also provides broad benefits. For example:
--David Kingston in chemistry has received $542,615 from the National Institutes of Health for his efforts to discover natural anti-cancer compounds.
--With $128,000 from the Virginia Department of Mines, Minerals, and Energy, Virginia Tech researchers in the Virginia Center for Coal and Energy Research have evaluated solar energy systems at six state facilities for cost-effectiveness and reliability.
--The Software Technologies Laboratory has a $9.2 million, three-year contract with the U.S. Department of Energy for the development of decision-support software.
--Plant pathologist Chester Foy received $1.5 million from the U.S. Agency for International Development to develop approaches to eliminating crop devastation by parasitic weeds.
--With $250,000 from the American Water Works Association, researchers in civil engineering at Virginia Tech and at the University of Kansas and researchers with Black and Veatch, are conducting a study throughout the United States and Canada to determine whether existing drinking water treatment processes can be modified to meet proposed revisions to the Environmental Protection Agency's Safe Drinking Water Act.
--With $10,000 from the Virginia Water Resources Research Center, David Kibler and G.V. Loganathan in civil engineering -- working in partnership with the National Weather Service forecast office in Blacksburg -- are developing a real-time flood forecasting model for the headwater areas of the Roanoke River, which would provide advance warning of flash flooding.
Sponsored research also paid for $3.5 million in new equipment last year, which is used by the entire university community. Research programs also improve curriculum development, and sponsored activity supports extension. Sponsors also provided over $4 million in support of graduate students.
In addition to the $92.7 million in sponsored funding received by university faculty members, the Waste Policy Institute (WPI), a not-for-profit corporation affiliated with Virginia Tech, was awarded a six-year, $49-million contract by the Air Force Center for Environmental Excellence at Brooks Air Force Base in San Antonio, Texas. Having experts at a nationally recognized research university who can serve as consultants was a factor in WPI receiving the grant. WPI is moving its headquarters to Blacksburg.
The Graduate School passed a number of milestones in 1994-95. --For the first time, a graduate student has been named to the Virginia Tech Board of Visitors. Dan Waddill, a doctoral student in civil engineering from Winston-Salem, N.C., was named to the board.
--The first electronic dissertation was submitted in the spring.
--With support from the extended-campus office, master's programs in science and technology studies and in public administration (with a natural resources concentration) were initiated at the Northern Virginia Graduate Center. An intact master's in public administration program was also established at the Roanoke Valley Graduate Center.
--Virginia Tech's College of Education and the Graduate School are offering Public Broadcasting System (PBS) Mathline viewers at Virginia's five PBS sites the opportunity to earn graduate credit for participation in a year-long, on-line project for middle-school math teachers.
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Virginia Cooperative Extension is dedicated to bringing the university's research to the citizens of the state. This year, that help was as broad as adding a World Wide Web information site about insect pests, and as specific as using the same computer system to coordinate donations of hay for dairy herds in Madison County after floods there destroyed crops.
Extension research helped state farmers be more competitive. This year: wheat management information increased annual farm income by about $14 million; recommendations on light and temperature control in the aquaculture industry will allow it to grow beyond the $2.5 million it is already producing; and research showed that dietary selenium supplements for yearling beef bulls could increase production by $1.2 million. Another project showed that feeding a genetically engineered enzyme to swine and poultry makes their waste less hazardous.
Extension used its technology to set up projects for dairy producers that could save an estimated $7,000 per herd per year. The same technology helps peanut growers reduce fungicide use, saving $3 million. These successes were added to Extension's already comprehensive computer information system, which includes a portable classroom to help farmers learn how to access up-to-the-minute information and to use computers for greater productivity and profitability.
Extension specialists and agents also provided continuing educational support to cotton growers; these farmers planted more than 100,000 acres in 1995, up from almost no production in 1991.
About 6,000 families in economically depressed counties in Southwest and Southside Virginia received education on running home-based businesses. Another group of more than 7,000 residents received training that helped some of them gain accreditation as family care providers, a step that could lead to new jobs.
About 15,700 4-H members learned much and increased their skills by taking part in judging contests, clinics, and bowls. Extension agents also worked with community-based financial experts to offer the High School Financial Planning Program to about 4,120 youths in 81 schools.
Extension said farewell to one of its distinguished leaders. William Allen, who was an Extension entomology specialist before he took over as director of Extension, retired after 31 years. C. Clark Jones, who has been with Extension for the past 18 years, agreed to serve as interim director.
Preparing students for careers in agriculture, conducting research to improve the productivity of the agriculture industry, and disseminating practical information based on research form the foundation of the College of Agriculture and Life Sciences (CALS).
In 1994-95, CALS renewed its commitment to the industry by initiating a review of how it can most effectively serve Virginia's agriculture in the future. This initiative will focus the activities of the college, the Virginia Agricultural Experiment Station, and Virginia Cooperative Extension in supporting an industry that accounts for one-sixth of Virginia's jobs and economic activity.
Undergraduate enrollment in CALS programs continued its steady climb with 1,235 students enrolled at the end of 1994, an increase of 103 students over 1993. The steady climb in the number of students -- another 10 percent increase was anticipated for 1995 -- can be attributed to modern and challenging academic offerings and an outstanding faculty.
For instance, Tom Sitz, associate professor of biochemistry, received the university's outstanding academic advisor award. Mike Denbow, animal and poultry sciences professor, received the 1995 CALS teaching excellence award.
The college's commitment to its students is exemplified by its strong participation in the new Biological Sciences Program. Faculty members from several colleges are working cooperatively to develop a three-semester core curriculum so students entering biological sciences will be exposed to topics and teachers on the cutting edge of science from across the university.
Virginia Tech's reputation for excellence is being spread worldwide by S.K. De Datta, director of the Office of International Research and Development (OIRD), a program managing 15 projects on four continents. Virginia Tech's share of the $50 million in grants and contracts managed by OIRD amounts to nearly $19 million.
In 1994, Extension and the Virginia Agricultural Experiment Station were combined into a single division involving four colleges. While both organizations retain their identities, the grouping makes it easier for specialists and agents to transfer information from researchers to farmers and other users. It also allows researchers to receive feedback from the field, which results in better service to Virginia's agricultural industry.
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The College of Architecture and Urban Studies continued to enhance its program offerings to students, provide outreach, and conduct research to improve the field of architecture and public policy making. The college made substantial progress on several initiatives established under the Phase II plan (restructuring). A Washington Semester was held this past summer, which offered interdisciplinary study for students in Urban Affairs and Planning (UAP) and in the Center for Public Administration and Policy (CPAP), as well as for other university students interested in careers in the public, nonprofit, or private sectors. The Roanoke Studio, located in the Virginia Transportation Museum, continued to afford opportunities for students in all the college's programs to work on community-related projects. The Community Design Assistance Center, a public-service outreach center begun in 1988, has become a well-recognized force that aids in design and planning activities for small communities in Southwest Virginia. The Washington/Alexandria Center in Northern Virginia has sponsored a public alumni lecture series, hosted several national competitions, and developed joint activities and exhibitions with the Smithsonian Institution. The center also formed a professional small business incubator for architecture and design that houses 11 firms.
At the college's Research and Demonstration Facility, building construction and architecture faculty members and students analyzed "smart building" systems and indoor air quality to create comfortable, healthy living environments. During fiscal year 1995, CPAP helped improve policy making and public service within various jurisdictions, including Fairfax County, the Virginia Department of Social Services, and the Town of Blacksburg.
Faculty members and students are conducting research that will have a major influence on the commonwealth and beyond. With a grant from the Virginia Department of Criminal Justice Services, an architecture professor completed a software program that will promote crime prevention through environmental design. Through funding from the National Forest Service, a landscape architecture professor developed an interactive electronic information kiosk for forest service recreation sites from Virginia to Texas. A UAP professor -- working through a demonstration project in Rondonia, Brazil -- is developing an alternative to the "slash and burn" farming greatly responsible for the depletion of the ozone layer and the destruction of many species of plants and animals in the Amazon.
Embracing disciplines that deal with just about everything around the globe, the College of Arts and Sciences has made its mark worldwide during the past year. Its influence begins with the professors, the courses, and the students.
--There were a record number of students majoring in biology in 1994-95. These future scientists may change the world in the same way their professors do when they develop grains to feed people in arid countries or help keep waterways clean.
--Rapidly increasing enrollments in Black Studies -- from 100 in 1991-92 to 540 in 1994-1995 -- mean more students will understand each other's cultures.
--The music department presented a record number of performances that garnered record attendance, making a cultural difference to the community even as it graduated its largest class in 15 years -- half of them with honors.
--Clinical psychology's program received a positive review from the American Psychological Association. In addition, its nine doctoral students were chosen for internships by their top-pick medical facilities within 20 minutes after the selection process began -- proof of their potential for making a difference in the future.
--Faculty members won awards for early career development, teaching, public service, research, writing, and scholarship. This was an acknowledgment of their diversity; their outstanding use of research, scholarship, and experience to make classes better; and their position as role models for the volunteers of tomorrow.
--Proof of the college's teaching effectiveness can also be found in the accomplishments of the students. They won awards in fields ranging from graphic arts to computer programming, from physics to theatre arts.
--In a field that is already rapidly changing the world, the computer science department - with National Science Foundation grant assistance - put courses on the World Wide Web and took initial steps for a virtual school within the Blacksburg Electronic Village, keeping Tech in the forefront of the electronic revolution. Several other departments have made computer-assisted multimedia components a part of their courses.
All this - and much more - has been accomplished during a year of restructuring and budget reductions.
The Pamplin College of Business worked hard in 1994-95 to increase admissions, reform its curriculum, and help fledgling technology companies, among other goals.
To increase the acceptance of admission offers made to freshmen and to transfer students from the Virginia Community College System, the college increased the number of scholarships to both groups -- to 25 percent of the freshman class and to one student from each community college campus. The criteria are academic excellence, extracurricular leadership, and community service.
To enhance study-abroad opportunities, the college organized six faculty-led summer programs to Europe, Japan, and China. Some 80 students participated in the program. Each one was assisted with a $1,000 scholarship from the college, which is committed to providing pre-graduation international experience for its students.
The college implemented significant undergraduate curriculum reform to meet revised standards of the American Assembly of Collegiate Schools of Business. Five writing-intensive courses were developed, and a new global business concentration and a business minor were added. Three new M.B.A. concentrations were also created -- in financial risk management, management information systems, and management and leadership.
The college was successful in faculty retention and recruitment, appointing eight professors to endowed positions, and hiring six entry-level faculty members.
Pamplin also participated with two other university departments, the state's Center for Innovative Technology, and the towns of Blacksburg and Christiansburg to establish the Business/Technology Center, which will provide an expanded level of business assistance services to fledgling technology-based companies in Southwest Virginia.
The college's outreach services, offered through its Management and Professional Development Programs, received an enthusiastic response. Pamplin faculty members conducted seminars and workshops for such organizations as APCO, AT&T, Sara Lee, Courtaulds, and VDOT. In partnership with the AT&T School of Business, the college launched a professional certification program in process quality management for AT&T employees.
The college was also successful in its fund-raising efforts, which resulted in 18 percent of its alumni giving to the college, an all-time high. Of the $30 million goal for the current Campaign for Virginia Tech, the college has already received $17 million in bequests and gifts, which is designated for scholarships, professorships, and program support.
The College of Education's restructuring during the 1994-95 academic year represents one of the most dramatic and comprehensive components of Virginia Tech's Phase II initiative. In November 1994 -- three months earlier than originally scheduled -- the Virginia Tech Board of Visitors approved a plan submitted by the college to restructure the College of Education. The plan, praised by the BOV for its responsiveness and innovation, will not only cut expenses by 20 percent by 1997, it will also redirect resources to create a college that is better situated to make meaningful contributions to solving problems in public schools.
Activities related to the development and implementation of the plan consumed much of the time and energy of the college's faculty, staff, and administration during the 1994-95 academic year. Among the goals accomplished:
--Objectives have been met in the closing or transfer of five programs.
--Four academic divisions were consolidated into two units, an interim structure that will give way in 1997 to a program-based structure, eliminating an entire administrative level.
--Targets for full-time, tenure-track faculty position reductions have been met without involuntary termination.
--A 20 percent reduction in classified staff was achieved without involuntary termination.
--A student organization was formed to involve undergraduate and graduate students in the restructuring process.
-- Two new Special Program Initiatives are under way. The first brings together public-school practitioners with faculty members from throughout Virginia Tech to improve the preparation of science, math, and technology teachers. The second is a practitioner-oriented doctoral program for school teachers and administrators interested in working as a team to improve public education.
"Our primary goal is to help our public schools get better," says College of Education Interim Dean Wayne Worner. "We are committed to working directly with public-school practitioners and our colleagues in higher education to assist schools in improvement initiatives. Internally, our challenge is to create an environment in which we stimulate change rather than block it, and make cooperation between units more advantageous than competition."
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In 1994-95, the College of Engineering continued to be rated one of the premier institutions in the nation.
Money magazine rated the college as one of the top-10 best-value science and technology schools in the United States. A survey by U.S. News & World Report ranked the college's graduate program 18th by practicing engineers and 25th by engineering school deans. Seven of the college's 10 graduate programs were ranked among the top 25.
The college spent $40 million on research in 1994, placing it among the top 10 percent of all accredited colleges of engineering in terms of research expenditures.
Because teaching is the college's principal mission, the college is a leader in the Southeastern University and College Coalition for Engineering Education (SUCCEED), for which the National Science Foundation recently approved full funding of $3 million per year. As a further demonstration of the college's commitment to teaching excellence, tenured faculty members instructed more than 92 percent of all course sections during 1994.
The college also has become a leader in worldwide engineering education issues as a founding member of the Global Engineering Exchange, which is developing cost-effective procedures for the international exchange of engineering students. In addition, the college has developed a "green engineering" program to train every undergraduate in environmentally conscious manufacturing practices.
Faculty members from mechanical engineering and the Virginia-Maryland Regional College of Veterinary Medicine designed a pollution-free medical waste disposal system that is operating at Salem's Lewis-Gale Hospital. Civil engineering Professor Clifford Randall received Maryland's Governor's Salute to Excellence for his 20 years of work to reduce Chesapeake Bay pollution.
Aerospace and ocean engineering students won the American Institute of Aeronautics and Astronautics-Lockheed Team Aircraft Design Competition for the fifth year in a row. Car Factory students won first place with their solar car in the Florida SunDay Challenge and first place with their amphibious vehicle in the 1994 East Competition in Canada.
Yilu Liu of electrical engineering received one of only 15 1994 Presidential Faculty Fellow Awards for engineering research; Pat Koelling in industrial and systems engineering obtained a $9.2 million U.S. Department of Energy grant to develop decision-support software; and mechanical engineering Professor Chris Fuller received $2.5 million from the Office of Naval Research to construct devices that will control noise on naval vessels.
The College of Forestry and Wildlife Resources continued to produce well-trained graduates and contribute extensively to usable research during the past fiscal year. These accomplishments continued despite ongoing budget constraints.
Enrollment during the fall semester of 1994 was up to 720 undergraduate students and 140 graduate students -- a two-and-a half-fold increase from 1988. Extramural funding stayed near $5 million. The college continued to build on the strength of existing research programs and to develop innovative programs across many of its disciplines. The output of publications, presentations at meetings, and program delivery was high.
Continuing education efforts increased, Cooperative Extension programs remained extremely active statewide, and the college initiated two extended-educational programs. One program -- at the Northern Virginia Graduate Center -- provides a natural-resources option under the master of public administration program through the Center for Public Administration and Policy. The second is a master of forestry program at locations away from Blacksburg.
In contrast to the downsizing of budgets (which translate into faculty and staff position losses), the value-added component of the forest-based sector continued to increase in the commonwealth.
Numbers issued by the governor's office indicate that the forest products industry contributes $9.8 billion to Virginia's economy just to the point of entering the retail market, with an additional $1.7 billion of value added in activities related to outdoor recreation -- including fisheries and wildlife -- on forest-based land.
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There were many firsts and changes for the College of Human Resources over the past year. It began with student enrollment at an all-time high of 1,296 undergraduates (1,381 in the spring semester) and 225 graduate students. In comparison to its peers, the college ranked among the top three in the nation for the production of theses and dissertations, and the hospitality and tourism management faculty members were the most cited in professional journals in their field of study.
The new year also brought the appointment of the first college ambassadors, a corps of students trained in all aspects of the college. They represent the dean and the college in public relations and recruitment, and serve as tour guides and as hosts at college functions.
The American Association of Family and Consumer Sciences Accreditation Site Team visited and the college received a 10-year re-accreditation.
The first of February was a big day. College Dean Peggy S. Meszaros became the university's first female senior vice president and provost, and Janet M. Johnson of human nutrition and foods became the college's interim dean.
One of the highlights of the college's year-long celebration of the International Year of the Family (IYF) was its two-day "Building Family Friendly Environments in Virginia" conference in Richmond. The conference enrolled over 200 people from the family and consumer sciences professions, policy makers, business and community leaders, college faculty members, and Extension agents. The other highlights of the IYF included two books on faculty research and service projects: Virginia's Families in a Changing World and Families in a Changing World: A Research Compendium.
As part of the college's outreach efforts, Meszaros and other college administrators visited alumni and civic leaders around the state to learn what the college's constituencies expect. The college also launched a Wellness Initiative. The first project provides faculty and graduate student expertise to the City of Roanoke task force on teen pregnancy.
The college also added a part-time career counselor to its staff to work with students and faculty to ensure that graduating students have employment skills and that employers know about our students.
The Virginia-Maryland Regional College of Veterinary Medicine at Virginia Tech continued to develop in size, quality, and stature during the 1994-95 fiscal year. The building program, which was begun over 15 years ago, culminated when the college occupied its Phase IV building. Phase IV includes an infectious diseases research unit at the Price's Fork Research Center, a significant expansion of the Harry T. Peters Jr. Large Animal Clinic, and a major structure that links the Phase II and Phase III buildings.
In early May, the college celebrated the completion when it dedicated the William E. Lavery Animal Health Research Center. Joining Lavery during the ceremony were: Beverly Sgro, Virginia secretary of education; Daniel Fallon, vice president for academic affairs and provost of the University of Maryland at College Park; and Virginia Tech President Paul Torgersen. Later that day, the college honored state Del. V. Earl Dickinson (D-Louisa) for his support by inducting him into the John N. Dalton Society.
The college also enhanced its admissions policy. Beginning in the fall of 1996, VMRCVM will enroll up to 10 applicants per class from states other than Virginia and Maryland. Also, a new program was developed with Virginia Tech's College of Agriculture and Life Sciences to enable veterinary students interested in food animal veterinary medicine to simultaneously earn a B.S. in agriculture and a D.V.M.
The college's programs in public health continued to excel. Joan Gotthardt '95 became the second VMRCVM student to be named the nation's Outstanding Veterinary Public Health Student by the national Conference for Public Health Veterinarians. The college also formally established a World Health Organization Collaborating Center for Veterinary Education in Management and Public Health.
At the Marion duPont Scott Equine Medical Center, the Adelaide C. Riggs Chair in Equine Medicine was endowed with a $1 million gift from Adelaide C. Riggs of Woodbine, Md.; a $500,000 challenge gift was provided by Jean Ellen duPont Shehan, niece of the late Marion duPont Scott, who helped found the center with a $4 million gift 15 years ago.
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The Virginia Tech Corps of Cadets enhanced the leader development segment of its program in 1994-95 by gaining university approval for a leadership minor unlike any other in the nation, and for a companion Center for Leader Development.
The corps attracted highly qualified out-of-state students by establishing, in conjunction with the university, the Emerging Leader Scholarship with $204,000 from university scholarship funds and $70,000 donated by Virginia Tech Corps of Cadets Alumni Inc. (VTCCA). The VTCCA and Highty-Tighties alumni awarded another $38,000 in scholarships to freshmen. These scholarships helped attract more applicants, and by the end of 1994-95, it appeared that corps freshman enrollment would increase about 80 percent from the previous year. Also, the Virginia General Assembly approved a Unique Military Activities appropriation that will help Tech pay for the extra expenses of running a military program.
In May, University Student Health Services received national accreditation from the Accrediting Association for Ambulatory Health Care Inc. for meeting the highest standards in primary medical care. Tech is one of only 50 student health services in the country so certified.
The University Counseling Center staff saw about 2,000 students for personal, career, and study skills counseling in 1994-95. Center staff members also presented over 100 outreach programs to 4,200 members of the university community.
Residential and Dining Programs housed 8,364 students (15th largest residence program in the United States) and had approximately 12,000 students participating in board plans (11th largest dining program in the United States). Four fitness rooms were constructed in the residence halls, providing one such room to each residential quad.
In May, the Residence Hall Federation hosted the annual conference of the National Association of College and University Residence Halls, which brought 2,334 college student delegates to the Tech campus.
University Unions and Student Activities (UUSA) is nationally known for excellence in its student union facilities. In 1994-95, 15,648 events were scheduled, planned, or approved campuswide. Also in 1994-95, student programming organizations produced 162 programs attended by more than 81,000 participants.
In 1994-95, the Office of Undergraduate Admissions joined several other offices to conduct a number of programs designed to ensure the enrollment of specific groups of students: cadets, honors-eligible students, out-of-state students, and African-American students.
Early results indicated that these efforts were highly successful; for example, as a result of increased direct mail communication with prospective students and parents and new scholarship initiatives, interest in enrollment from prospective students appeared to be outpacing previous years, particularly in the categories of cadets, honors students, and African-Americans.
Scholarships and Financial Aid awarded approximately $100 million in scholarships and financial aid during 1994-95. This money came through state and federal loans, scholarships, and need-based aid of various types. Loans made up approximately $50 million of that amount, representing an increase of about $10 million from the previous year.
Despite these large numbers, unmet needs of Virginia Tech students applying for financial aid for 1994-95 totaled approximately $30 million. Need-based financial aid has not kept pace with the escalating cost of tuition.
The Virginia Tech Foundation expanded support of the university to record levels in 1994-95, providing $33.2 million for the university and its programs. Total foundation income reached $56.2 million, also a record. The market value of the university's endowment increased by $24 million during the year to stand at $189 million, which made it one of the top 30 public university endowments in the nation.
Five years of cooperative partnership efforts among the foundation, the business community, and the City of Roanoke culminated with the opening of the Hotel Roanoke and Conference Center on April 3, 1995. The facility has 332 guest rooms and a state-of-the-art conference center that will support the university's public service and continuing education programs, and also strengthen Tech's presence in the Roanoke Valley. The foundation owns the majority interest in Hotel Roanoke in partnership with Renew Roanoke, a community-based foundation. Doubletree Hotels operates the facility.
Also this year, the foundation provided a portion of the funding for the Horace G. Fralin Biotechnology Center, which was nearly complete at the end of the year, and for a new terminal at the Virginia Tech Airport, which serves the university and the surrounding community.
During the year, the foundation conducted an asset allocation study of its endowment, and increased its investment in venture capital and real estate. The venture capital investment gave companies at the Virginia Tech Corporate Research Center better access to early-stage venture capital; it also helped with the commercialization of university-developed and -owned technology. The foundation also purchased the National Weather Service building, which freed foundation debt capacity for construction of a new building in the rapidly growing research park.
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The Virginia Tech Corporate Research Center (CRC), which supports the research and technology-transfer goals of the university, continued to grow in 1995 by welcoming 14 new tenants. Fourteen other tenants expanded during the year.
A highlight of 1994-95 was the completion of Research Building VII in April 1995. RB VII, which is actually the eighth building at the park, is a 40,000-square-foot multi-tenant office and laboratory facility. The building is now almost completely occupied. Overall park capacity is now 226,000 square feet, with an occupancy rate of 99 percent.
The CRC also strengthened its tenant financial support program. The First National Bank, Triad Investors Corp., and the New England Enterprises Fund Inc. moved into the park to offer a number of financial services for tenants.
The CRC now has 37 tenants employing more than 780 people. The 14 new tenants who arrived during the year are the Center for Innovative Technology, Coatings Innovation Group Inc., Comprehensive Computer Solutions, CropTech Development Corp., First National Bank, G3 Systems Inc., Interactive Design and Development Inc., Kollmorgen Virtual Motion Group, MapTech Inc., New Enterprises Fund Inc., NRVCOM Inc., Orca Computer Inc., Perspex Imageworks Inc., and Triad Investors Corp.
The tenants that expanded their leased space are AeroSoft Inc., BizNet Technologies Inc., the Center for Transportation Research, Durability Inc., ENSCI Environmental Inc., INSMED Pharmaceuticals Inc., MapTech Inc., Polymer Solutions Inc., PPL Therapeutics Inc., SPSi Inc., TechLab Inc., Virginia Power Technologies Inc., VTLS Inc., and the Waste Policy Institute, Inc.
Another highlight of the year was the announcement of a new 32,000-square-foot building for the Waste Policy Institute. The building will be finished in late summer 1996.
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