Our interactions with the above groups indicated several reasons for their enthusiasm. The collaborative transformation component is unique and has been very successful so far in meeting its goal of stimulating a sense of ownership at the department level. Reports indicate that faculty in the three focal departments so far have “bought into” the need for change, just as the NSF proposal had hoped they would. Department chairs were unanimously enthusiastic about their Collaborative Transformation reports, and we noted much anticipation on the part of the remaining six chairs about receiving theirs. Chairs felt that ADVANCE has made possible conversations about recruitment and retention, and they themselves seemed fluent in the vocabulary (e.g., “unconscious bias”) associated with unbiased recruitment strategies. The on- campus partners reiterated this theme of change in the campus-wide conversation. The Readers’ Theater was mentioned by many interviewees, so it seemed to have had a big impact. We were impressed with the Provost’s strong support, which is another positive element of the program, and which bodes well for the possibility of true and sustainable institutional transformation. The expertise and enthusiasm of the Advance Team was another strong positive element. We believe that progress is excellent for being only a year and a half into the grant.
Our group has grown from 9 co-PIs to a team of 29 individuals in less than a year. We have lost two of the co-PIs: Jill Bystydzienski left ISU for another academic position and Judy Vance is now serving as an NSF program director. We have also recruited new team members (Sandra Gahn and Flo Hamrick) that were previously not involved in ADVANCE grant writing stages. We have recruited ADVANCE Professors and Equity Advisors and they are coming up to speed on the project and even taking the lead on some projects. We have three graduate students on board for Fall 2007. We now have a very productive, dedicated cadre of ADVANCE advocates. However, we are also trying to develop new ways to manage this group of people in an efficient and effective manner. We had a planning retreat on June 8 th , 2007 to discuss our priorities for year two and evaluate our program structure, decision-making, and communications. We agreed to a set of six priorities for the year to guide our decision-making and strategizing. We will be modifying our management structure in year two by adding a steering committee as well as a suite of other subcommittees that each will have some autonomy. This autonomy of
• The SON conducted a national search for 3 faculty positions (to fill 1 vacant line and 2 retirement lines) with expertise in adult, family and community health in FY09. Thirteen applications were received; six applicants were interviewed, only 1 of whom had an earned doctorate; 2 of the master’s prepared candidates and 1 EdD (ABD) candidate were hired.
conference. Dr. Bowen is responsible for financial and personnel management, as well as communications. In Year 4 she worked extensively with Dr. Kevin Saunders to prepare the Logic Model and Evaluation Plan for the ISUADVANCE Program and to select External Evaluators who will work with the program in Year 5. She also coordinated the NSF Site Visit preparations and the responses from the ISUADVANCE Program to the Site Visit Team Report. She manages the ADVANCE office and supervises the program assistant. As Executive Director she has provided a supportive structure for the team, the Council, our meetings, and our partners. She meets regularly with diversity partners on campus and is a co-PI in the recently funded I 3 (Innovation through Institutional Integration) award from NSF. Additionally, she has participated with and supported other ADVANCE Council members in presentations to other non-focal departments. Dr. Bowen is a member of the ADVANCE Steering Committee, the ADVANCE Council, and co-PI Team. She meets with the Equity Advisor/ADVANCE Professor group (twice per month) and with the Internal Advisory Board (twice per year). She also participated in the Site Visit Planning Committee. She presented a poster about ISUADVANCE work at the annual meeting of the Society for the Study of Evolution (2008), the American Ornithologists’ Union (August 2009), and she co-chaired a symposium on Women in Ornithology at the COS/AOU/SCO conference (February 2010).
Deposits consist of both current and noncurrent components. Pooled fringe benefits over-recoveries represent the largest current deposit balance and the entire noncurrent deposit balance. The University submits a pooled fringe benefit rate proposal to its cognizant agency, the U.S. Department of Health & Human Services (HHS), two years in advance of actual charges. HHS has approved the University’s pooled fringe benefit rates through the fiscal year ending June 30, 2014. Actual under-recovery or over-recovery of costs are reflected in future rate proposals and approvals. Beginning with the fiscal year ending June 30, 2011, the University changed its method of accounting to record these under-recoveries and over-recoveries as assets and/or liabilities to be adjusted each fiscal year end based on actual expenditures. The $2,799,834 balance in current deposits represents over- recoveries for the fiscal year ending June 30, 2012, and will be absorbed/adjusted through the pooled fringe rate established for the fiscal year ending June 30, 2013. The $745,564 balance in noncurrent deposits represents over-recoveries for the fiscal year ending June 30, 2013, and will be absorbed/adjusted through the pooled fringe rate established for the fiscal year ending June 30, 2014. Other current deposits are comprised of: football game guarantees and amounts due to the Atlantic Coast Conference, student campus card balances, funds held on deposit for concert promoters, and miscellaneous departmental amounts.
We used a broad range of metrics to document the outcomes and measure the successes of our program. Two of the major outcomes included 1) changes in the working environment (e.g., cultures, practices and structures of the university), and 2) demographic changes (e.g., the number of women in leadership positions or the number of women faculty in STEM that are promoted or tenured in a particular year). Some of these metrics of success, particularly for the demographic measures, are quantitative, including measures of total numbers of women faculty by rank, the rate of advancement of faculty through ranks over time, or the numbers of women in leadership positions. (Demographic data for 2011 are found in Appendix 4. Data from previous years, on which the figures below are based, were reported in Annual Reports for Years 1-5). Metrics of success that measure the working environment, however, can be either qualitative, such as changes in departmental governance or university policy or quantitative, such as changes in survey results that document differences in faculty perception of university and departmental climate before compared to after the ISUADVANCE program. We have summarized our outcomes in terms of both quantitative and qualitative metrics of success. We have also identified a list of future objectives, because at any academic institution there are inevitably more accomplishments that can be made in the pursuit of promoting diversity. Below we have described some of the major outcomes of our program, some of the most important measures of success, and future objectives that we have identified as a result of ISU
ADVANCE Program (with the first part of the orientation in Spring 2008 and the second part in Fall 2008). The new ADVANCE professors, Elisabeth Lonergan (Animal Science), Mark Gordon (Chemistry) and Shauna Hallmark (CCEE), and their department chairs, Maynard Hogberg (AS), Jake Petrich (Chemistry) and Jim Alleman (CCEE), also participated in a diversity training workshop held in early Fall 2008. Data collection via focus groups and personal interviews began in each of the 2 nd round focal departments shortly thereafter. By December 2008, each of the 2 nd round focal departments had completed all focus groups and interviews for the climate study portion of the CT process. By February 2009, all focus group and interview sessions had been transcribed and an initial round of data coding had been completed. Final coding of the data, preparation of drafts of departmental reports, and consultations with between ADVANCE researchers and ADVANCE professors continued in April and May, 2009, after the reporting period ended. These activities will be elaborated in the 3 rd quarter report in June 2009.
Having regard to the high burden of proof required for the prosecution of these defaults, the Office continued in 2008 with its established policy of encouraging directors to return the loans in question to the company and warning them of the future consequences of repeating this default. In all, company directors repaid some €164 million, and the Office cautioned 423 directors during the year, the vast bulk of which were cases notified to us by auditors. At year-end, 43 cases including one quite significant case remained on hands. A new feature to emerge in late 2008 was an apparent failure to make adequate disclosure of the amount of directors’ transactions in company financial statements. This issue particularly surfaced in Anglo Irish Bank Corporation plc (“Anglo”) and directly led to the resignation of its chairman and another director who had been beneficiaries of these loans. This issue was the subject of detailed scrutiny by ODCE staff at year-end.
The South Carolina Patients’ Compensation Fund shows an overall deficit on its books due to the fact that since 2001 it has recorded the actuarial liability for unpaid claims as well claims that are “incurred but not reported.” Prior to 2001, the Fund’s accounts did not reflect such reserves. During the current fiscal year, the PCF met all of its financial and legal obligations in a timely manner and reduced its net deficit by $25,285,401 . There are no pending judgments on appeal that affect the PCF. Coupled with the decrease of the deficit, this continues to show a positive trend in the PCF’s overall financial outlook.
Working with animal models, the preclinical research group studies anatomy, physiology and disease pro- gression at a more fundamental level. The studies are mostly focused on brain disease and cancer. A 4.7T Varian MR-scanner designed for small animal imaging and spectroscopy research is used for studying mice and rats, often in longitudinal studies where the same animal is imaged several times. The majority of the pre- clinical work is undertaken in collaboration with other research groups within the Copenhagen area, providing the opportunity for exciting multi-disciplinary projects to be performed with contributions from researchers with different scientiﬁc expertise and experience. In 2008 exciting new possibilities opened with the installation of a HyperSense from Oxford Instruments. Using this instrument it is possible to hyperpolarize sub- stances labelled with carbon-13 (and other nuclei such as nitrogen-15) thus increasing their MR signal more than 10.000 times. By injecting such hyperpolarized substances intravenously it is possible to follow their conversion in metabolic processes non-invasively and in real time by MR spectroscopy. The ﬁrst substance that has been used at DRCMR is pyruvate which is of particu- lar interest because it is converted to acetyl-CoA, which enters the Krebs cycle and is one of the main fuels for energy production from the mitochondria in our cells. The conversion of pyruvate to acetyl-CoA gives the by- product carbon dioxide which is in rapid equilibrium with bicarbonate. The bicarbonate production is easily measured over time and is an indicator of the mito- chondrial activity or for example in ischemia a measure of mitochondrial vitality. Other products of the normal pyruvate metabolism are the amino acid alanine and the carboxylic acid lactate. All the metabolic products appear at different chemical shifts in the carbon MR spectra, and by acquiring spectra as a function of time it is possible to model the rate constants for the indi- vidual metabolic conversions. Alternatively one can use
Discover Science & Engineering is a key sponsor and coordinator of the science and technology sectors on www.careersportal.ie. Careers Portal is a dedicated careers website for Ireland which was launched in 2008. The website profiles all employment sectors in Ireland and is a resource for school students, college graduates and those considering a mid-career change. The Science Ambassador Programme was launched in 2008 and now has 46 members nationwide. Its aim is for young qualified scientists and engineers to inform other young people considering a career in science, engineering and technology and to show how a qualification in these areas is a launching pad to an exciting and varied career. The Science Ambassadors are featured online on www.careersportal.ie and on the careers section of www.science.ie. In addition, the Ambassadors carried out volunteer work at science outreach events such as the BT Young Scientist Exhibition, Science Week in Cork and SciFest.
Mid-Carolina Commission for Higher Education, formerly known as Sumter County Commission for Higher Education - The Sumter County Commission for Higher Education was created under Act 50 of the 1965 Session of the General Assembly of South Carolina. In 1996, by an act of the state legislature, the Sumter County Commission for Higher Education was restructured as the Mid-Carolina Commission for Higher Education (the Commission) representing Sumter, Lee, and Clarendon Counties. The nine commission members are appointed by the Governor upon recommendation by the respective county legislative delegations, with one each from Lee and Clarendon Counties, and the remaining seven members from Sumter County. The purpose of the Commission is the encouragement of higher education in Sumter County and adjacent areas and, more specifically, the establishment in Sumter County of facilities to offer standard freshman and sophomore college courses, and such other courses as deemed desirable. The Commission is empowered to enter into contracts, make binding agreements, negotiate with educators and educational institutions and, generally, take such actions in its name as are necessary to secure for its respective counties and adjacent areas the necessary educational facilities to provide higher education. The University of South Carolina Sumter (USC Sumter) operates the Sumter Campus under contract with the Commission at a cost of $1 annually. During the fiscal year ended June 30, 2019, the Commission made payments to USC Sumter totaling $608,856 for the operation and maintenance of the campus. At June 30, 2019, the Commission had a net position of $608,924.
It is a great time to be at Clemson University! Clemson is excelling at the highest level in all areas of higher education. This past year was another record-setting year for Clemson in admissions, enrollment, graduation and retention rates, research funding, private fundraising, athletics, and facilities development. We were ranked among the top- 25 public universities by U.S. News & World Report for the eleventh consecutive year, and we were reaffirmed as a Research 1 University by Carnegie Classification for Institutions of Higher Education. We are also ranked in the Top 10 nationally by Princeton Review in seven categories — career services, students love their college, alumni network, town-gown relations, happiest students, best schools for internships, and students play intramural sports. The Clemson campus continues to evolve and grow. Construction is well underway for our new building for business education, as well as the new outdoor recreation building at the Snow Family Outdoor Fitness and Wellness Center, the softball stadium, and the new IPTAY office. We also broke ground for the Samuel J. Cadden Chapel and a child development center.
2) Post-graduate research seminar: "Collaborative Innovation Networks" held by Dr. Peter Gloor from Massachusetts Institute of Technology (MIT), 18.9.2006 - 31.1. 2007. The seminar was organized by the Realise project (Maria Paasivaara, Eero Uusitalo and Tuomas Niinimäki). Publications and Conference Presentations
Despite positive fundamental business data, secunet Security Networks AG share was unable to escape the general nega- tive trend. From a closing price of Euro 5.00 on the first day of trading, 2008 was characterised by sideways-moving prices interspersed with fluctuations. secunet stock ended the year at Euro 4.60, meaning that the company’s share price and market capitalisation (Euro 32.5m at the start of the year versus Euro 29.9m at the end) fell by 8% over the course of 2008. While this performance is not satisfactory, secunet stock nevertheless fared much better than the capital market as a whole in terms of value lost. The benchmark Prime Technology All Share Index (Prime Tech) fell by 67% over the same period, while the DAx lost around 40%, the SDAx 46% and the TecDAx some 48%. The stocks in secunet’s peer group also delivered worse performance. In this time of major price falls, therefore, the drop in secunet’s share price was actually quite modest.
Before I answer the next right question, I want to express my gratitude for your accomplishments. Whether or not I mentioned your specific achievements, be assured that I and everyone else recognize the contributions of each individual in this campus community make it possible to say, “The state of this university is sound.” You have exhibited time and again commitment to mission, creativity in effort, and excellence in results. I’m proud of this university, and you should be proud of it as well. In the face of challenges even steeper than those we usually face, we just concluded an outstanding year. Thank you.
The Division faculty met with students and parents on visits within the state. Recruiting efforts were increased. Division participated with the Office of Admissions and Recruitment in on campus and off campus recruitment events. Division faculty representatives attended high school recruitment events in the Desoto County area, Tupelo area, Jackson area, and the Gulf Coast area during the fall of 2007. A database of high school counselors in the state has been established. A database of community college business instructors is being developed to be initially completed by the start of the fall 2008 semester. The division will begin targeting these individuals in both databases in hopes of increasing enrollment in the fall of 2009.
The Moab site is a former uranium ore-processing facility located about 3 miles northwest of the city of Moab in Grand County (Figure 1), and lies on the west bank of the Colorado River at the confluence with the Moab Wash. The 439-acre site is bordered on the north and southwest by steep sandstone cliffs. The Colorado River forms the eastern boundary of the site. U.S. Highway 191 (US-191) parallels the northern site boundary, and State Road 279 (SR-279) transects the western and southwestern portions of the property. The Union Pacific Railroad traverses a small section of the site just west of SR-279, then enters a tunnel and emerges several miles to the southwest. Arches National Park has a common property boundary with the Moab site on the north side of US-191, and the park entrance is located less than 1 mile northwest of the site. Figure 2 shows Moab site features, including the site boundary, structures, tailings pile, roads, and rail line.
Pennell, J. (with Allen-Eckard, K., Gasman, S., Kirk, R., Latz, M., Poindexter, B., & Wakefield, A.). (2008). School-based child and family teams project: Annualreport to the North Carolina Department of Public Instruction, fiscal year 2007 – 2008, Vols. 1-3. Raleigh, NC: North Carolina State University, Center for Family & Community Engagement. Pennell, J. (with Coppedge, A., & King, J.). (2008). North Carolina Family-Centered Meetings Project: Annualreport to the North Carolina Division of Social Services, fiscal year 2007 – 2008. Raleigh, NC: North Carolina State University, Center for Family & Community Engagement. Pennell, J. (with Coppedge, A., & King, J.). (2008). North Carolina Family-Centered Meetings Project: Annualreport to the North Carolina Division of Social Services, fiscal year 2007 – 2008: Summary and projections. Raleigh, NC: North Carolina State University, Center for Family & Community Engagement. Available at
The Division of Accountancy, Computer Information Systems, and Finance has sixteen full-time and three part-time faculty members. Two full-time faculty positions were vacant during AY 2008-2009. Nine members hold doctorates, two are ABD, one is completing coursework for her doctorate, and all remaining faculty are professionally qualified. The Division is quite proud to boast that Ms. Lisa B. Sandifer, MBA, CPA, was the recipient of the 2009 Kossman Award, the highest award given to a faculty member at Delta State University; also, Mr. Jimmie Blount, MPAC, CPA, was the recipient of the 2009 College of Business Faculty of the Year Award, the highest award given to a faculty member within the College of Business.