ERIC KAMMERUD
Campus Editor
After serving nearly five years as president of Auburn, William V. Muse is considering a move to a position as president of the University of Minnesota. In an interview earlier this week, Muse talked about what brought him here, and the issues that have him split between staying and going.
At the time you came to Auburn, there were problems existing in areas like spending and athletics. What was it about Auburn that drew you here despite these problems?
Initially it was my desire to return to the South. I grew up, was born and raised in Mississippi, and all of my relatives either live in Mississippi, Louisiana or Arkansas, so I wanted to come back closer to my family.
I was in my eighth year as president of the University of Akron and had been satisfied there and, I believe, had made a lot of progress at that institution.
But it was at a stage where I felt that most of the goals I had set for the institution had been completed. It was a logical time to look at moving to another job at another university. I wanted to come to the South, so Auburn kind of fit that description.
When I was offered the job here I was aware of some of the problems, but clearly not all of them. I had not had a chance to observe the university up close or to know its inner workings. When I arrived on the scene in March 1992, I had to deal with a whole range of problems, some of which I knew about in advance.
We were involved with the issue of the AGLA (Auburn Gay and Lesbian Alliance) at the time. I arrived right in the middle of that. There was the issue involving Kappa Alpha and the Old South parade, which the campus was in a real uproar about. The University had been on proration for two consecutive years and was in some pretty severe financial problems. The athletic department was in the middle of a major NCAA investigation that subsequently led to probation. The faculty was in a real turmoil and ad a vote of no confidence on President (James E.) Martin before, and there was a lot of built-up hostility over the tenure case involving Father (Charles) Curran, a distinguished theologian.
There were probably some other things, but those were all issues on the agenda when I came, and I had to deal with each of them in turn and try to find some resolution.
Now that you're considering leaving Auburn, what are the major factors, both in the University and in the state, that are causing you to look at moving out?
There are two parts to this equation. One obviously is the University of Minnesota and its standing as a major public university. By almost any measurement, Minnesota would be one of the top 10 public universities in the nation, and it is in a state that is very supportive of education both at the elementary/secondary and higher education levels. It's in a city that is designated as one of the most lovable cities in the United States.
There are a lot of positive factors about Minnesota that make it attractive and would suggest that it is something that I ought to at least evaluate.
The other part of the equation of course is Auburn.
I really love this institution and have given tremendously of my time, energy and creativity over the last five years. When you do that to any institution you feel very much a part of it.
There's a part of me, and probably a very big part of me, that would very much like to stay at Auburn because I feel both an integral part of it and responsible for it etcetera.
There are aspects of Auburn that are discouraging and the funding of the university and the funding of higher education in general in Alabama is a discouraging factor.
Not only because of our current status. We've had a reduction in funding for higher education here while all the states around us have had an increase, but also because of the probability of improvement in the future.
If your situation is bad now, the question is, is it going to get better in the future. If it is you can tolerate a fair amount of pain and deprivation when you know it's going to get better.
But that's the real question about Auburn and Alabama Ð the long term. What is the prospect for funding higher education? Is there a reasonable chance the state will, and the state can, fund Auburn on a level where it can be competitive academically with the institutions one would expect it to be competitive?
Those are the questions that bother me as an educator. Is there a reasonable chance that we can have, and will have, the support we need to maintain Auburn's reputation, its quality, to allow it to perform at a level that it has in the past?
As I look at those kind of issues I get discouraged. We have used every approach we can think of to try to get the legislature, to get the governor, to pay some attention to this. But there is not the will, there's not the deep-rooted support for education in Alabama that there is in other states. And secondly, the state just simply does not have
the resources to address fully the kind of problems it faces.
The dilemma higher education faces in Alabama is that the state simply over-expanded its system. It built too many institutions particularly in the '60s and '70s. It has too many two-year and too many four-year institutions, and it has too many programs it's trying to fund.
But it's extremely difficult to retract what you've already done in terms of building institutions. I don't know of any state that has effectively dealt with the issue of having too many public institutions of higher education.
If you're going to deal with the issue of funding higher education, you're either going to have to decrease the number of institutions or increase taxes so you have more money to allocate.
Do you feel at this point that you have accomplished what you came to Auburn to do?
No, really far from it. I think we've made a lot of progress here. I feel that Auburn is a better institution than it was when I came.
I believe the faculty is working much more effectively together and with the administration.
I think we've been fortunate over the years that we have outstanding stu
dent leadership.
I think this is a great place for students to go to school. We've made some changes that I think have made it, and will make it in the future, an even better place for students. The institution of Camp War Eagle has strengthened the orientation process, and we have, in its embryonic stage, a Student Success Center that would allow us to bring together all of the programs that will help students academically and in non-academic ways to adjust to college life.
We're trying to improve our facilities in terms of the technology we will have in the classrooms. We need to do so much here in terms of upgrading our classroom facilities. All of these things will make the quality of student life and the quality of education better for students. But we still have a long way to go, and we just don't have the money to spend that other schools have.
There are a lot of other things I would like to see accomplished here at Auburn and I would like to see those things through.
One of the concerns on campus when President Martin announced his resignation was that there was too much meddling by the trustees in the workings of the administration. Do you see that as being the case, and, as the University's chief executive officer, do you feel as though you have the amount of power you should in directing the University?
That's a very difficult question to answer, because, when you look at the board, you've got to realize it's made up of 12 individuals, each of whom may see the University in different ways, certainly from different perspectives, and there may be things they're very interested in, other things which they are not interested in at all. They may have different levels of desire to be involved in the University, so it's very difficult to speak of the board as a group in those kinds of terms.
Overall, I think I've had a good working relationship with the board. They have depended upon me for leadership, not only to resolve problems that exist, but to come to the board with recommendations about things that need to be done at the University.
In a general way, I don't have any problem with that, but there have been cases, and there have been individual trustees, who have wanted to be more deeply involved in decisions as to who's hired and who's not, as to who's fired and who's not, as to any number of decisions in which they may have a personal interest.
The board is meeting Dec. 5 to discuss a possible contract of employment for you. You've already said you're not looking for more money, but for support from the board. What type of support are you looking for?
The issue that's been most discussed is simply some form of multi-year contract. Right now the president here serves at the pleasure of the board. He has no contract and essentially can be dismissed at any time. A lot more schools are recognizing that you put a person in a difficult position when you do that, particularly when your asking that person to make difficult decisions.
Alabama has a very unusual situation. It's the only state I know of that requires an employee to be in the system for 10 in order to qualify for the retirement system. Some have five years, some have one year. Minnesota has immediate vesting. Your benefits are low until you're in the system for a few years, but at least you're in the system.
I've got another five years to go before I'm eligible for retirement here. I'd like to feel if I stay at Auburn, the institution and the trustees would be willing to give me the security of knowing I can stay here for at least another five years.
Due to recent decisions such as the switch to semesters and the privatization of the health center, your popularity among the student body seems to have dropped. Is this in any way affecting your decision on whether to leave Auburn?
I would guess that if one had their choice, they'd always want to be popular, but I felt both issues were important issues for the University. I was not surprised in either case to find there was student opposition to it.
I believe if I had been a student I probably would have had the same view.
The problem that I face over and over again is that virtually every issue I have to deal with there's someone who agrees with it and there's somebody who disagrees with it. I can't remember the last time I dealt with an issue for which there was unanimous support from all sides.
So you always have to weigh all those factors and simply do what is best for the institution based on a careful study of all of the factors involved and have the courage to go ahead and do it, even though there may be vocal opposition to it.
I think the privatization of the health center in the long run is going to be a very beneficial decision for both the students and the University.
I think the decision was a good one because it will improve the quality of health care for students, and it will lower the cost of operation of that facility for the University and we'll actually see over time probably more utilization of Drake than we have in the past.
The semester issue. University after university has studied this and basically has come to the same conclusion, that the semester system is a more academically sound way to provide students with the education they need to be successful.
If you're increasingly isolated as the only institution that's operating on a different calendar, then you become even more penalized for it.
We made the decision for the same reason the Georgia system made it, the same reason the University of South Alabama made it and the same reason the University of Tennessee made it. In fact the University of Minnesota made the same decision. They were on a quarter system and they have elected to go to a semester system to be installed in the fall of '99.
It's not a question of whether I think that was the right decision Ð I think that it was the right decision for Auburn to make. I think that the students who will get to experience the semester system will be very pleased with it, and I think the students who are here when the transition occurs will find that they're not going to be penalized by it because the University is going to do everything it can to ensure that they will not be penalized.
We've got adequate time so hopefully we can avoid as many problems as we can in both our planning and implementation of that.
Going back to the original question, it would have been easier if 100 percent of the students and 100 percent of the faculty had supported the move and said, "Hey man that's a great decision," but whether it is or not you've got to look carefully at all the evidence all the factors involved and make the decision that you think is best for the institution.
Certainly I didn't make the decision because it was best for me. I don't have any direct stake in it, not only because I may or may not be here, but also because if I am here it's going to require more work on my part than it would to stay on the quarter system. I felt it was best for Auburn and best for the future students who will come to Auburn.
At this point is the commitment from the board the only thing you see yourself needing in order to make a decision to stay here at the University?
Well, the approach that I'm taking, and I've been very open with the board about it, is that I've tried to maintain an open mind and, I guess, an open heart also about the decision.
I think I need to consider the University of Minnesota. They've been very nice to me, they've been very supportive. They want me to come up and be interviewed and given all the positive factors about that university, it seems logical that I would do that.
At the same time I would want to seriously consider staying here at Auburn, and I have never discounted that possibility.
I believe a commitment from the board in terms of their desire to have me stay here, and a commitment to at least stay until I can qualify for retirement is an important ingredient in the Auburn part of the equation.
So I've just been trying to keep those options open as I evaluate all of the different factors involved.
I'm really appreciative of the way the board has responded. The reception that they're going to have tonight was also something that was unexpected, but is appreciated on the part of the campus and the community.
A significant number of the trustees have communicated to me that they do want me to stay here, and that they would do whatever they can to do so. That's important.
Coca-Cola Foundation grant aids minority student center
SALLIE OWEN
Assistant Campus Editor
More help is available to minority students in science, math and engineering these days thanks to the Coca-Cola Foundation's recent grant.
The foundation gave $100,000 to Auburn for the Coca-Cola/AU Minority Student Drop-In Center, a free tutoring service located in Saunders Hall, said Overtoun Jenda, director of the drop-in center.
The center has been in existence for two years, and the grant money was used to upgrade the program, Jenda said.
The center hired a full-time secretary to "be able to keep track of students and contact more students," Jenda said.
The secretary is there to answer questions, schedule tutoring and keep in touch with everyone, he said.
Coca-Cola funds also paid for seven computers for student use and a television and VCR to show instructional videos.
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The center targets minority students because they have been underrepresented in technical fields in the past.
"Studies have shown that minority students are most at risk," Jenda said. For example, only one minority student in three makes it through the pre-engineering program into engineering, while two out of three other students make it, he said.
"We're trying to see if we can help more of these make it in engineering and other programs," he said.
He said the center is open to all minority students. He said Hispanic, Asian-American, American Indian and African-American students have all utilized the center's services.
To help them out, the center offers tutoring, computer labs and a small library.
The drop-in center staff has a total of eight tutors: four in math, two in physics and two in chemistry.
"They are Ph.D. candidates, so they have a master's degree and teaching experience," Jenda said.
The tutoring covers core math and science requirements and is aimed at students majoring in engineering, science, math, pharmacy and veterinary medicine.
"Most of our students are engineering students," Jenda said.
Tutoring is handled in a workshop format.
"The workshops meet twice a week for two hours, so for four hours a week. Each one holds about 10 students," Jenda said.
Students have access to eight computers; six of them are SUN computers and one is a Pentium, he said.
These can be used for e-mail, scheduling, the Internet, Microsoft applications and WordPerfect, he said.
"I think it's a lot faster than other (labs)," Jenda said.
He said he has also asked professors to provide old tests for students to refer to. The tests are put on the Internet where drop-in center students and others can use them.
"We are trying to make it public so everyone can access it," Jenda said.
"Engineering students can connect to the College of Engineering system," Jenda said.
Another resource is the drop-in center library. The math faculty donated different textbooks to fill its shelves, he said.
He said the center is successful in helping students who come for help, but he would like to see the usage increase. The center serves about 50 students each week.
"We'd like to see more. We'd like the students to come here every week," he said.
Sometimes students wait until they are too far behind in their classes before they ask for help, he said.
Jenda said the program might one day expand to tutor computer science classes as well.
"I hear people have a hard time in CSE 120," he said.
He was grateful to the center's financial supporters.
"We hope to have a long-term partnership with the Coca-Cola Foundation," Jenda said. The existing grant will support the center for about two years, he said.
Jenda also stressed that the drop-in center is a collaborative effort.
"This is a joint effort between the college of engineering and the college of science and mathematics. We work very closely," he said.
He said he thanked the two colleges for their financial support of the center before Coca-Cola stepped in.
If students are interested, they can contact the drop-in center at 844-4663 or stop by the office on the second floor of Saunders Hall.
The drop-in center office is open from 7:45 a.m. to 4:45 p.m., Monday through Friday. The labs are open from 7:45 a.m. to 9:45 p.m.
Pests thrive despite broad-spectrum attack
CHAD BARWICK
State/Local Editor
Auburn has a population far greater in number than the 20,000 plus students that go to classes here. They can be found in the same classrooms and offices, and occasionally eat with the students. They are the vermin, bugs and pests that inhabit the crawlspaces and dark corners of the school.
Fighting against staggering odds is a small group of seasoned veterans of the bug-battling war. Their headquarters are nestled behind Broun Hall. The narrow, pungent office is filled with No-Bug, Misty, Powder Puff, Bug Justice and other lethal tricks of the trade.
Complementing this arsenal of fumigating pesticides is a myriad of poisons, nets, glue traps and cages to trap or exterminate all creatures great and small.
Their leader is Curtis Hall, supervisor of building operations. Hall has waged war against the creatures that infest the University in countless battles that test his 19 years of pest-controlling experience.
"We run the gamut from roaches to bats to chipmunks to all types of birds," Hall said about the variety of pests he tries to control. "Nothing really surprises me anymore."
One of Hall's co-workers, Alfred Barnes, said he has run into some odd creatures in his 24 years of service, and remembers the time he had to help remove geese that pestered students walking past the baseball field.
Hall remembers a time where, in a building he feels should be left nameless, a stench near a room's radiator prompted a call to pest control. Investigating the call, the crew found a mother opossum and four babies. They removed the opossum family with a net and handed them over to wildlife services.
The pest control crew makes monthly rounds to classrooms and offices that request their services and twice-monthly visits to caferias and food services. Hall said frequent trips are needed at the kitchens because the lure of food brings pests and "steam breaks down the chemicals put in there."
Kitchens are fumigated during quarter breaks when students are away, but regular treatments during the quarter include crack and crevice spraying and spot treatments.
Ken Bizilia, manager of War Eagle cafeteria, said this service is effective in keeping the bugs away. He can't recall seeing a rat or mouse during his time in food services, and he said any bug spottings are a rare occurrence.
"I don't see anything different here than anywhere else," Bizilia said. Although he believes his bug problem is minimal, he knows bugs are a fact of life.
"Anytime you see bugs you think, 'Oh no, not here,'" he said. "You don't want them here, but that's not stopping them."
Bizilia said he occasionally spots a cockroach or ants.
The cockroach is a persistent thorn in Hall's side. He said they are next to impossible to eradicate because they form resistances to pesticides and are numerous. Another difficulty that can make cockroach removal difficult in University buildings is landscaping. Hall said tree-bark mulch and plants close to buildings give cockroaches a place to breed and then re-infest buildings. "It draws them to the buildings," he said.
Teamwork between pest control and ground-keepers is essential in preventing a cockroach problem, said Hall.
In addition, bats and pigeons are also persistent pests, but they aren't easily removed, Hall said, because people don't want them killed. "They don't even want you to kill a rat," he said. The team tries comply with these wishes because they "try not to upset anyone," he said, but added that the pressure "makes it hard to do an effective job."
Bats became a problem on campus after the renovation of Samford Hall. Hall said a couple thousand bats were dispossessed and many were forced to different areas of the University. The bats draw complaints because of their musky guano (bat droppings). Once they get too numerous, problems arise. Hall said he has found bats in-between walls, in light fixtures and in ceilings of buildings. He said students would be surprised to find out how many buildings have flying-mammal visitors.
Hall said he doesn't have to focus on pigeons as a problem pest as much as he used to. He said the number of pigeons has decreased recently. But he said pigeons are worthy adversaries. Like bat removal, Hall's team doesn't kill pigeons, but scares them away or traps them and tries to pigeon-proof their roost with a irritating paste.
"Pigeons are very intelligent," he said. Methods used to remove the birds work for a little while, but he said they learn that the tricks don't kill them. Hall said he has tried using sounds to drive the fowl away. Simulated gunshot sounds worked for a time but, "once the pigeons saw that no one died, it stopped working." Rubber snakes had the same effect. Once the birds realized the snakes didn't move, they returned to their nests.
A problem that Hall said is growing more troublesome is the University's cat population. While cats aren't normally thought of as pests, feeding strays has caused a population boom on campus.
"If people didn't feed them they would go someplace else. They get too much food," Hall said. He also said the cats aren't earning their keep by catching mice because food is so easy to find.
Barnes said cats don't have to look far for food because dumpsters are a feast for the felines. To catch the cats, the crew sets cage traps baited with sardines, meat or some other food to catch the cats. They take the incarcerated cats to the humane society. Hall said the number of cats is on the rise and he can't estimate how many cats are on campus.
Richard Ogletree, a pest control worker with more than 25 years of experience said he is not phased by the variety of animals and insects they capture and kill. "Since it's our job, it's routine," Ogletree said.
Barnes said, "Anything that is a pest, anything that's dead, anything that has an odor that draws someone to it, we're there for it."
