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August is always a time for change on a university campus as students return,
classes resume and the synergy that is so characteristic of a great research
institution like Carolina intensifies. As our doors open this fall, however, we
face a different kind of change: a new academic year without Chancellor Michael
Hooker at the helm.
Board of Trustees Chair Anne Cates recently made an astute observation about
campus life in the coming year without Chancellor Hooker. She noted that
despite this tragedy, University business will continue and often such
adversity becomes a unifying force. She felt confident that would be the case
at Carolina, and I couldn't agree more.
Although I expect my tenure as interim chancellor to be brief -- I am among
those most vocally encouraging the Chancellor Search Committee to move with
deliberate speed -- members of the University community should know that I plan
to approach this job as if I were filling it permanently. There are long- and
short-term decisions that must be made, issues that must be dealt with today
and issues that will be ongoing for months and even years to come. I cannot
consider my actions just in the context of the expected duration of my
appointment. It is important that I look ahead to the greater good of
Carolina.
The University faces a full plate of items demanding attention. We must, for
example, continue to work to identify funding for our capital needs that went
unmet by the General Assembly, both in our regular budget request and in the
proposed bond package. Higher education consultant Eva Klein documented more
than $1.2 billion in renovations, repairs and new construction needs at
Carolina over the next five years. We must have modern laboratories to conduct
21st century research. We cannot remain competitive with our peers with labs
that would be an embarrassment to some of the state's high schools, much less
its flagship university. Likewise, with expected enrollment increases over the
next decade, we must plan now for adequate academic, residential and support
facilities. These kinds of capital projects are not a wish list; they represent
the reality of what Carolina must have to remain competitive with its peers.
North Carolina has made too great an investment in higher education to allow
the infrastructure to crumble around us and our reputation to decline as a
result.
Also on the agenda is the development of a workable strategic budget process.
This year, as you know, we were faced with a $6.8 million budget deficit.
Although that represents less than 1 percent of our $1.2 billion operating
budget, any shortage is too much. To prevent this situation from recurring, we
have begun reviewing our budget process to identify campus goals around which
budget priorities can be established. I expect to devote a significant amount
of my time to this issue. When the next chancellor comes on board, I want there
to be absolutely no question that Carolina is on solid financial ground.
Additional planning for enrollment growth, preparation for our upcoming
capital campaign, support for key academic initiatives and positioning of the
University to recruit the very best leadership -- both in the chancellor
search, as well as searches for a new provost and vice chancellor for
administration and finance -- are among the other challenges we must tackle as
we enter the new school year.
I am greatly comforted that I don't face these monumental tasks alone. The
expert guidance of our senior leadership team and the support of our
outstanding faculty, staff and students will be invaluable in the coming
months. You are the people who know this special place best of all, and I feel
truly privileged to be working with each of you to help shape Carolina's
future.
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