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Nothing worth having, intellectually or otherwise, can be secured without hard, persistent, earnest, faithful work.
David Bancroft Johnson, Founding President, 1910 Opening Address
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We have the opportunity here to create out of the legacy bestowed upon us by the past and our dreams for the future a zealous scholarly companionship that will saturate every corner of the campus: a mission compounded of service, of excellence, of diversity and of community.
Anthony J. DiGiorgio, Winthrops Ninth President, October 1990 Inaugural Address
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Scholars Walk
The West Center, a120,000-square-foot, state of the art health, physical education, sport, human performance and wellness facility. Carroll Hall, a new high-tech facility for the College of Business Administration, including the Carroll Capital Markets Trading and Training Center. Owens Hall, a 32,200-square-foot, high-tech, general-use classroom building. The DiGiorgio Campus Center. This 128,000-square-foot facility houses activities and meeting spaces for clubs and organizations, student recreational facilities, Markleys food court, Starbucks, the Winthrop University Bookstore, post office facilities, Student Life offices and board meeting facilities. Hardin Family Gardens, a donor-supported outdoor facility designed for teaching and learning in a variety of disciplines, as well as a place for individual reflection. Scholars Walk, the central promenade of the Winthrop campus that connects Winthrops beginnings the Little Chapel to its future: major facilities joined by special green spaces along a pedestrian walk spanning the heart of campus. Indeed, U.S. News and World Report, which has listed Winthrop among its Top Ten masters level public colleges for 20 years, started off the decade by labeling Winthrop an up and coming institution noteworthy for the most promising and innovative changes in academics, faculty, students, campus or facilities. Other third-party verifications of excellence are reflected by Winthrops past inclusion in such publications as Barrons Best Buys in College Education, and Princeton Reviews Americas Best Value Colleges. The campus has been designed to create opportunities for faculty-staff interactions with students outside as well as inside traditional classroom or residence hall settings. It is those supplemental faculty-student interactions that often create mentorship opportunities and account for recognition of Winthrop by students as an institution where faculty will not only know your name, but will really know who you are.
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Moreover, Winthrops exceptionally collegial faculty and staff infuse the campus community with an energetic sense of purpose that puts student learning and personal development at the heart of all initiatives. Faculty number 286 full-time and 222 part-time, with 248 full-time and 68 part-time holding terminal degrees. Of the full-time faculty, 165 are tenured and 71 are tenure track. These include 77 full professors, 99 associate professors, 79 assistant professors, 30 instructors and one lecturer. Winthrop faculty are organized into the following units: the College of Arts and Sciences, the College of Business Administration, the Richard W. Riley College of Education, the College of Visual and Performing Arts, University College, and Dacus Library. Each college is headed by a dean, who reports to the Vice President for Academic Affairs. There are five divisions headed by vice presidents reporting to the Winthrop president: Academic Affairs; Finance and Business; Student Life; University Advancement; and University Development and Alumni Relations. In addition, the universitys internal auditor and director of athletics also report to the president. (A copy of the Winthrop organization chart is available at: http://www.winthrop.edu/uploadedFiles/1-5OrganizationChart.pdf ) Winthrop is part of South Carolinas network of public institutions that are run quasiindependently under the stewardship of each institutions respective Board of Trustees. Winthrop trustees share a responsibility conferred by the institutions state charter, which includes words found in no other S.C. institutions charge of responsibility to trustees: that Winthrop be a first-class institution of higher education, with the power to add such features and programs as the progress of the times may require. Winthrop is recognized in S.C. public policy circles as one of the states top-performing institutions, having repeatedly been given top ratings by the S.C. Commission on Higher Education (CHE) during a late 1990s iteration of performance funding tested by the S.C. General Assembly. That program, which was funded only partially, no longer exists, leaving CHE to act largely as a coordinating body in governance terms.
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As an introduction to this kind of deeper thinking and learning, Winthrop developed a set of Touchstone core courses to be taken by all students, regardless of major. These include: ACAD 101, which introduces first-year students to the concepts, principles, and skills necessary for successful higher learning and facilitates students engagement in the learning academy. WRIT 101 is an introduction to academic discourse.The focus of the course is on the writing process, a process that results in well-supported, thesis-driven prose. HMXP 102, The Human Experience, is a critical link between WRIT 101 and the next course in the core, CRTW 201, Critical Thinking and Writing. Students begin by reflecting on the Self in relation to Education, then move on to other aspects of the Self: The Autonomous Self, the Self and Community, the Social Self, the Self and Nature, and the Self and the Sacred. CRTW 201 focuses on critical reading, critical thinking, and deliberative/ argumentative writing, recognizing the limitations that cultural experiences and individual temperaments place on ones perceptions. Human beings are innate problem solvers; this course will encourage thought that is more deliberate, analytical, thorough, informed, and creative. Together, these core courses impart a solid foundation in critical skills as students move into advanced coursework in their majors, where their University-Level Capacities will be further developed and honed. In addition, Winthrop in 2011 adopted its Global Learning Initiative (GLI) as part of its reaffirmation of accreditation commitment to the Southern Association of Colleges and Schools (SACS,) which requires every institution to have a Quality Enhancement Plan as part of its work between reaffirmation visits. The GLI was designed by Winthrop faculty and staff to enhance and expand Winthrop students opportunities to explore global knowledge, global attitudes, and global engagement.
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In 2009-10, Winthrops University College was awarded a $350,000 federal grant from the U.S. Department of Education to create a campus Academic Success Center (ASC) offering peer tutoring, individual/group study opportunities, intrusive counseling, and other support activities designed to help each student achieve his or her best and persist to degree attainment. When federal funding for out-year support was discontinued at the Washington, D.C., level, Winthrop identified campus resources to continue the work of the ASC. When the time arrived for Winthrops re-affirmation of accreditation process, faculty and staff worked across campus through University College in 2010-11 to develop ideas for a Quality Enhancement Plan (QEP) required by the Southern Association of Colleges and Schools, Winthrops regional accrediting body. The QEP is a five-year comprehensive initiative, begin in designed by each campus to enhance overall institutional quality and effectiveness by focusing on an issue or issues important to student learning. Called the Global Learning Initiative (GLI,) Winthrops QEP program began in 201112. It has been designed to integrate global learning across the Touchstone core program to improve students learning in three categories: global knowledge, global attitudes, and global engagement. The goals of the GLI include facilitating student engagement in local, regional, national and/or international experiences that may differ from ones own culture, so they will be prepared for 21st century life as leaders in their respective professions and communities.
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Through the work carried out by faculty and staff under this initiative, all Winthrop students by the time they have graduated will have explored global influences, examined culturally diverse relationships, and will have come to understand how those intercultural dynamics impact their senses of self, their lives, and their careers to prepare them better for success in the contemporary world. In summary, the overall Winthrop Experience guides students in developing skills they will use as professionals and as citizens to engage in critical thinking, thoughtful analysis, and meaningful 21st century problem-solving within a framework of ethical and personal responsibility.
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be reduced further, it likely will continue at the 2011-2012 level of $12.3 million the new normal. Capital funding for new construction at S.C. public comprehensive institutions has been nonexistent since 2000, leaving it to Winthrop to finance needed new academic and other facilities on its 126-year-old campus through institutional bonding. During the 2011-2012 academic year, S.C. Governor Nikki Haley, the chair of the Commission on Higher Education, and the presidents of the states public institutions initiated discussions about creating a new accountability-focused aspect to appropriations for institutions. While the details of the plan are still in development, the objective of the governors Accountability Based Funding initiative would be to utilize at least a portion of funding to reward outcomes rather than meet a formulaic target for the input of resources. The metrics to be emphasized in the governors initiative would be degree completion; affordability and access; educational quality, and economic development and institutional mission.
Governance at Winthrop
The Winthrop University Board of Trustees is composed of 14 members including the Governor of South Carolina and the State Superintendent of Education (or designees) who serve in an ex officio capacity. The 12 other members are either elected by joint ballot of the state Senate and House of Representatives (based on Congressional District representation,) appointed by the governor, or elected by the Winthrop Alumni Association. (NOTE: As the result of growth documented in the 2010 U.S. Census, South Carolina will be gaining a seventh Congressional seat in 2012, which means an additional trustee will be added to the Winthrop board over the next year.) The Chair of the Faculty Conference and the Chair of the Council of Student Leaders also serve as non-voting members. [A listing of members of the Winthrop Board of Trustees can be found at the following web address: http://www.winthrop.edu/trustees/] The S.C. Code of Laws confers the following responsibilities on the Board of Trustees: It shall possess all the power necessary for the accomplishment of the trust committed to it, viz.: the establishment, conduct and maintenance of a first-class institution of higher education. The board of trustees shall have general responsibility for the scope of educational programs, policy on eligibility for enrollment, and other policy matters. The trustees may add, from time to time, such special features to the institution and may open such new departments of training and instruction therein as the progress of the times may require. As South Carolina is a right-to-work state, collective bargaining is not a part of decision-making within the states public colleges and universities. The Faculty Conference is the principal legislative body of the faculty and is responsible for its own organization and procedures, academic programs, policies, and regulations, as well as other matters referred to it by the President or the Chief Academic Officer. In accord with the Bylaws of the Board of Trustees, all actions of the Faculty Conference are subject to the approval of the Board of Trustees and its policies.
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Beijing, China
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as Wells Fargo Bank, the U.S. Comptroller of the Currency, the NFLs Carolina Panthers, Muzak, and NASCAR not to mention thousands of small businesses that just might inspire students to start one of their own. Likewise, Winthrop is supported by a wide array of corporate and individual donors from throughout the region. Distinction: The Campaign for Winthrop, Winthrops second-ever capital campaign, was launched in October 2011 with a $50 million goal. By Summer 2012, $36 million in gifts and pledges had been received.
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On an economic development front, Winthrop University is considered a market-maker for urban core redevelopment in Rock Hill, which previously hosted a variety of textile mills in a corridor lining the one mile between the Winthrop campus and downtown Rock Hill. In 2002, a university-related foundation built apartment-style housing for the use of Winthrop students, which soon was followed by a private entity developing a similar project. On the downtown side of the corridor, a textile mill was renovated for adaptive re-use, with offices of a national collection firm specializing in college and university accounts now the principal occupant. Winthrop also is working with the Citys development arm and the private sector to create new business locations in the downtown area, including a possible hotel for which Winthrop could be a room guarantor, as well as relocation of the regional Small Business Development Center from the Winthrop campus to a downtown location closer to business start-ups. The remaining property along the one-mile corridor once the site of a one-million-squarefoot fabric printing and finishing operation that was then the largest in the world has been substantially cleared. New uses are envisioned for remaining buildings, with the cleared property likely to become the site of a residential life-long learning village for active retirees a development also reliant upon the presence of Winthrop. Concurrently, Winthrop and the City of Rock Hill partnered to create a College Town Action Plan designed to increase the college town feel in the campus environs. Small businesses typically found in established college towns around campuses historically are fewer in Rock Hill because of Winthrops beginnings as an all-female institution and because of the textile manufacturing facilities that dominated one side of campus for many decades. The plans first phase emphasizes improvements in the pedestrian and bicycle safety of the environs around campus, particularly on high-traffic Cherry Road, a major arterial route. Local voters approved a $1.2 million allocation for that purpose in a referendum in Summer 2011.
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The entering Class of 2012... will be greeted by one president, and handed their diplomas by another. But so it goes... all over the world, in this wonderful enterprise of higher education.
Anthony J. DiGiorgio, Winthrops Ninth President annoucing his retirement will come in Summer 2013, after leading the university for 24 years.
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NBA sports, a major international airport and an even broader array of culinary options all within a half-hours drive. Beaches and snow-skiing are just 2-3 hours away. It is the people of the region, however, who are its greatest attribute especially those who already have found their niche on the Winthrop campus, amidst faculty who love teaching, students who love learning, and community residents who are supportive of Winthrops vision of being and being recognized as one of the best universities of its kind anywhere.
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The ability to draw on the complementary talents and experiences of a variety of individuals from differing backgrounds to forge a high-performing executive team that shares a passion for working on behalf of an organization such as Winthrop; Experience in motivating all those who are part of a highly complex organization to adopt a large-scale vision as their own and incorporate it into their own professional plans and goals; The capacity to think and plan strategically, adjusting for change when needed, to bring ideas to fruition in a timely manner; The financial expertise to oversee the development of budgetary allocation plans concomitant with the long-term needs of an enterprise, while also adjusting as needed to meet present-day changing circumstances; Strong budgeting and financial management ability, including the use of data to inform decisions; Willingness and capacity to fund-raise successfully at the highest levels of philanthropic circles, be it with individuals or corporate entities. Experience in advocacy for higher education and participation in regional and national initiatives and organizations.
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