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Georgia Regents University has 'long way to go,' ASU interim president says

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EDITOR’S NOTE: Community Newsmaker is a monthly series that sheds light on topical issues through the eyes of local newsmakers. Today, Augusta State University Interim President Shirley Strum Kenny talks about what it will take to make Georgia Regents University a successful research university.

Augusta State Interim President Shirley Strum Kenny will lead the school until consolidation with Georgia Health Sciences University takes effect in early 2013  ZACH BOYDEN-HOLMES/STAFF
ZACH BOYDEN-HOLMES/STAFF
Augusta State Interim President Shirley Strum Kenny will lead the school until consolidation with Georgia Health Sciences University takes effect in early 2013

Shirley Strum Kenny became Augusta State University’s interim president July 1 after William Bloodworth stepped down to return to teaching.

She will lead the school until consolidation with Georgia Health Sciences University takes effect in early 2013 and Ricardo Azziz becomes president of the merged Georgia Regents University.

Kenny worked as president of Queens College, City University of New York from 1985 until 1994 and at State University of New York at Stony Brook from 1994 until her retirement in 2009.

She is known for leading a national initiative to address the state of undergraduate education at major research universities. Kenny was chairwoman of the 1998 Boyer Commission on Educating Undergraduates in the Research University, which she says created “the bible” on the subject.

While at Stony Brook, Kenny oversaw a building and beautification initiative, a record growth in enrollment and faculty, and the maturity from Division III athletics to Division I, among other initiatives.

MAKING AN R1

Kenny said converting a university into an R1 research institution is a long, complicated process but one that is possible for GRU.

The Association of American Universities, the leading membership organization for research universities, accepts schools as R1 based on the amount of research grant money, particularly federal money, the school brings in, as well as the breadth of graduate programs in all fields, Kenny said.

The consolidated university must also develop a balance of instruction and research among its faculty. Kenny said that will require lessening the course load on professors.

“The faculty at ASU teach four courses a semester, which is a huge load,” Kenny said.

Kenny said the goal for research-grant raising is still not set because leaders of consolidation must determine which fields will have the most focus. However, for the school to be successful, she said, it must concentrate on all areas from arts to medicine.

“We really have a long way to go,” Kenny said. “If you look at where we are now, the medical complex is much further along because that has not been the mission of ASU.”

The road to R1 could take as long as 20 years and millions of dollars.

At Stony Brook, which joined the Association of American Universities in 2001, Kenny said, it took $1 million to cover a new lab, graduate assistants and salary of a new scientist.

The humanities and arts are usually less expensive because researchers in those areas often just require time and travel to research sites.

STUDENT PROGRAMS

In her limited time at ASU, Kenny said, her focus has been the undergraduate experience.

Kenny would like to develop a pipeline program that would guarantee students a place in the medical program if they make certain grades in their undergraduate studies. She also has plans to link arts and science majors with the business world so students can begin to take courses that will lead to MBAs.

Kenny said she would like to establish an honors college, expand undergraduate research and strengthen dual enrollment programs so high school students can earn college credit.

“We’ve got to have a great undergraduate program, or it doesn’t work,” she said.

MAKING GAINS

To combat ASU’s traditionally poor graduation and success rates, Kenny said she will develop student-centered initiatives.

“Some (changes) are really just understanding that what happens to the student is what we’re all about, and making sure that student gets right through,” Kenny said. “I talk about the student as the red thread through the fabric of our university. We vow to make sure that everything we do makes that road straight and forward and allows those students to graduate as soon as possible.”

Kenny said making changes to schedule design and offering the right number of course sections are logistical adjustments that will help students finish on time.

The four- and six-year graduation rate could also improve by addressing withdrawal issues and making sure students are taking enough courses each semester, she said.

“So you’re removing the obstacles and you’re providing incentives and excitement about the curriculum that make it a very attractive place for people to come, and then making sure that they can move along as quickly as possible,” Kenny said.

The remediation program must also be revised, she said.

Typically, research universities do not have a large population of remedial students, so Kenny said GRU must look at ways to meet the needs of this community.

She said personal intervention is the best route for remediation. In one of her early teaching positions, at Gallaudet University, a school for the deaf in Washington, D.C., instructors spent 30 minutes with each student once a week for reviews, and Kenny said she has tried to sell that approach her entire career.

“If you’re going to have remediation, it can’t be a matter of flunking them and having them try again,” Kenny said. “It really has to be looking at their individual problems.”

CHANGE

Kenny said that the consolidated university must have the financial support of the state and must receive sufficient funding.

At Stony Brook, a campus of about 27,000 students, the school worked with an annual budget of $2 billion. For fiscal year 2013, ASU has a $52 million operating budget. GHS Health System has a $646 million budget while the university works with $647 million budget, which is constantly changing.

Growth at GRU could include a larger athletic program to strengthen community involvement and school spirit.

“You can’t become a research (university) only on health sciences research,” Kenny said. “It has to be across the board. One of the things it’s going to take is money. If the state wants this, they’ve got to invest in it. There is no way you can do it on the very tight budget on which ASU is running. And I will say the budget is so tight it was a real shock to me when I came here.”

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puppydog
228
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puppydog 09/15/12 - 09:51 pm
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To be successful, ASU admissions standards must be raised...

The merger is between 2 incongruous institutions. If GHSU is trying to become a world class, top tier research university, they can't have a community college with low admissions standards and a low graduation rate pulling them down. Either forget about being a top research university and medical school, or force ASU to up their admissions standards. They will accept anyone who applies, with minimum GPA's & SAT scores. What do you expect when you accept this caliber of student- of course the graduation rates are going to be low and they are not going to be able to even pass the remedial courses- that is evidence right there that they are not ready for a university. Some people need to go to a 2 year Jr college or Augusta Tech, then maybe try to work their way up to a university. UGA does not have a problem with drop outs, low graduation rates or students not passing remedial courses (I seriously doubt if anyone accepted into UGA would even get accepted if they needed a remedial course. Their admissions standards are extremely high. Which, by the way, is more in accordance with a medical school).

puppydog
228
Points
puppydog 09/15/12 - 10:11 pm
1
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"Kenny would like to develop

"Kenny would like to develop a pipeline program that would guarantee students a place in the medical program if they make certain grades in their undergraduate studies."

I don't think so... the medical programs at MCG/GHSU get most of their students from UGA, Ga Tech, Ga State, Ga Southern, Emory, Mercer, all of which have MUCH higher admissions standards and retention rates than ASU. The ASU students will be in competition with those students for a place in the medical programs.

There are currently over 2000 applicants for 230 spots in the 1st year medical school class at MCG (which is a much lower percentage than most top medical schools, which have between 6000 to 9000 applicants to their medical schools for between 102 and 190 1st year medical school spots- so MCG needs to up its standards, not lower them to be competitive! And MCG's nursing program has roughly 400 qualified applicants for 85 spots). You can't just "give" these limited coveted spots to the under-qualified, under-performing ASU students. You can't lower the quality of Georgia's healthcare providers to cater to the less qualified ASU students. This is the craziest comment I've ever heard!

MCG/GHSU is the major medical school/healthcare education institution in the state of GA, so the limited number of spots in the programs have to go to the most qualified applicants, not be "saved" or "guaranteed" for the ASU students.

After hearing that comment, I think the medical school probably should be moved to Athens so as not to risk lowering its standards.

class1
299
Points
class1 09/16/12 - 05:37 pm
0
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Standards

Agree with raising the admission standards! Don't let money talk by taking everyone who applies to the school. Hopefully, now that Augusta Tech has a 2 year nursing program to become an RN, they didn't lower the standard!

Skooter
64
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Skooter 09/23/12 - 10:25 pm
0
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Let's look at some numbers….

Let's look at some numbers…. Stony Brook has 27,000 students with a $2 billion annual budget, which is $74,074/student/year. GHSU has 2,442 students with a budget of $647 million, which is $264,946/student/year. ASU has 6,919 students and an 'operating' budget of $52 million, which is only$7,515/student/year. There's great disparity in the numbers. (GHS Health System, the 'hospitals', budget is approximately the same at GHSU but hospitals don't have students. GHS Health System serves as the teaching hospital for GHSU).

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