State of the University Address
by Chancellor James Moeser
September 15, 2005
Great Hall, Frank Porter Graham Student Union
Before I begin, I want to thank the University community for your
splendid response to the victims of Hurricane Katrina. I received
an e-mail from the father of a Tulane freshman who enrolled here
four days after Tulanes announced closing for the semester.
His older son is a UNC junior. The father wrote, Chapel Hill
is every bit the special place my oldest son said it was. You and
your team will be remembered by our family for the warmth and kindness
you have extended to us and those like us.
All across this campus, students, faculty and staff have reached
out in extraordinary ways to the people of Louisiana and Mississippi.
Your actions confirm what I already knew about Carolinas uncommon
spirit and character. I ask only that you sustain that same spirit
in the weeks and months ahead. The people of the Gulf Coast, and
now our own coast, will need our help for a long time.
The importance of this University reaching outboth here in
North Carolina and beyondto meet the competitive challenges
of globalization is the central theme of my remarks today. Later,
I will share my thoughts about key issues including scholarships
for students, compensation for faculty and staff, building for the
future and the renaissance of our performing arts. Carolina is moving
forward with tremendous momentum. Our challenge is to sustain that
energy and focus it in the areas that will best serve the people
of North Carolina in the future.
And now let me recognize several special guests and ask them to
stand: the chairman of our Board of Trustees, Nelson Schwab of Charlotte,
and Trustee Roger Perry of Chapel Hill. It is also an honor to recognize
past Chancellors William Aycock, Christopher Fordham and Paul Hardin.
Let me also ask the members of the Chancellors Cabinet and
all of our academic deans to stand. Also Faculty Chair Judith Wegner,
Employee Forum Chair Tommy Griffin and Student Body President Seth
Dearmin. And we are privileged to have members of our Board of Visitors
on campus for their fall meeting here.
A Global University for North Carolina
Over the summer, my wife Susan and I led a delegation from Chapel
Hill to Singapore and Bangkok. Our trip had several purposes, one
of which was to participate in a meeting of university presidents
and chancellors representing the Association of American Universities
and our counterparts from the Association of Pacific Rim Universities
who came from Australia, China, India, Japan, Thailand and South
America. We were hosted by the National University of Singapore,
which was celebrating its centennial.
While in Singapore, we met 25 rising Carolina sophomores, several
faculty members and alumni benefactors Alston Gardner and Barb Lee.
We heard our students, many of whom were studying abroad for the
first time, discuss their experiences. We also traveled to Bangkok
to visit Kenan Institute Asia, which is playing a key role in Thailands
Our colleagues at the National University of Singapore tookadvantage
of their role as conference host, not only to celebrate their centennial,
but also to announce their vision for a place on the global stage
as a leading world university. The city state of Singapore has made
a strategic decision to support NUS by investing heavily in its
future. We heard from national leaders who made a compelling case
for the power of higher education to shape a successful future for
We explored additional relationships between Carolina and NUS,
as well as other universities in Asia. UNC has extensive relationships
with NUS, but several other American research universities have
an even larger presence in Singapore than we do. Our delegation
met with their provost and senior deans to discuss our existing
programs as well as new ones, including a proposed undergraduate
degree between the two universities. They also had this message
for us: for years, they said, you American universities have been
trolling in our waters for faculty and graduate students. Now we
are going to troll in your waters.
Here is the lesson of these conversations: We are in a competition
with this and other international universities, and our global partners
are also our competitors. Singapore not only has an eye on the United
States and Western Europe, but an even more acutely wary eye on
their neighboring giants, China and India, both of which are making
huge investments in their universities and in research. Singapores
former ambassador to the United Nations, Tommy Koh, in a speech
to our conference, put the expansion of these two countries in stunning
perspective, citing annual growth rates approaching 8 and 9 percent.
The rise of China and India are the two biggest growth stories
of this century, Koh said. If they succeed, they will
inevitably change the world.1
Before leaving for Asia, I had just finished reading Thomas Friedmans
New York Times best-seller, The World is Flat: A Brief
History of the Twenty-first Century, and this book was fresh
on my mind. Friedmans thesis is that the playing field of
ideas and innovationthe fuel of a knowledge economy and once
the province of the United States and the developed worldis
wide open. Friedman draws from those who have called this new phenomenon
the globalization of innovation.2 The job loss we are
now experiencing to China and India is not just low-paying, semi-skilled
manufacturing jobs, but high-paying, knowledge-based technology-sector
jobs. The next wave could mean the potential loss of our international
leadership in innovation and creativity.
In describing the rapidly changing environment of international
competition, Friedman uses a metaphor that we should be quick to
grasp at Carolinabasketball. Most of us can remember when
the United States Olympic team was pre-eminent. We sent our best
college athletes and won easily. But then the world took it up a
notch, and we responded by sending in our pros. However, the 2004
American team, made up of NBA stars, lost to Puerto Rico, Lithuania
and Argentina and came home with a bronze. Previously, the United
States had lost only one game in the history of the Olympics.
Next year in the City of Beijing alone, more students will take
the SAT than in the entire United States. China has 1.3 billion
people, and its government is making huge investments in its universities.
Our country is on an opposite track. Federal funding for research
in the physical and mathematical sciences and engineering, as a
share of gross domestic product (GDP), declined by 37 percent between
1970 and 2004. When we should be doubling our investments in basic
research, just to keep up with the rest of the world, we are making
The key to retaining and creating jobs in this international competition
is an educated, well-trained workforce. But consider these developments:
National Science Board reports the percentage of scientific papers
written by Americans has fallen 10 percent since 1992.4
By 2010, if current trends continue, over 90 percent of the worlds
scientists and engineers will live in Asia.5
The United States is falling behind in producing college graduates,
especially new Ph.D.s in science and technology. North Carolina
is in the lowest quartile of all 50 states for the production
of Ph.D.s in science and technology as a percentage of population.6
Our situation is particularly troubling if you look at the state
of American science education at the pre-college level. Test results
of fourth- and eighth-graders in science and math worldwide should
be a wake-up call for all of us. For example, 44 percent of eighth-graders
in Singapore scored at the most advanced level in math, as did 38
percent in Taiwan. Only 7 percent of American students scored at
the most advanced level.7
Leadership That Matters for North Carolina
So what does this mean for us? For UNC? For North Carolina?
First, North Carolina must compete in this global economy, so
it is absolutely critical that its flagship university be a player
on the world stage. We must be engaged internationally. Our new
Global Education Center, now under construction, is a visible and
tangible symbol of that commitment.
Second, we are called to deepen our engagement with North Carolina.
Globalization strikes fear in many hearts across our state, which
has been so heavily stricken with job loss. Peter Coclanis, associate
provost for international affairs, describes this well in a paper
that he read last year at our Globalization and the American
South conference. Peters paper, Down Highway 52:
Globalization, Higher Education and the Economic Future of the American
South, asks the question that I want to pose today: What is
the role of a great university in a state that wants to beindeed
must befully competitive in a global economy?8
If there is one thing I have learned in my travels to nearly 50
communities last year around the state, it is this: our University
is deeply engaged in the issues that matter most to North Carolinianstheir
health, their economy and their education, both for themselves and
their children. In every place I have visited, from the mountains
to the coast, I have seen our students, faculty and staff making
a difference and touching peoples lives.
I have enjoyed stops at several of our Area Health Education Centers.
AHEC is a shining example of an outreach program that improves the
health of North Carolinians in every part of the state. We coordinate
a sophisticated array of educational and clinical programs, increasing
the supply of health-care providers and enhancing the quality of
care to patients.
A key component of AHECs service mission is Medical Air
Operations, based at Horace Williams Airport. We plan to relocate
Medical Air to Raleigh-Durham Airport when we begin the development
of Carolina North. Last May, I pledged to keep Horace Williams Airport
open until site work for Carolina North begins in approximately
We are absolutely committed to both AHEC and Carolina North. We
are not satisfied with maintaining the status quo when it comes
to health care for our citizens. With shortages increasing for health
professionals, we have bold plans for AHEC. We will seek support
this year to expand our training capacity to meet the growing need
for dentists, pharmacists, nurses, physicians and other health-care
professionals. We will look to AHEC for leadership in improving
the diversity of the health-care workforce and addressing unacceptable
disparities in health care.
We are deeply proud of the services AHEC provides. Let me ask
Dr. Alan Stiles, chair of pediatrics in the School of Medicine,
to stand. His department has the highest number of faculty participating
in AHEC. Last year, children with special health problemsmany
with cancer, sickle cell anemia or heart abnormalitiesmade
over 5,000 patient visits to clinics served by our pediatrics faculty.
The change in the economic landscape of North Carolina affects
all of its communities, and those dependent upon farming and manufacturing
have been especially disrupted. But as I pointed out earlier, no
sector of the economy, no sector of the state, is immune from global
We have a great opportunity to reach out to one particularly hard-hit
region through the initiative announced Monday in Kannapolis. The
North Carolina Research Campus is a promising partnership with the
Dole Food Company and the UNC System. We intend to leverage our
own research strengths in obesity, nutrition and disease prevention
in the development of a new biotechnology and research campus on
the site of the former Pillowtex plant.
This project could be yet another great example of how this University
is reaching out beyond Chapel Hill and the Research Triangle.
Expanding our Capacity for Innovation
We fully intend to expand this Universitys capacity for
innovation. The best example is Carolina North, our new campus for
living and discovery, a place where we will engage in a significant
way with the private sector and create affordable housing for faculty
and staff in a beautiful environment that will allow people to live
near their workplace. We presented the concept for Carolina North
to the Board of Trustees in May. The trustees voted unanimously
to authorize us to move ahead in working with our potential partners,
as well as the towns of Chapel Hill and Carrboro.
An economic impact study estimates that Carolina North will generate
7,500 local jobs and about $48 million in annual tax revenues by
the year 2020. More importantly, the study confirmed that Carolina
North has the potential to position UNC as a leading national center
for public-private partnerships. Carolina North will be a catalyst
for the states economic transformation.
The states universities are the engine for the new economy
for North Carolina. Our challenge is to maximize our capacity to
help fuel that transformation.
A fundamental problem facing North Carolina is K-12 education.
The numbers I cited earlier send a clear message that our public
education system in North Carolina is not keeping pace with 21st
We have several programs that reflect the Universitys growing
involvement in K-12 education. For example, LEARN North Carolina
is a collaborative statewide network of teachers and partners devoted
to improving student performance and teacher proficiencies. Its
Website in our School of Education receives 10,000 visitors per
day and provides support to teachers and students in all North Carolina
Destiny and Discovery, our traveling science laboratories, just
received additional funding from the General Assembly. This program
provides students with hands-on wet-lab science experience and critical
classroom materials for teachers. Ive watched children in
several schools experience the innovative science available in these
buses, and their enthusiasm is contagious.Chancellors Task
Force on Engagement with North Carolina
Our overall contributions are considerable. The Institute of Government,
AHEC and the Carolina Center for Public Service, these are all wonderful
examples of how the University is engaged with the state. But I
see two problems. First, as a University community, we are not organized
for the best possible coordination of our outreach and engagement.
Often the left hand does not know what the right hand is doing.
People around the state are often uninformed about the actual involvement
of this University in their communities, or where to go if they
have a problem.
We can and must do more. We have a responsibility to continue
leading and probing with humility and curiosity opportunities to
match our resources with the states needs. Our commitment
to engagement and public service is part of Carolinas genetic
Therefore, I am convening a panel of University leaders to recommend
how we might most effectively mobilize our resources. I am asking
a number of senior officers to work directly with me as a special
task force to address this question. These challenges facing our
state are urgent, and we must respond accordingly.
Their recommendations should reflect an understanding of the work
already underway, emphasize specific strategies to improve these
efforts, respond to areas of unmet need and identify resources to
assure a continuity of effort. The task force will report preliminary
findings and recommendations by the end of December.
A Special Focus on K-12 Education
There is one problem facing North Carolina that we cannot wait
to engagenot even for the time it will take this task force
to reportand that is the problem of our public schools. To
live up to our calling to be the nations leading public university,
our light must shine with greatest intensity where it is most needed.
Nothing calls us more urgently than the challenge of improving public
schools in this state.
The U.S. Department of Education has awarded our School of Education
a $10 million grant to be the nations lead school of education
tackling rural school reform. Through our National Research Center
on Rural Education Support, our faculty will provide support to
teachers and develop programs for students. We can make North Carolina
the leading state in school reform.
However, that is only a start. Working under the umbrella of the
engagement task force, I am asking the dean of our School of Education,
Thomas James, to spearhead a bold initiative that will mobilize
us to help the states schools achieve dramatic gains in teaching
and learning for all children. But this problem is not the province
of the School of Education alone. I am committing Carolinas
full range of intellectual power to address these complex issues.
Dean James will also work directly with State Board of Education
Chair Howard Lee on this strategy for engagement with our public
schools. At our summer retreat for deans and vice chancellors, Chairman
Lee appealed to us to create a network of faculty, including but
going beyond the School of Education, who can respond to critical
issues facing public school teachers, much as our Institute of Government
faculty respond to the needs of public officials around the state.
He also pointed to the critical need for leadership at the level
of the local school. I will ask the engagement task force to study
these proposals from Chairman Lee.
We have made great strides to ensure that UNC is accessible and
affordable to low-income and middle-class students. The Carolina
Covenant and its promise of a debt-free education to qualified needy
students is widely recognized nationally. It has become a blueprint,
not only for admitting deserving students from low-income families,
but also for ensuring their academic success. I am pleased that
our first class of scholars did exceptionally well. We had an attrition
rate of 2.2 percent to the second year. To ensure the continued
success of these students, we have launched a faculty mentoring
program led by Fred Clark, associate dean of academic services.
Let me recognize Fred and those faculty volunteers. I look forward
to even more progress with this years second class of 344
Covenant Scholars admitted under expanded eligibility requirements
announced in last years State of the University address.
Diversity Task Force
Diversity is a key component of our academic plan. Last year,
a special diversity task force underscored the importance of diversity
on this campus.
We have made tremendous progress since the racial integration
of the University 50 years ago, and from the days when women were
We have seen improvement in the diversity of our full-time permanent
faculty, especially among female African-Americans and male and
female Asians and Hispanics. But we have made frankly little progress
among African-American males.9 We need to examine what is working
and what is not. One of the programs that is clearly working is
the Carolina Postdoctoral Program for Faculty Diversity. This state-supported
program, begun in 1983, develops scholars from underrepresented
groups for possible tenure-track appointments at UNC and other research
universities. Twenty-one program graduates now hold tenure-track
jobs at Carolina, and another 78 serve on faculties of other universities.
However, the essence of the diversity we seek is not something
that can be captured in data. It is intangible; it deals with the
spirit, with the culture of the campus.
I want to extend this idea to every dimension of human interaction,
including race, religion, politics and sexuality. Some of these
categories are the very fault lines in the culture wars in America
today. This is our raison detre. This University was created
at the beginning of the American republic to be a laboratory for
democracy. We can show America how to have civil discourse about
We can have a campus culture where gays and lesbians feel welcome,
where faith-based groups and political conservatives, as well as
liberals, feel that their voice can be heard and respected, and
we can do this without adopting speech codes or infringing upon
the First Amendment or academic freedom. We can do this.
Archie Ervin, the associate provost for diversity and multicultural
affairs, will lead the development of a diversity plan for Carolina,
which can have a positive impact on every aspect of our life together
on this campus.
Faculty Salaries and Campus-Based Tuition Increases
A great university starts and ends with a great faculty. Thus,
the number one priority for this University remains attracting and
retaining the finest faculty in the world.
As we benchmark ourselves against our national academic peers,
we have worked hard to make up lost groundto stay competitive
with Americas and now the worlds best universities.
Last year, faced with increasing competition from private universities,
we again held steady with the overall faculty retention rate. From
32 external offers, we retained 21 faculty members and lost 11 to
other institutions. The year before, we retained 43 faculty and
lost 26, reversing a negative pattern from the year before that.
Our real success, however, has been the ability to reward faculty
based on merit and achievement, not just responding to raids. A
pre-emptive strategy of recognition and reward always trumps a reactive
strategy of offers and counter-offers. No one should feel that recognition
only comes through an external offer.
I am encouraged that the Board of Governors has launched a study
of the competitive needs of research universities and has established
a task force on tuition policy that includes our Trustee Chair Nelson
Schwab. Meanwhile, our own Tuition Task Force has just begun its
work this fall. No one likes tuition increases, and our request
to the Tuition Task Force is to study carefully the needs of this
campus and to ask only for that which is truly necessary to maintain
the high quality of a Carolina education.
Last year, we raised money for 25 new endowed faculty chairs through
the Carolina First Campaign. The General Assembly appropriated $8
million in recurring funds across the UNC System to match these
gifts and doubled the amount to be matched by the state. Our share
of these new state funds totaled $4.3 million, clearing the way
for 18 of the 25 new chairs to be fully funded.
Staff Salaries and Benefits
Staff salaries and benefits remain a great concern. While we all
appreciate this years salary increase from the Legislature,
I know that many of you just received notification from the State
Health Plan about the sharp increase in your out-of-pocket costs.
This is yet just another sign that the states benefits package
is increasingly non-competitive with the private sector and with
peer institutions in other states.
We will continue looking for opportunities to take positive action
when we can, particularly for employees at the bottom end of the
pay scale. Effective last week, we increased annual salaries for
all eligible full-time permanent staff to no less than $20,800.
That exceeds by at least $688 the most recent action taken by the
General Assembly. We have made these in-range adjustments, based
on a market study, following state employee procedures and policies.
Besides these salary increases, the University is making additional
salary adjustments for other lowest-paid staff based on equity.
In addition, Dr. Bill Roper, CEO of the UNC Health Care System,
is implementing a similar plan for health-care system employees
that will take effect early next month.
The work of our employees is important to our academic success.
We operate in the highly competitive Research Triangle labor market,
and we must compete to keep our very best employees.
I am honored now to recognize winners of the 2005 C. Knox Massey
Distinguished Service Awards. Please hold your applause until I
ask each of them to stand individually: Paul Spencer Davis, maintenance
mechanic, Facilities Services; Boka Hadzija; professor, School of
Pharmacy; Sue Hester, administrative manager, Honors Program and
the Johnston Center; Shirley Ort, associate provost and director
of scholarships and student aid; Eric Schopler, professor and founder,
Division TEACCH, School of Medicine; and Betty Russell, housekeeper,
Facilities Services, who could not be here. These are our very best.
One issue of concern for both faculty and staff is the need for
affordable housing in Chapel Hill and Carrboro. I am pleased, therefore,
to announce our intention to build new affordable housing for UNC
faculty and staff on a portion of a 63-acre tract that we own close
to Carolina North. Details are pending. We hope to create a neighborhood
of approximately 140 single-family homes, town homes and condominiums.
We are doing this to benefit our faculty and staff. It will be our
first venture in building homes for faculty and staff to own, but
it will not be our last. We will build even more in Carolina North.
Merit- and Need-Based Scholarships
Carolina attracts great students, and the best of these students
have many opportunities. In the past we have lost some to other
universities offering merit-based scholarships. We intend to intensify
our recruitment of students with exceptional academic and leadership
potential, but we shall not do this at the expense of our support
for need-based awards. Some institutions have actually diverted
funds from need-based aid to recruit high-ability students. That
approach is contrary to our values. Rather, we are building a merit-based
scholarship program upon a strong foundation that takes care of
need first. Few universities can declare, as we do, that they meet
100 percent of the demonstrated financial need of their students.
Last year, our trustees, responding to a creative proposal from
Faculty Chair Judith Wegner, voted to allocate all of the proceeds
from the sale of trademark-licensed products to scholarships and
financial aid. As a result, we created 55 new merit-based scholarships
Through the Carolina First Campaign, we intend to raise $60 million
to support additional merit-based scholarships. To jump-start this
drive, I am delighted to announce a $10 million bequest from the
estate of alumnus Colonel John Harvey Robinson. Within one year
of investment, we expect this fund will provide $500,000 annually
for new merit-based scholarships. Colonel Robinsons generosity
will assist us in attracting the best and the brightest to Chapel
Hill. A member of the Robinson family, Tom Heath, associate director
of finance and administration at the Carolina Population Center,
is with us today. Let us thank Tom for representing his family.
We will also work to increase the support for need-based awards.
We have had great success in seeking support for the Carolina Covenant,
for which we have raised almost $3.5 million. We shall continue
to seek additional support for this great program with the goal
of a $10 million endowment.
Master Plan Update
Last fall, we began updating our campus master plan. We remain
committed to the bedrock principles of this plan. The bottom line
is we are fast approaching the full build-out of the main campus,
thanks to a pace of construction that greatly exceeds that envisioned
in the original plan. Completion of the main campus and Carolina
North together are the future of the University.
As part of our efforts to engage the campus and larger community
in this work, we are scheduling additional briefings for the community
and the Chapel Hill Town Council. After briefing the council on
the master plan update, we will then seek town approval for modifications
to our current development plan. At the same time, we will begin
conversations with our neighbors in Chapel Hill and Carrboro, as
well as with the regional and state transportation and traffic authorities,
about key issues related to Carolina North, including transportation
and traffic, fiscal equity and environmental issues.
A Renaissance of the Arts
We have made enormous strides in science and technology over the
past five years. I am enormously proud of what we have accomplished
in adding people, equipment and facilities in areas including genomics,
advanced materials science, nanotechnology, biotechnology, bioinformatics
and information technology, among others. We will continue to pursue
excellence in these areas.
But being a great university also includes strength in the arts
and humanities. Last weekend, the University community enjoyed the
re-opening of Memorial Hall, which, I truly believe, marks the beginning
of a renaissance for the arts at Carolina. For me, this is a long-awaited
reality. I believe in the power of the arts to transform the human
spirit. We dont talk much about the spirit in this secular
university, but we should. The arts can provide the platform for
the deepest expressions of what it means to be human. The restoration
of Memorial Hall and the new Carolina Performing Arts Series is
only the beginning. We also want to enhance the bonds between our
academic units in art, dramatic art and music, as well as with existing
organizations such as the PlayMakers Repertory Company. Ultimately,
the realization of the arts common, including the restoration of
Old Playmakers Theatre, Gerrard Hall, the expansion of the Ackland
Art Museum and a new music building, will constitute the full story.
The essence of this Renaissance, however, is not in buildings,
but in people and programs, representing a tangible bridge to the
communities beyond the campus. We invested in this first year of
the Carolina Performing Arts program to launch this new series at
a level commensurate with a great university, but we cannot sustain
it with University funds alone. We have set a goal of a $10 million
endowment to continue this high level of program activity. I am
delighted to announce a challenge grant of $5 million from the William
R. Kenan, Jr. Charitable Trust to help us realize this goal. Dick
Krasno, executive director of the Kenan Trust, is with us today.
Please join me in thanking him.
Let me also challenge our faculty to find ways to integrate the
arts into their teaching, and challenge our students to take advantage
of the $10 tickets that are available to them for every one of the
40-plus performances in Memorial Hall. My hope for Carolina is that
these presentations, plus the countless other student performances
and public lectures that will take place in this wonderfully restored
hall, will invigorate the intellectual life of this University,
restoring that richness and fabric that we have so missed these
past three years.
Ars longa vita brevis. My free translation of that is life
is short, but art lasts forever.
Hail to the brightest star of all. Carolina.
Chancellors Task Force on Engagement With North Carolina
Premise: The University of North Carolina at Chapel Hill
is a public extensive research university whose mission is understood
through its commitments to education, research and service. Our
ability to realize our aspirations as a University depends upon
balancing and strengthening these commitments while expanding our
reach in the global community and deepening our connection with
the State of North Carolina.
There are key needs of North Carolina that require a deepening
of activities related to our commitment to engaged service. These
needs are organized in the areas of education (broadly understood),
health care and the economy. Making progress and improving the education
and well-being of our population and the viability of our communities
is vital to successful future of the State of North Carolina.
Charge: I am convening a select panel of University leadersincluding
the provost, the deans of arts and sciences, business, education,
government and public health, the vice chancellors for medicine
and research and economic development, the director of the Carolina
Center for Public Service and the chair of the facultyto recommend
how we might most effectively mobilize the Universitys resources.
These challenges are urgent, and we must respond accordingly.
The recommendations should reflect an understanding of the work
already underway, emphasize specific strategies to improve these
efforts, respond to areas of unmet need and identify resources to
assure a continuity of effort.
How we work locally is important. We want to make contributions
that are practical and responsive to local expertise and interests.
Carolina is fortunate to have several schools and units that have
developed significant expertise, sensitivity and trusting relationships
with communities across the state. The schools of government and
medicine, through the Institute of Government and the Area Health
Education Centers Program, and the Carolina Center for Public Service
are important examples of how Carolina is engaged and will assume
a key role with the task force.
The strength of our University is manifest in the works of our
faculty, staff and students which embody our collective commitment
to education, research and service. We look to the schools of education,
business, public health and the College of Arts and Sciences, as
well as other schools and institutes, for substantive leadership
in target areas of concern. The task force will report preliminary
findings and recommendations by the end of December.
Tommy. Three Messages for America From an Asian Who Loves
America. Remarks delivered July 1, 2005, in Singapore to the
Association of American Universities-Association of Pacific Rim
Universities Presidents Roundtable, p. 2.
Thomas L. The World is Flat: A Brief History of the Twenty-First
Century. New York, N.Y.: Farrar, Straus and Giroux, Publisher,
2005, p. 30.
Americas Potential: The Education for Innovation Initiative."
Published by The Business Roundtable, July 2005, p. 1. (http://www.businessroundtable.org/pdf/
and Engineering Indicators 2004. Published by the National Science
Board, National Science Foundation, Division of Science Resources
Statistics, Arlington, Va., May 2004, Table 8-8. (http://www.nsf.gov/sbe/srs/seind04/)
Peter A. "Down Highway 52: Globalization, Higher Education,
and the Economic Future of the American South." The Journal
of the Historical Society, Fall 2005, Vol. 5, pp. 331-345.
Report of the Chancellors Task Force on Diversity, April 26,
2005, pp. 12-14. (http://www.unc.edu/minorityaffairs/