Standards, accountability mark
Thompson's
tenure at WSSU From Page A1
I do not have all ^ie answers/' he
explained. "I try to listen as much
as I talk. I try to learn something
new each day."
He went on to note that he is a
very proud individual - proud of
the university to which he is con
nected.
"I believe in the work ethic, to
work hard up front and celebrate
the reward," Dr. Thompson said.
*Tm respectful of people and have
adopted Peter Drucker's model of
management and that's simply try
ing to get things done through peo
ple."
Espousing academic excel
lence at WSSU is one of the many
things that the people at the univer
sity have helped Dr. Thompson
accomplish. Since the chancellor
set about his mission of reform at
WSSU, four years ago August 1,
the overall Scholastic Aptitude Test
average score for entering students
has increased by more than 60
points.
The better crop of students are
instructed by a better qualified and
more committed faculty, Dr.
p Thompson said.
"We have spent a lot of time
' with our faculty clarifying pro
grams, scopes of programs and fil
ing vacancies with the best quality
persons we could attract to the uni
versity," he said. "When one speaks
of faculty development, one must
first look at the present faculty and
see what improvements can be
made ... in regards to faculty
training, that is an on-going pro
cess?1
sity has progressed academically
simply by redefining courses
offered in major programs. An
example of this can be seen in the
revamping of WSSU's business
division. Rather than offering con
centrations in finance and business
administration, the college now
offers students the opportunity to
major in accounting, finance or
marketing and economics.
s-njn the works,- is a "master
plan" of facilities for the institu
tion, Dr. Thompson said X *
"The master plan had to be last
since we wanted to clearly reidenti
File Photo
Chancellor Thompson, Mayor Wayne Corpening and Tom
Hearns, president of Wake Forest, participate In a ground
breaking ceremony.
fy the focus and scope of programs
~strihe"faciiii)rpiairwoutd iruly
reflect theaeedsQftheihstituLion?n__
he explained. "The major focus
coming out of that exercise dictates
a need for campus expansion
through land acquisition, upgrading
some of our current facilities as to
today's purpose or use, and the
addition of certain buildings in
response to our expanded academic
offerings."
Despite the structural and aca
demic improvements, those made
and those pending, some still view
the state university as one solely
for Afro-Americans. There are also
people, like one businessman at a
recent Greater Winston-Salem
Chamber of Commerce forum,
who don't consider WSSU a
"mqjor" branch of the UNC sys
tem.
"An undergirding assumption
to a statement of that nature, I
assume, permeates the misconcep
tion that the five historically black
universities in the state system are
still viewed by many as institutions
for black people," he said. "I don't
know how long it will take to over
come that misperception."
The gentleman wanting a
"major" branch in Winston- Salem
was asking for what the then feder- a
al Department of Health, Education
and Welfare (HEW) wanted in the
1970s - to eliminate historically
Afro-American colleges and make
the other 15 schools in the system
like the University of North Caroli
na at Chapel Hill.
As he rallied against that pro
posal then, Dr. Thompson stands
firm in his belief today that it is not
financially sound or feasible for the
state to support such an undertak
ing.
WI would say to anyone here
(in Winston-Salem) to utilize the
resources at the baccalaureate level
as well as the graduate center in
which the MBA is offered and
master's in education, H said Dr.
Thompson. "Use this institution as
a conduit, a connector, to the other
institutions in the system. Their
resources can be our resources if
the community indicates there is a
need for a special course offering
or program. ... A case in point is
the engineering issue."
The university recently
demonstrated how self-imposed
and UNC mandated admission
requirements have improved the~
quality of students admitted to
WSSU. Some, however, maintain
that by requiring certain SAT
scores and college prep classes the
university is no longer serving the
Afro-American youth who other
wise may not have gained entry
into post-secondary education. The
chancellor, a graduate of historical
ly black North^ Carolina Central
University, strongly disagrees with
such beliefs.
"Through that plan, the Strate
gic Plan, that particular issue is
addressed among students, among
faculty members, trustees and some
community members as new needs
were derived, and statements were
retained to insure the continuance
of the types of programs needed to
address the needs of the under
achiever," Dr. Thompson explained.
The Strategic Plan, first
released in July 1988, is a universi
ty-developed road map for the
future stating the institution's
vision and needs in the areas of
student, faculty, community and
, finances.
"However, as those needs and
programs were declared to contin
ue, it was also determined that the
remedial or developmental educa
tional thrust would not be the
major thrust of the university," said
Dr. Thompson.
"This university is not to be a
remedial institution but an institu
tion of quality with the same
opportunities for some under
achieves to be admitted and hope
fully advance in their development
and graduate as true baccalaureate
graduates. We are and will contin
ue to be very sensitive and respon
sive to the original mission of the
institution. I wish to be clear on
one point and that is any student
awarded the baccalaureate degree
from this institution will be certi
fied as prepared to compete in our
total society. Anything short of that
principle would indeed be crimi
nal."
The job of chancellor is not an
easy one, Dr. Thompson concedes,
for he is a man who is accountable
to students, faculty and staff,
'trustees, community members, the
UNC Board of Governors and the
state General Assembly.
"It is one of the most challeng
ing occupations one can seek
today, for it's one in which the buck
stops here," sgiid the man who stud
ied to be a physician and even
earned a bachelor's and master's
degree in biology. "This seat is one
in which you're accountable to all
and we get directives, requests,
suggestions, mandates and charges
from all segments of our society or
our community. So we view our
selves as a CEO or a senior admin
istrator who^n us t by the same
token take state policy* university -
policy, desires, wishes, hopes and
dreams and convert them into pro
grams.
"The job of chancellor is not a
glorious job. It truly is a public ser
vice job. The chancellor must work
and conduct his or herself on a
day-to-day basis to make decisions,
resolutions and issues and maintain
that environment that is conducive
to learning and teaching and at the
same time make no mistakes."
When the new freshmen
arrive on campus next month, Dr.
Thompson wiU-scanificir faces,
their expressions and, during the
101st commencement exercises,
he will search them again and
note the changes.
"There is nothing more
rewarding than that," he said of
that experience. "That's the greatest
reward in this job."
Dr. Thompson will remain
WSSU's chancellor until the job,
4he mission, the strategic plan "is
done," he said. One day he hopes
to venture into private enterprise.
Many, such as his executive assis
tant, Jimmi Black, idolize him and
pattern their professional lives after
his.
"He's the kind of person many
of us will look back on and realize
how significant he was in our lives
and our development," Mr. Black
said.
Beaufort O. Bailey, a 30-year
veteran at the university, has seen
the likes of Chancellor Emeritus
Kenneth R. Williams and Dr. Dou
glas Covington pass through the
university's doors. He credits Dr.
Thompson with having a different
management style.
"He's always open to sugges
tion," said Mr. Bailey, who also sits
on the city-county school board.
"Whether it's from the janitor, a
maid or top administrators, he's
always open to suggestions."
At age 58, Dr. Thompson is
considered a success by many but,
according to him, he has yet to
reach that pinnacle in his career.
"No (I'm not a success), but I
hope to be one day. I will let those
around me, one day, make that
decision.
"I approach no task for self-_
aggrandizement. I approach it from
commitment and interest. I would
never approach a job or take a job
that I would not want to do."
His is a philosophy that many
must follow in order to make
WSSU an institution that pales in
comparison to none, he said,
adding "If wc are to be successful
in achieving our goals at Winston
Salem State University, it will take
the involvement and support of
many people inside and outside of
this institution."
City Board of Aldermen to consider
loitering ordinance
From Page A1
?behaving in a manner as to raise reasonable suspicions that he or she is
about to engage or is engaged in unlawful drug-related activity,
?repeatedly passes to or receives from others packages which appear to be
similar to those containing drugs,
?running when approached by a police officer,
?being at a location frequented by drug users and sellers.
"Standing alone, it's just one more tool. But if you add it to the arsenal of
other measures, this ordinance will substantially impact the numbers of people
loitering for the purpose of selling drugs and will give police officers a useful
tool to combat this problem," said Police Chief George L. Sweat. "We want to
start slow with this . . . utilize our narcotics unit on the initial enforcement of
the ordinance and we'll use our most experienced officers to make the first
cases and successfully prosecute them."
Alderman Lynne S. Harpe said she has and would support any measure that
would lead to the elimination of drugs, dealers and users, but said the ordi
nance, as written, could infringe on the rights of law-abiding citizens.
"If there was some way that we could rewrite this ordinance, with maybe a
combination of the circumstances," Mrs. Harpe said "The way it's written right
now, I'd have to abstain from this at this point"
In an effort to reassure Mrs. Harpe, Alderman Burke said, "In some areas it
is so obvious what they're (drug dealers) doing. I can imagine many folks who
would have this problem in their communities would be very elated because
those people are gathering in a neighborhood for no other reason but to pur
chase drugs."
t Chief Sweat said his more experienced officers working in the narcotics
division know who the dealers and sellers are because they are often repeat
offenders.
"With my most trained officers we would go into the high drug areas and
we could pick out the drug offenders," Chief Sweat said.
"I'm not trying to put any stumbling blocks in your way," Mrs. Harpe said,
"but I'm trying to protect you (police), the city and its citizens."
Alexander Beaty, assistant city manager and assistant superintendent in
charge of law enforcement, assured Mrs. Harpe that the city attorney and legal
advisers on state and local levels have reviewed the ordinance. and that it has
been rewritten to comply with their suggestions.
"The direction that Chief Sweat will give his officers . . . they will target
locations where they know they've got a problem," he said. "They know who
they (dealers) are but they don't have the tools now to inconvenience them."
Only two of the four committee members were present, but with Alderman
Harpe abstaining and Mrs. Burke in favor, they forwarded the ordinance to the
full board. Mrs. Harpe requested that the city staff forward a transcript of the
discussion during the meeting to the full board, and Mrs. Burke asked that
board members be polled on their views concerning the ordinance before the
July 17 meeting.
In another meeting, the Finance Committee of the Board of Aldermen
approved Wachovia Bank & Trust's gift of its Patterson Avenue branch. The
city plans to use the facility at 2305 N. Patterson Ave. as a multi-purpose
neighborhood service center.
The center would be used as a site offering information about jobs, training
and other government-sponsored programs and services. And possibly a loca
tion where city residents could pay utility bills.
The building has three floors and 4,780 square feet of space. The structure
will require renovations, about $94,207 worth, to install restrooms which are
accessible to the handicapped, an additional office, a collection work area and
Coble's top team raises concerns F,omPafleA,
in the local system for four years;
spent two years as counselor; two,
as a planning coordinator on the
Career Center Project; and was
the center's assistant principal for
one year before he was moved
into central office administration.
In contrast, Dr. Phillips joined
the local system as a guidance
counselor in 1959. She worked for
one year as the school librarian at
Carver Crest and Columbia
Heights elementary schools; three
additional years as a counselor;
served as school psychometrist for
one year at the central office
level; three years, teacher/director
of the Continuing Education Pro
gram; three years, central office
coordinator of the Model Cities
Program; and was principal of
Lowrance Intermediate School for
10 years.
\ Mr. Jessup joined the system
f in 1960, taught for five years, was
moved to central office as a pur
chasing agent and after nine years
v was made director of purchasing.
He served in that capacity for six
years and in 1980 was appointed
Assistant Superintendent for Busi
ness Affairs (or Auxiliary Ser
vices).
A four-member study team
headed by L. Linton Deck, direc
tor of education and non-profit
applications for the Center for
Creative Leadership in Greens
boro, a private non-profit group.
"You must understand that lit
erally hundreds of people were
interviewed and just because any
individual qualifies on paper
doesn't mean they're best suited
for the job," Dr. Coble said. "In
the estimation of the outside
group we felt her (Dr. Phillips')
skills could be better matched
with the position she was assigned
to."
Her new role would be that of
Assistant Superintendent of Stu
dent Services. In that capacity she
will supervise in excess of 200>
employees in the areas of guid
ance, health, testing, drop out pre
vention, social work, student
records, substance abuse and
exceptional placement. Her cur
rent $58,104 a year salary will not
change, nor will her assistant
superintendent title because of her
contract.
Dr. Coble admitted that while
the new position would allow Dr.
Phillips to supervise more people
(she now oversees 17) it is not a
promotion.
"It is more a lateral than an
upward move, but it's a great deal
more responsibility than she had
in the other role," he said.
Perception others had of a
potential supervisor was an
important factor the study group
reviewed, Dr. Coble said. When
asked whether Dr. Phillips' could
have been perceived negatively
because she's Afro-American and
if that factor could Jnye affected
the study group's^ decision, Dr.
Coble said, "I can guarantee you
that absolutely no racial motiva
tion was involved in my decision
making."
The Afro-American commu
nity was outraged when Dr.
Phillips didn't make the final four
cut in the most recent superinten
dent search. Before that they were
angered because Mr. Jessup was
named acting superintendent.
When Dr. Coble met with the
entire staff at the school adminis
trative offices Wednesday morn
ing, some Afro-American staff
members reportedly were angered
because of what they deemed
another slight of Barbara Phillips.
"What happened to Barbara
Phillips before I got here has
nothing to do with me," Dr. Coble
said. "I think that I'm in a pitiful
situation when the only way I can
smooth over racial tensions in this
community is by where Barbara
* cb?t I will
Dr. Phillips was in Freeport,
Bahamas and could not be
reached for comment.
other modifications to create an open meeting area. An exterior stairway is
planned to give the required~additional entrance to the basement level, Mr.
Beaty said.
City staff has recommended that three full-time employees be hired - one to
collect utility payments and sell tickets to public events, and the other twd~serv
ing as operations staff members. An additional $54,1 10 would be needed to pay
'the staff for nine months, with a $26,770 operating budget. A capital outlay of
$15,550 is proposed to purchase equipment and facility furnishings to supple
ment those Wachovia donated.
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