University of Denver - Kynewisbok Yearbook (Denver, CO)

 - Class of 1987

Page 10 of 128

 

University of Denver - Kynewisbok Yearbook (Denver, CO) online yearbook collection, 1987 Edition, Page 10 of 128
Page 10 of 128



University of Denver - Kynewisbok Yearbook (Denver, CO) online yearbook collection, 1987 Edition, Page 9
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University of Denver - Kynewisbok Yearbook (Denver, CO) online yearbook collection, 1987 Edition, Page 11
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Page 10 text:

DU Enters a New Age of Governance “What we hope for.. .is that academic concerns are considered in even major decision the Universitv makes." Robert Richardson

Page 9 text:

Bill Coors Trustee Theft tent mtn men »ho« nine ire ai reeopeinMe if. Colorado at those associated iNe tawing Coon lamih. InJofJ. lot raorr than i century the Coon nine hi conjured •.he image f (tie carts West melding » h the Colorado of the future. The nusenct irupc of the aime hi nude raelf frit it the University of Denser itb the continued pim.ipatfon of Bill Coon on the Unhewtss Beard of Trustees Coon hi long sup parted the liuteniry and in mirth mio the future During hi th» km; term asi trustee. Coon hit coctbienth entitled him-telf in coctrutcm. The joho about "60 Minutes' shotting up on tour front door to ruin sow d»y are old hat for Coon. The brewery with Coon as a Wider, hit long fought in itb-uatoo table. But uhen Mike WjBkc and crew thowed up for their mspectwn tetenl yean Up). Coon came acTott at an old tofce and a PR coop sdl referenced tr. teitbocb at earned off. Three yean ago. Coon took it on the chin if an uhen local pros reported thit be fasortd tending blacks Kick to Africa. Unhewn protest. followed but Coon remained a trusts trustee Coon' wildcat nruge hat spdWd over into philanthropic circle A trutiee of the Colorado School of Mine at well at DU. Coon tenet at Chairman of the Beard of the US Breuen Assocut»a the Gotcreof't Council on Phyticii Phtteess and the Gosemoet Education Task Force. Al DU. Coon will mark ha len-scar anniversary at a trwaee in January He current!) tenet at a tireless member of the im»uix nal adtaacroeot cocaainee and fcnJrarsicg suboommit-let of the Board — aidxtg Rilchic and EsUo in their htllinwlr goal-reach mg maratho.it Coon also tenet on the faculty and education affairs comsrir.ee fbmulatinf policy regarding nr degrees and taking retponsibiltf) for the Se» College of Human Resources. Coon chain the Beard commraee ittpontiNe for recruiting and appomtag new trustee abJ for revteuung the itanding of txuttcet upon completion of ibeu four-year terns. Hit effort it comment and hit spirit unflagging. After a decade, bs support for the Uertewcs and k't goals a at strong at ever. 7



Page 11 text:

Newsmakers “We will be more sharply focused and distinctive.” — Chancellor Dxight Smith Smfaa mr, k titles r, rratcr lit cU ft m atmaotm ffrtatrr. kr « tffta V tvmtm. With oM bold gesture. DU wil enter the mainstream of university gostranance this tall The University, like a growing number of institutions, is turning e a provost to prossde con-tin aits in academic and budgetary planning: The provost, usually defined as the chief academic officer of an msMutiofl. nil he responsible for the coordination of academics and the budget as well as student allairs, admissions and financial aid. Final budgetary authority will remain with the chancellor. The transition to a provost has been under consideration for several scan, but was delayed due to the reorganisation of the UnivtTsity. 'Attempting something lie this donng the reorganisation would have been one change too nuns' Chancellor Dwight Smith said. The addition of a provost b etpected to help DU sharpen its coespetkne edge for the 21st Century '.Assurant we are successful in connecting budgeting uh academic planning, we will be an mstitnbon that hat much less a general broad image.' Smith said We will be more shatply focused and distinctive.' Must faculty raembrn hope their say in the future of the Univmity win increase. 'Wha: we hope for from it b that academx- concerns are considered in every mayor decision the University makes.' Robert Richardson, professor of English and a member of the Provost Selection Committee, said "The faculty are concerned that they be fuBy in charge of educational policy, as they are at all good schools.' The arrival of a provost should ebrainate much of the 'corporate' atmosphere of DU. Richardson said 'Education isn't a business. Were not just putting out a product Great schools just don't talk like dial' The trend among private schools toward provost governance began in the 1960s. due in pan to the changing duties of university presidents Only AJ percent of the runout schools ate governed by a provost, but it is an impressive list Noethwesiern. Princeton. Stanford. Johns Hopkms. Brown and Vale, to came a few. Thb has been happemat for a number of yean.' Irving Spitaberg general secretary of the Association of .Amman colleges, said. Tnisetsities are becoming cotnplei iastitubons Soch a senior academic prison allows for a vital division of duties Robert Goheen. president of Princeton when a provost wav adopted there, agreed "The job of the president had developed too many aspects foe one person to handle. There was a need for a deputy who could share the load' 0»er the years, the posksoc has become invaluable. Bockndl University, a private msauboc very similar to DU. will return to a provost this fall after an unsuccessful trial period on a different system. "The provost model was a good thing to follow It identified to the faculty very death who was the sensor officer for academe affairs. There was no ambcguity.' said William W'eist. secretary of BoctndL who has been with the unnrrsity for 2$ you The president in many small colleges assumes a tremendous toad. When the faculty have soeseooe identified as number two. they an forgne the president kb inability to get tmo academx affairs. Went usd They know bn representative has authority and dom especially on thorny issues." .At the heart of any structural change in the University is the welfare of the studrot body, although stedrots may not be aware of the difference. The changes immediately apparent to students wd] be the evolving academic foots of the school and the total feeling of well-being among faculty and staff. Rxhardsoo said 'If the academx voice b strong, then confidence and pode spread out to the test of the community' - Mary iuni

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