Chancellor Donald J. Reaves

For the past several months, you have heard a great deal about the University’s 2011-2012 budget.  The current budget situation is not a UNC System problem or a Winston-Salem State University problem.  The problem derives from a funding shortfall to meet the overall budget for the State of North Carolina – it’s a revenue problem.  While the projected revenue shortfall continues to be a moving target, we know there will be a reduction in our state appropriation at some level.

In anticipation, we continue to develop budgets for Winston-Salem State that include various levels of cuts so that we can be prepared for whatever the end result might be. I have also convened an Advisory Committee on Resource Allocation that has been charged to recommend what the University’s top priorities should be and how those priorities will drive resource allocations from all of our funding sources.  This committee is made up of representatives from among our faculty, staff and students so that all voices may be heard.

There is agreement, however, that the top priorities have to be those areas that support the University’s Strategic Plan.  Regardless of the budget challenges we may face, we will not slow down the progress we are making in our efforts to support student success.  I am committed to putting our dollars where we need them the most to maintain the momentum we have created over the past several months.

That means we will continue to move forward with curriculum reform, our student retention and graduation efforts, campus safety, improved customer service and other areas that support our overall goals, including faculty and staff development. We will also continue to bring in consultants in the areas where there is a return on investment for the dollars spent.  An example of that effort can be seen in our IT Transformation Project.  Through the work of the Robinson Group and staff members, we have a stronger, more effective information technology department and we will save money in the process.

Everyone on campus must understand that a reduction in our state appropriation at any level will require difficult decisions to be made.  Everyone should also understand that the University is and will continue to be financially sound.  We simply must adjust our spending to the revenue available.

Over the next several weeks, budget information will be updated and I will certainly keep you advised.  As I have said in several meetings, I want you to know what I know.  I also want to be sure you understand that, regardless of the impact on our financial resources, we will continue to provide a quality education to our students while maintaining our focus on teaching, research and service.

The Story Behind the Numbers

Chancellor Reaves makes presentation to area business leaders.

Recently, I was preparing a presentation for members of the community on the economic impact that Winston-Salem State University has on our community and the region.  In working with Dr. Zagros Madjd-Sadjadi, the chair of the Department of Economics and the faculty member who provided an analysis of our economic impact, I realized the far-reaching effects this University does have.

According to Dr. Madjd-Sadjadi, the University has an approximately $350 million dollar impact on the Piedmont Triad through salaries, spending, scholarships, fellowships and other areas.  We are also responsible, directly or indirectly, for over 6,500 jobs in the region, which is about a one percent contribution in terms of employment.  Based on these numbers, the unemployment rate would be about one percent higher if WSSU was not in the community and the per capita income would be approximately $200 lower.

While our direct economic impact is not insignificant, it is certainly smaller than many of the other institutions in our area such as UNCG and Wake Forest University.  Beyond the numbers, however, the university has a more significant impact in terms of human capital.

For example, our School of Health Sciences is the third largest producer of nurses for the State of North Carolina.  That means we are not only graduating professionals who will contribute to the economic welfare of the Triad, we are also meeting the needs of the rapidly growing healthcare industry.

The School of Health Sciences also estimates that it will provide over $250,000 in free services to the East Winston community through its mobile clinic that provides free wellness services.  Many of those served through this project do not have access to preventive health care.  So, Rams Know H.O.W. (Healthcare on Wheels) not only improves the health of those they serve, it also reduces overall healthcare costs in the community by catching problems before they become critical cases in hospital emergency rooms.

Beyond the money we spend, the jobs we provide and the work we do in the community, a historically black college or university (HBCU) such as WSSU creates a spillover effect.  A study actually looked at the distance of HBCUs from low-income communities and concluded that as the distance decreases, the prevalence of adult African Americans with college degrees increases, as does per capital income. We also know that there is a tremendous inter-generational affect from first-generation students who graduate from college since the children of college graduates are much more likely to attend and graduate themselves.

This literature, as well as empirical observations, strongly suggests that the benefits to an African American community directly, and to the broader community more indirectly, are significant.  We see that the average wages for the community is higher, taxes are often lower and there is less reliance on public assistance.

Moreover, I was surprised by a 2008 study conducted by the Southern Economic Journal.  This study tracked wages over a 16-year period and determined that at the end of that period, African American males who attended HBCUs saw their wages overtake those of the non-HBCU attendees by about six percent.  In other words, HBCUs are particularly effective in matriculating disadvantaged males, in terms of pre-college attributes, and providing them with the tools to be successful in the labor market.

When you consider the economic impact and the impact on human capital, it becomes obvious that Winston-Salem State is a great investment because it provides both direct and indirect benefits to this community and to this region.   A great many of our graduates stay in our communities.  In fact, nearly one third of our total number of alumni is in the Triad area.  They live here, work here and pay taxes here.  Additionally, in many cases, we continue to create net economic contributors instead of allowing our young people to be net economic consumers.

All of this information leads me to an even deeper commitment to make the changes necessary to meet the educational needs of our students and the skill needs of employers.  We certainly developed the University’s Strategic Plan with that in mind.  To continue to grow our impact and our influence, we must develop graduates who can successfully compete in today’s marketplace and contribute to the betterment of the communities where they live and work.

Chancellor Reaves

In preparing for several speaking engagements during Homecoming, I came across a quote from an unknown author.  This person said, “Homecoming means more than winning a competition or a sporting event.  It provides an opportunity for every component of the university to come together to celebrate as a whole.”  That’s not to say that winning the Homecoming football game was not exciting, but I was extremely pleased to see people coming together to celebrate the past, the present and the future of WSSU.

Our students certainly celebrated with their own events and with other university-wide activities.  We also had alumni participating in classroom programs as well as in their own celebrations.  And there were many more community members on campus this year thanks to the outstanding Vendor Fair that surrounded the Clock Tower area.  Of course, the crowds that came downtown for the Homecoming Parade were also terrific.

I truly enjoyed spending time with the Class of 1960 that came back to celebrate the 50^th anniversary of their graduation.  They certainly outdid themselves with their reunion banquet and by contributing $82,000 for scholarships.

Another highlight for me was the opportunity to meet Lorraine Hairston Morton.  A native of Winston-Salem and a graduate of WSSU, Morton was an educator until her retirement.  That’s when she became involved in politics in Evanston, Illinois.  She was elected mayor and served until she retired in 2009 at the age of 90.  Her friends and supporters in Evanston wanted to recognize her achievements and made the decision to establish an endowed scholarship to support future teachers.

Mrs. Morton, at the age of 91, has more energy and enthusiasm than some people I’ve met half her age.  She was quite an inspiration.  She also reminded me that the memories created on our campus can live on in our alumni and that those memories can also impact the university’s future.

We also had the opportunity to recognize another alumnus who has maintained an on-going connection to WSSU.  Kelvin Farmer and his wife, Tammy, provided the funds to establish an endowed scholarship in the School of Business and Economics.

Of course, another major event during Homecoming Week was the opening of the Child Development Center under the management of Family Services, Inc.  It was rewarding to see children back in the Center where they have the opportunity to learn and to grow.  Again, there was a direct connection to the university through the Center director, Sheila Ebrahim, who is a graduate of WSSU.

It was truly gratifying to see all of the people who have passed through this university and have maintained their connection and commitment to Winston-Salem State.  It was also exciting to see the level of participation and energy that impacted the entire week’s activities.

Homecoming 2010 was certainly a week full of great events, great memories and another building block in the foundation for the university’s future.

As we complete the 2009-2010 academic and fiscal year, I wanted to take a few minutes to look back at all we accomplished in the past 12 months.  I think we would agree that it was an extremely busy year, but in compiling a list to present to our Board of Trustees last month, I was reminded that it truly was a productive year in the life of the university.

Chancellor Donald J. Reaves

Of course, a major accomplishment was the completion of the SACS reaffirmation.  Under the leadership of Dr. Merdis McCarter, and with the help of a strong team, Winston-Salem State University completed the process with very positive results.  In fact, our Quality Enhancement Plan, or QEP, was cited as a work of distinction.  The “Rams Write” program was well designed and well marketed to the campus.  Additionally, we know this focus on writing in the major will have a positive impact on our students.

The other accomplishment that will have a long-term impact on the university and our students was the completion of our Strategic Plan for 2010-2015.  We already have begun to implement some of the strategies outlined in the plan, but we do have a great deal of work in front of us.

While the pilot program of liberal learning seminars called for in the plan represents an important first step in curriculum reform, I believe revitalizing the entire curriculum is at the core of changing the way we educate students.  I have said it before and I will continue to emphasize that we must change our approach to education if we are to produce graduates who have the ability to be successful in the ever-changing global community in which we all now live.

Beyond accreditation and the Strategic Plan, there were certainly many other positive accomplishments during the year.  For example, we received approval from the UNC Board of Governors for our first doctoral program.  With SACS approval, we hope to begin the physical therapy doctorate program in January 2011.  The development of a one-stop registration process last fall improved efficiency and customer service for our students.  Our continued partnership with Wake Forest University and Wake Forest University Baptist Medical Center led to an amazing bio-dynamics lab and a neuroscience training cooperative.  And our Centers continued to support community efforts and expand their programs and their influence.

This past year was also a time that saw a great deal of focus on our athletics program.  After the decision was made to remain an NCAA Division II school, we knew we had a great deal of work to do to complete the transition.  In addition to meeting NCAA and CIAA compliance requirements, we had to create an athletic budget to ensure that our expenses were not greater than our revenues.  With the addition of Bill Hayes as our new athletic director, the budget efforts were not just aimed at reducing costs.  Bill and his staff have done a great deal of work to launch major athletic fundraising initiatives and to increase the department’s community outreach as a means of creating excitement and support for WSSU teams.  As part of that outreach, our first football game will be against Virginia Union and we will be playing that game in High Point, North Carolina.

Through so many of our efforts the past year, we have been working diligently toward the future and toward our goals to improve student retention and graduation rates, with a special emphasis on improving post-graduation outcomes.

Yet, we also do not want to lose sight of the portion of our mission that makes us an HBCU – providing access to higher education for people of color.  To that end, we have taken steps to improve the support we provide for our incoming students, many of whom are first-generation college students.  The expanded RAMDITION orientation program increased the support provided to the freshman class.  Through approaches outlined in the Strategic Plan, we will also improve the advising services provided, and we are exploring other ways of ensuring that students will be successful on campus – and after they leave WSSU.

To that end, we created a Dual Admission Program with Forsyth Technical Community College.  Students who are not as well-prepared for the rigors of a college education as they should be can now be admitted to both Forsyth Tech and WSSU, with access to resources on both campuses.  When the work at Forsyth Tech is completed, those students will matriculate to WSSU without the need to re-apply.

These efforts are just a few of the accomplishments that were completed during this school year.  Even though the total list is certainly impressive, we know that the 2010-2011 academic year will require a great deal of effort as we face new challenges and accept new opportunities.

We will continue to adjust our resources, examine all of our options and make decisions based on the direction provided by the Strategic Plan.   While the plan has five goals, each of them was developed with one purpose in mind – the success of our students.  Improving the retention rates, graduation rates and post-graduation outcomes of our students will be the driving force behind all that we do during the new academic year.

As always, I look to each of you to help the university continue to progress and to ensure that we are providing our students with the education and the college experiences that will make a positive difference in their lives.

Chancellor Reaves

This academic year seemed to have been the busiest one I can remember.  We have been involved in a myriad of activities and there have been some major accomplishments.  Of course, we’ve also had our share of challenges to deal with ranging from athletics to the fact we had to cancel the Fall Commencement in December due to inclement weather, perhaps a first in the history of the University.

Yet, as I sat through both our Fall and Spring Commencement ceremonies, I was reminded of the excitement of Homecoming last October, the intriguing conversations we had at the SGA and Honors College dinners, and the pride that we felt at the various events recognizing our outstanding students.

In fact, there have been so many good things happening on campus that I decided to develop a year-end report on the accomplishments and challenges of the 2009-10 academic year.  I plan to report orally at our Board of Trustees meeting in June and then share a written report with all of you.  I believe such an effort will allow us to pause for a minute to celebrate our successes and recognize the challenges that lie ahead before we begin the work of a new academic year that looms just around the corner.

With our new Strategic Plan to guide us, I know there will continue to be a tremendous level of activity in all areas of the campus as we focus our efforts and our resources on achieving goals that are designed to enhance the opportunities for success of our students.  I have been extremely pleased with the work that has begun,   particularly in the area of curriculum reform.  I know, however, that there is still much to do as we work to provide our students with a quality education.  Throughout the summer work we will focus on developing the implementation strategies to achieve the goals that the Plan lays out for the University.

There is, however, one major issue that continues to loom over us and could impact all of the work we are doing.  As the State of North Carolina continues to struggle with its economy, we know that there will be additional budget reductions for the fiscal year that begins July 1.   Our concern at the moment is with the magnitude of those cuts for the UNC system and for our campus.

As you may know we had planned for an additional two percent reduction.  But as the process has unfolded it appears that the cut will be more substantial.  We will not know for sure until the General Assembly completes its budget work what that final number will be.

Given the difficulties encountered in trying to absorb the previous budget reductions, we are concerned that these additional reductions could affect our academic core.  Faculty and staff have put a great deal of time and energy into the efforts to improve student retention and graduation rates.   A significant reduction in our state allocation could affect those efforts by, for example, limiting the number of classes we can offer, increasing the size of our classes, and reducing the availability of much-needed support such as counselors and advisors – all of which could impact negatively the ability of our students to complete their courses of study.

Winston-Salem State University, just like all the other campuses in the UNC system, exists for one purpose – to educate students.  At a time when an educated workforce is so important to the economic development of our community and our state, it seems counter-productive to take any step that puts the quality of that education in jeopardy.

So, the efforts we are making to educate and inform the North Carolina General Assembly are not just about letting them know the impact a severe budget cut would have on the future of our students, but the effect it would have on the future of our community and our state.  Yet, we know the State of North Carolina is facing a revenue shortage.  All logic tells us that there will be a budget reduction because funding just will not be available.

Therefore, we will need to consider carefully how we allocate the resources that are available, and in doing so the activities that support the goals of our Strategic Plan must receive the highest priority status.   We must continue to invest in the university to ensure that our students have access to the classes and the support that they need, that the faculty to teach our students is in place, and that the environment is conducive to learning.

So, regardless of the outcome, our charge is to work together to ensure that we meet this university’s vision of developing graduates of distinction known for leadership and service in their professions and communities.

Trained as an academic, I am focused squarely and keenly on the academic success of our students and this university.  The Strategic Plan that we recently shared with all faculty and staff certainly reflects my strong commitment to the core academic missions of this university, which are teaching and research.  For the next five years, [...]

It is difficult to believe that 2009 is drawing to a close.  Time seems to have gone by quickly, particularly since we have had so much to accomplish this year.
As we look back on the past twelve months, we should take the time to acknowledge the successes we have seen throughout this year and recommit [...]