In These Hills


Fadi Abu-Farha

Fadi Abu-Farha

It’s the most sought-after recognition an emerging science, engineering or mathematics faculty member can receive: a National Science Foundation Faculty Early Career Development (CAREER) grant. And this year, Clemson faculty claimed five.
A CAREER grant is the NSF’s most prestigious award in support of early career development activities, providing a financial stipend to support research activity for five years. The NSF, an independent federal agency, supports fundamental research and education across all fields of science and engineering.
As any professor who has applied for a CAREER grant can attest, a submission for this award is much more than a research proposal: It’s a career development plan. The goal is to fund faculty members early in their careers to promote their development into teacher-scholars. The scientists and researchers who receive the awards are widely considered the most likely to become the academic leaders of the 21st century.
Each year, NSF receives about 50,000 competitive requests for funding and makes about 11,500 new funding awards. Since 2005, Clemson has been home to more than 30 CAREER grant recipients.
The CAREER grants awarded at Clemson this spring represent a broad spectrum of interests and applications — from harnessing the power of giant computer systems to innovative medical advances to developing lighter-weight materials for modern
car construction.
Fadi Abu-Farha (pictured)
Associate Professor of Automotive Engineering
Amount: $400,000
Low-cost manufacturing of lightweight sheet components for the automotive sector
Jeffrey N. Anker
Assistant Professor of Analytical Chemistry
Amount: $526,000
High-resolution spectrochemical imaging through tissue
Delphine Dean
Associate Professor of Bioengineering
Amount: $400,000
Hierarchical mechanical models of cell constructs
Haiying (Helen) Shen
Associate Professor of Electrical and Computer Engineering
Amount: $400,000
Large-scale distributed data-sharing system
Melissa Smith
Associate Professor of Electrical and Computer Engineering
Amount: $450,000
Harnessing hybrid computing resources in PetaScale computing and beyond


TAPS yearbook cover 1943.

TAPS yearbook cover 1943.

Whether you’re digging for family history or just browsing for fun, thumbing through decades-old Clemson yearbooks is an intriguing experience. And now that experience is accessible to anyone with a computer and an Internet connection.
Clemson’s Special Collections Library has digitized the complete run, from the first volume (Clemson College Chronicle) in 1899 through 2012. The yearbook had several names before finally becoming Taps in 1908.
Clemson's Special Collections Library has digitized TAPS.

Clemson’s Special Collections Library has digitized TAPS.

Through a partnership with the Internet Archive, the yearbooks were scanned cover-to-cover in full color. Online visitors can page through a volume, download a PDF, view it on a Kindle or search the full text.
This project was made possible through the LYRASIS Digitization Collaborative — a Sloan Foundation grant-subsidized program that has made digitization easy and affordable for libraries and cultural institutions across the country.
Also available digitally are the Clemson Catalog (undergraduate announcements) and the Clemson Chronicle (the student literary/arts/photography journal). In the coming months additional publications will be made available: Clemson College Newsletter (faculty/staff), The Agrarian (School of Agriculture student publication), and Bobbin & Beaker (official journal of the Textile School).
When all these publications have been digitized, more than 100,000 pages of full-color, text-searchable Clemson-related materials will be available for researchers worldwide.

To view the yearbooks, visit


Mark Richardson

Mark Richardson

Charlotte business leader Mark Richardson ’83 is the newest member of the University’s board of trustees. Manager and owner of MAR Real Estate LLC, a commercial real estate company, Richardson is co-owner of the Carolina Panthers, Charlotte Thunder Road Marathon and more than 50 Bojangles’ restaurants in North Carolina and Virginia. He played on Clemson’s 1981 national championship football team.
“Mark brings to the board keen business and marketing insights, a commitment to excellence and a passion for Clemson University,” said Board Chair David Wilkins.
Richardson succeeds the late Bill L. Amick of Batesburg, who retired after serving for 30 years. Amick, a 1966 Clemson graduate, was chief executive officer of the Amick Company and a real estate developer. He served as chair of Clemson’s board from 1991 to 1995 and was awarded Clemson’s Distinguished Service Award.


Big Yellow Mountain in the Roan Highlands.

Big Yellow Mountain in the Roan Highlands.

Students from Patrick McMillan’s plant taxonomy class explored some of the most ecologically diverse areas in the Southern Appalachian Mountains, thanks to alumnus Witt Langstaff. Langstaff has property on Big Yellow Mountain, located in the Roan Highlands along the North Carolina/Tennessee state line, and hosts McMillan’s class each fall. One of the highest elevation areas in the Eastern U.S., the Roan Highlands has plant communities and climate typical of New England and Canada and is the location of one of the most picturesque and unique natural communities, the grassy bald.


Clemson's Center for Visual Arts opens at West Greenville

Clemson’s Center for Visual Arts opens at West Greenville

Clemson’s Center for Visual Arts opens at West Greenville [/caption]Once the heart of the local textile industry, West Greenville has reinvented itself as an art destination. The Village of West Greenville is home to more than 30 artisans — including potters, sculptors, photographers and painters — as well as local businesses and restaurants. And now Clemson’s Center for Visual Arts has opened its doors there as well.
The Center for Visual Arts serves as the umbrella for all visual art activities at the University. The location on Pendleton Street will allow for undergraduate and graduate students, faculty and alumni to have hands-on experiences in developing, curating, installing and exhibiting art. The center will engage local, regional, national and international artists and will give Upstate residents an opportunity to both see and “do” art.
Greg Shelnutt, chair of the art department, sees the center as a mutually beneficial partnership for Clemson and Greenville. “This is a chance to become a part of the fabric of the community. Artists want to give back; we want to share what we do. Artists want to expand upon the cultural heritage of a community, using art to tell the stories of life in that community,” he says. “We get so much out of our interaction with the public, and this will give our students a chance to jumpstart their art careers.”


Deep Orange 3 Vehicle

Deep Orange 3 Vehicle

Students in Clemson’s graduate automotive engineering program displayed a new concept vehicle at the 2013 L.A. Auto Show in November. Deep Orange 3 features a unique hybrid powertrain that automatically chooses front-, rear- or all-wheel drive; a load-bearing structure based on innovative sheet-folding technology patented by Industrial Origami; and groundbreaking 3+3 seating configuration in sports-car architecture.
Clemson’s graduate automotive engineering students are required to create and manufacture a new vehicle prototype. The vehicle’s concept and design are developed in partnership with students from the transportation design department at the Arts Center College of Design (Calif.) focusing holistically on the vehicle and the end-user. Each year, a prototype vehicle is developed with a new market focus and technical objectives, providing students an opportunity to work directly with automotive industry partners to innovate and develop ideas.


Assistant professor of bioengineering David Kwartowitz works with a student Creative Inquiry team conducting research to prevent sports concussions.

Assistant professor of bioengineering David Kwartowitz works with a student Creative Inquiry team conducting research to prevent sports concussions.

Hardly a week goes by without a news story about the effects of concussions on athletes from pee-wee to professional. And Clemson researchers and students are tackling the issue.
An undergraduate Creative Inquiry student research team, working with bioengineering professors David Kwartowitz, John DesJardins and Delphine Dean, has designed a dummy equipped with brain sensors that provide concussion data. The students built a track system to strike the head of the dummy with numerous objects, including weights, footballs, baseballs and helmets. Using this system, the researchers can manipulate the impact of these objects and the sensors provide instant concussion results.
“We control impact and collect concussion data while the dummy is donning an NCAA-approved football or baseball helmet,” says Kwartowitz.
And in that process, students are trying to find solutions. “We’ve begun a competition for the students to design their own padding inside the shell of a football helmet to avoid probable concussions at high impact,” Kwartowitz says. “Ultimately, the data collected will offer insight as how to better protect an athlete from concussion.”
While the project is educational for the Creative Inquiry student team, it’s designed to be educational for elementary, middle and high school students as well on the severity of concussions and the benefits of wearing protective equipment. The dummy simulator eventually will be displayed in Greenville at the Roper Mountain Science Center’s newly renovated health research facility, where 120,000 students visit annually.


One of South Carolina’s longest established private foundations has underscored its commitment to medical science by funding an endowed chair in genetics research at the Clemson University Center for Human Genetics. The Self Family Endowed Chair in Human Genetics will advance the development of novel therapeutics treating genetic disorders at the cell level. The $4 million chair is jointly funded by the Self Family Foundation and the state of South Carolina.
The researcher, to be selected, will be a leading geneticist who will work toward treatment, and preventive, diagnostic and curative tools with life-changing and economic potential.
The endowed chair will allow Clemson to build on the Greenwood Genetic Center’s potential for seamless technology transfer through opportunities for industry partners to locate in the adjoining Greenwood Research Park to support local business and economies.
According to Frank Wideman, president of the Self Family Foundation, the foundation made this commitment to honor the late Jim Self who understood early on the enormous potential of research to treat and cure genetic disorders. It was his vision to transform Greenwood from a traditional textile town to a modern center for the life sciences. Self was a longtime chair of the Self Family Foundation, a life trustee of the University and a founding investor in the Greenwood Genetic Center.

Clemson wildlife biology students made a strong showing at the 2013 Wildlife Society Annual Conference in Milwaukee, including first place in the student research in progress poster category and second place for the best doctoral research poster presentation. Senior wildlife and fisheries biology major Jenna Kohles won first prize in flora photography for this photograph of a sourwood leaf floating on a pond in her hometown of Cary, N.C.

Clemson wildlife biology students made a strong showing at the 2013 Wildlife Society Annual Conference in Milwaukee, including first place in the student research in progress poster category and second place for the best doctoral research poster presentation. Senior wildlife and fisheries biology major Jenna Kohles won first prize in flora photography for this photograph of a sourwood leaf floating on a pond in her hometown of Cary, N.C.


Georgia Tech professor Nihad Farooq (left) and Clemson professor Kimberly Manganelli confer before the final Road Scholar Series lecture.

Georgia Tech professor Nihad Farooq (left) and Clemson professor Kimberly Manganelli confer before the final Road Scholar Series lecture.

Georgia Tech professor Nihad Farooq (left) and Clemson professor Kimberly Manganelli confer before the final Road Scholar Series lecture.[/caption]The fifth and final Clemson Humanities Road Scholar Series lecture, “Slavery and Social Networks in the New World,” took place Friday, November 15, in connection with the Georgia Tech vs. Clemson football game the night before. The series paired the Tigers’ associate professor of English Kimberly Manganelli (above, right) with Yellow Jackets’ assistant professor of American studies Nihad M. Farooq in a lively discussion of slavery and race.
Jonathan Beecher Field, associate professor of English at Clemson, organized the series which brought humanities professors from visiting football opponents to Clemson throughout the fall to present their current research, each followed by a response from a Clemson professor. Faculty from the University of Georgia, Wake Forest University, Boston College, Florida State University and Georgia Tech accepted Clemson’s invitation to visit and engage with Clemson faculty and students.
“We want to find a way to engage with our athletic rivals academically,” said Field, “and we want to show people what’s important to us at Clemson. This series offers us a way to bring some of the energy surrounding athletics to the academic side of campus and raise the profile of the humanities at Clemson.”
The series received support from across campus, including the Humanities Advancement Board, the Pearce Center for Professional Communication, the Department of Athletics, the College of Architecture, Arts and Humanities, the Class of ’56 Academic Success Center, the Office of the President and the Office of the Dean of Undergraduate Studies.
In her lecture, Farooq explored how contemporary communication networks might provide ways to re-think the diffuse global networks of slaves in the New World archipelago. She compared slave networks of earlier periods to virtual networks of today, calling them “traceable only through the flow of information.”
In her response, Manganelli explored the networks of slavery, both global and local, and together the scholars engaged their audience in a brief Q&A period.


SCE&G Energy Innovation Center at CURI.

SCE&G Energy Innovation Center at CURI.

U.S. Deputy Secretary of Energy Daniel Poneman spoke at the November dedication of the world’s most advanced energy systems testing and research center, located at the old Charleston Naval Base. “Developing America’s vast renewable energy resources is an important part of the Energy Department’s ‘all-of-the-above’ strategy to pave the way to a cleaner, more sustainable energy future,” he said.
“The Clemson testing facility represents a critical investment to ensure America leads in this fast-growing global industry — helping to make sure the best, most efficient wind energy technologies are developed and manufactured in the United States.”
The SCE&G Energy Innovation Center, which is part of Clemson’s Restoration Institute, houses a four-story, 400-ton unit capable of testing drivetrains for wind turbines that can produce up to 15 megawatts, which is enough energy to power 6,000 homes. There are only two other such facilities in the world, but neither has this large of a capability.
In addition to drivetrain testing, the facility also includes the Duke Energy eGRID, which can simulate the electrical grid of any country in the world, allowing companies to see how solar, wind and storage devices might interact with the grid.


U.S. Poet Laureate Natasha Trethewey.

U.S. Poet Laureate Natasha Trethewey.

Pulitzer Prize-winner and U.S. Poet Laureate Natasha Trethewey, along with a dozen other authors from around the country, will be on campus this spring for the seventh annual Literary Festival.
The festival, one of the few in the country planned and run by students, will include a Young Writer’s Workshop on Friday and Family Day on Saturday. The Young Writers Workshop is a half-day event for area high school creative writers. Upstate teachers bring selected students to campus for a day of readings and workshops with authors including Kelly Link (Pretty Monsters), Benjamin Percy (Red Moon) and poet Mathias Svalina. The Humanities Advancement Board is funding an expansion of the workshop this year, and the organizers are expecting approximately 70 students to attend.
At the heart of this event is a Creative Inquiry class, taught this year by professor Keith Morris. His class of 11 undergraduates and one graduate student are divided into four groups that handle communications, design, planning and organization. Each student serves as a liaison for one of the authors, handling correspondence, introducing the author at the festival and then writing a critical essay on the author’s work.
Many of the students, according to Morris, have used their experience on the festival as a way to secure jobs and internships. For a schedule and more information about this year’s festival, go to

The Headlines of the Barker Presidency

“A timeline is an easy way to capture the highlights of a period of time, in this case, the 14 years of Jim Barker’s presidency. It’s a harder thing to capture the essence of the time. And so as we celebrate the accomplishments of this period, we do so by remembering the Clemson World headlines of the times and the news that was reported.”


Winter 2000

A Clear Vision

Clemson’s new president, Jim Barker, takes office with a clear vision — to see Clemson in the top 20 national public universities in the country within the next 10 years.
The former dean of Clemson’s College of Architecture, Arts and Humanities, Barker already knows much about the University — as student, professor and dean. A 1970 Clemson graduate, Barker returned to the University in 1986 to become dean of what was then the College of Architecture. He continued to teach classes throughout his tenure as dean.
Now as the University’s 14th president, Barker has begun a 10-year plan for Clemson to become one of the nation’s top universities.
“Our vision statement of becoming the leading land-grant university is a wonderful goal, but we need some intermediate steps to get there,” he says. “We also need time. I think it’s important that Clemson have some stability in our president’s office, some ability to know where we’re going for a longer period of time and maintain our focus on key issues. So I have articulated for the Board — and for the faculty, staff and students who were involved in my interviews — a 10-year vision.
“Very simply, Clemson will be in the top 20 of national public universities in the country at the end of that period, even sooner if possible. A great university is built in steps, and we’ll take some of these steps as quickly as we can.”
Right now, according to U.S.News & World Report, Clemson is tied for 38th. At the end of 10 years, Barker expects Clemson to:

  • increase funded research to $100 million a year,
  • see many of its individual programs ranked among the top 20,
  • set the standard in public service for all land-grant universities by engaging the whole campus in service and outreach, by being well-focused and by becoming very good in those selected areas,
  • complete the current capital campaign and a subsequent one, exceeding the goals of both and substantially growing the University’s private endowment,
  • win another national championship in football (Tigers won in 1981) and two other sports, and reach the national “Final Four” twice in basketball, send another University Chorus group to perform at Carnegie Hall (Chamber Singers went in 1992),
  • have a thriving Phi Beta Kappa chapter,
  • have at least two students win Rhodes Scholarships,
  • and, at the heart of all these endeavors, continue to excel in teaching.

Spring 2000

Stellar Students

Thirty outstanding high school seniors from across the country visited campus earlier this year as finalists in the new Clemson National Scholars program.
“Outstanding” may be an understatement. Their average SAT score is well over 1500, and they’re in the top 1 percent of their class. From this group, 10-12 students will be selected to receive full scholarships to the University and a summer of study in Italy as the first class of Clemson National Scholars.
Because of generous donors, the Clemson National Scholars endowment has reached $6 million and will eventually fund approximately 25 scholarships each year.
“This will be our premier scholarship program,” says President Jim Barker. “Without such a program, we simply can’t compete with the top scholarship offers made by other universities. To be a national university, we must have a national-caliber scholarship program.”
The Clemson National Scholars is an immediate and direct result of The Clemson Commitment capital campaign.
Library bridge

Summer 2001

President’s View: Decisive moment

Throughout history, Clemson has faced decisive moments that have shaped its future. In the 1950s, we shifted to a coed and civilian student body; in the 1960s, we desegregated and gained university status; in the 1990s, we underwent restructuring.
On June 20, 2001, another such decision was made. When the Board of Trustees enacted an unprecedented tuition increase, they ensured that we would provide the resources necessary to make Clemson one of the top-20 public universities in the nation.
Throughout the year, as we faced substantive issues about quality, funding and the direction of the University for the next 10 years, we followed a process that served us well: Our goals are non-negotiable. We would have an open, inclusive process. We would gather input from people affected by our decisions. We would debate all options, carefully considering the benefits and risks of each. We would act as One Clemson.
As Clemson alumni, students, faculty and staff well know, we have a goal to become one of the nation’s top-20 public universities, and we have a plan or a “road map” to help us achieve that goal.
We will build our research environment and improve South Carolina’s ability to attract knowledge-based industry. The value of a Clemson degree will be increased, making our graduates more competitive in the job market. More of our best students will remain in state for their education, no longer having to choose between a LIFE scholarship and top-tier education.
A recent poll shows that 9 out of 10 South Carolinians agree that the state should have a top-tier university. Yet Clemson is substantially underfunded, even with a 42 percent tuition hike. According to the Commission on Higher Education mission resource requirement, Clemson is funded at $68 million a year below what we need to operate. We are currently funded at 61 percent of the state’s formula compared to 68 percent for peer research institutions in South Carolina.
For the past five years, Clemson has had lower tuition increases and smaller growth in appropriations than other state institutions. When we compare per-student appropriations to those in Georgia, North Carolina and Florida, we are far behind.
The road map was charted with the understanding that we would need significant improvements in all funding areas. We believed that our goals were reasonable with modest improvements in five areas.
State appropriations: We assumed we would continue to see the modest increase of 2 to 3 percent that had been the norm the past five years. Instead of slight growth, however, we face a situation of flat funding for academic and operating needs, and declining resources for public service activities.
Tuition: For the past five years, tuition increases merely offset unfunded pay raises and other unfunded mandates. We knew we would need larger tuition increases than in recent years. On June 20, 2001, Trustees took a bold step enacting a substantial tuition increase that demonstrated commitment to improving the quality of a Clemson education.
External support: We would not place the entire burden of our plan on the state and students. Our plan calls for increase in external support generated through private gifts, grants and sponsored programs. Our faculty and staff have risen to the challenge. Last year, we had the most successful fund-raising year ever and the highest one-year increase in research funding ever.
Internal efficiencies: With limited resources, we knew we would have to look within and be willing to reallocate from current budgets to higher priorities. Our administrative costs are 7.3 percent of academic costs, the lowest in the state and well below similar universities elsewhere. Our general overhead cost per student is $100–$300 below the average of our peers and $200 less than it was two years ago. Each year, Clemson received the highest scores in the state for administrative efficiency. Yet we continue to look for ways to maximize efficiency and have recently restructured two academic colleges.
Accountability: We have a responsibility to tell students, parents, alumni, legislators and others how we are spending their money and show them what they are receiving in return. We have published and widely distributed our goals. We keep a continually updated Web site that reports on how we’re doing on each goal. We will continue to travel across the state talking with constituents about our plans and how we’re directing funds.
In all the areas within our control, we have delivered.

Fall 2001

Roaring into the Future

The numbers are in! Because of you — our loyal, enthusiastic, generous alumni and friends — The Clemson Commitment has blown away its goal of $260 million and recorded a huge victory for Clemson’s academic reputation.
The five-year campaign began (July 1, 1996) with these goals and ended (June 30, 2001) with these results:

  • To raise at least $260 million in private gifts and pledges for Clemson programs. (The goal increased from $210 million to $260 million in February 2000.) The campaign closed with $295 million in gifts and pledges.
  • To increase the percentage of alumni who make annual gifts to the Clemson Fund from 16 percent to at least 25 percent. Alumni participation in the Clemson Fund shot up to 26.6 percent.
  • To increase annual gifts to the Clemson Fund from $20 million to at least $30 million. Annual gifts to the Clemson Fund hit $37.7 million in 2000-2001.
  • To increase the University’s deferred gifts inventory (wills, trusts and other forms of documented future gifts) by at least $45 million. Deferred gifts established during the campaign totaled $76.5 million.
  • To double the University’s endowment from $110 million to at least $220 million. The University’s endowment exceeded $250 million.

Fall 2002

BMW, Clemson and the state begin historic partnership

Clemson, BMW Manufacturing Corp. and S.C. Gov. Jim Hodges announced in late September a partnership to build an automotive engineering graduate education center in Upstate South Carolina. The center will provide research support and engineers with advanced degrees needed by BMW, its suppliers and the state’s growing automotive industry.
BMW has pledged $10 million to endow the academic programs, and the state will provide $25 million to construct and equip a state-of-the-art facility to house the graduate center.
“With the support of BMW and the state of South Carolina, we will be able to build a premier automotive engineering program center,” says Clemson President Jim Barker. “This partnership is a major step in Clemson’s quest to be a top-20 public university and in South Carolina’s drive to build a knowledge-based economy.”
Hodges called the collaboration “one of the finest examples of higher education, government, training and business working together for the benefit of all.”

Summer 2003

National Champions!

On May 30, in Stillwater, Okla., Clemson golfer D.J. Trahan fired a final round of 74 and teammate Jack Ferguson clinched the win with a par on the 18th hole, leading Clemson to its first NCAA Golf Championship.
Clemson also became the first school in NCAA history to win its conference championship, NCAA regional title and National Championship in the same year. The Tigers started and ended the year as the No. 1 ranked team in the nation.
Clemson finished the season with a 124-8-3 record against top-25 opposition, an incredible 93 percent winning percentage, by far the best in the nation and best in Clemson history.

Fall 2004

Making old, new

In 2006, fraternity and sorority housing on the Quad received LEED (Leadership in Energy and Environmental Design) silver certification from the U.S. Green Building Council.

In 2006, fraternity and sorority housing on the Quad received LEED (Leadership in Energy and Environmental Design) silver certification from the U.S. Green Building Council.

Clemson is creating the first formal academic organization supporting the restoration economy — the revitalization of existing areas through new development.
The Clemson University Restoration Institute, centered in Charleston, will create a formal network of experts to tackle the demands of a growing economy based on restoration. The state has awarded Clemson $3 million of matching funds, from the S.C. Education Lottery, for the program.
“The University has recognized this opportunity for advancing South Carolina’s economy through the creation of new knowledge,” says Jan Schach, dean of the College of Architecture, Arts and Humanities and in charge of the institute. “Clemson is also one of only a few universities with the right mix of design, engineering and natural science in applied faculty expertise that can carry out this effort.”
Clemson already has a related presence with its Charleston Architecture Center, and Charleston will be home to Clemson’s new graduate program in historic preservation.

Summer 2006

Inquiring Minds

At first you think you’re seeing an antidote to the latest “bad news” headlines: Successful hospital evacuation plans … childhood obesity treatment … bullying prevention … eating disorder recovery … improved elder care … new cancer research.
And, in a way, you are. These and many other relevant topics are driving Clemson’s fresh approach to undergraduate research — called “creative inquiry” — real-world research for real-life results.
Although it may sound like a new name for an old educational tool, it’s much more. For a start, creative inquiry requires multiple semesters, often four. It combines critical thought, careful research, clear communication and personal commitment. Put simply, it’s “engaged learning” throughout the undergraduate experience.
“Creative inquiry crosses boundaries between different majors and promotes teamwork,” says Provost Dori Helms, who began introducing the concept several years ago. “Problem-solving carries far beyond the classroom and the single semester.
“This interactive environment engages the faculty, student body and community in discovery, enriching the lives of all involved.”
Creative inquiry is designed to give faculty new teaching environments and mentoring opportunities. It generates fresh concepts and topics they can incorporate into their classes, and they get to interact more often with peers from other disciplines.
Then there’s the community, the University community, the surrounding towns and counties, the state and the “greater community” of all people. When students become lifelong, ethical problem-solvers, our quality of life improves in every way.
Of course, the main beneficiaries are the students themselves.
“In addition to engaged learning, having a mentor and earning academic credit, students get more say-so in their own education,” says Jan Murdoch, undergraduate dean. “Specifically, they can pursue their intellectual and creative passions whether child care or cardiovascular research.”

The Phi Beta Kappa installation ceremony was held on April 1, 2007, and 74 Clemson students were inducted.

The Phi Beta Kappa installation ceremony was held on April 1, 2007, and 74 Clemson students were inducted.

Summer 2007

For the love of learning

“After Barker became president and announced that Phi Beta Kappa was one of his 10-year goals, I was elated,” says George C. Fant Jr. ’49. “Not only did this show the administration’s support for student academic achievement, but it showed how serious the University was about the direction it was taking to become a top-20 school.”
… Fant and his wife, Helen, funded an endowment, the Helen M. and George C. Fant Jr. Endowed Scholar, which began the process by which Clemson would be assessed for Phi Beta Kappa membership. The purpose of the endowment was twofold: One, it financed the research and application process to get the chapter started; and two, it provided funds for the chapter’s annual activities and to promote its presence on campus.
“The Fants’ endowment allowed me to do many of the things necessary to secure a chapter of Phi Beta Kappa,” says Jens Holley, University Libraries department chairman, who joined Phi Beta Kappa Society as a student at Furman University. As the Fant Scholar, established by the Fants’ endowment, Holley coordinated the efforts of faculty colleagues to establish the new chapter at Clemson.
During the University’s applicationprocess, the national Phi Beta Kappa organization conducted an extensive review, in which faculty credentials and student achievements were analyzed, and visited campus. To be considered, Clemson had to have Phi Beta Kappa representation of 10 percent of its liberal arts and sciences faculty.
Finally, in 2006, Clemson University was awarded South Carolina’s Delta chapter of Phi Beta Kappa, fulfilling one of President Barker’s goals for the University and a lifelong dream for Fant.

Spring 2010

Clemson at the forefront of wind energy quest

In November 2009, the Clemson University Restoration Institute in North Charleston and its partners landed $98 million in funding to develop next-generation wind turbines.
In doing so, the Restoration Institute brought to South Carolina one of the most important wind energy research and development initiatives in the world and placed Clemson at the forefront of the nation’s alternative energy quest.
The move is expected to generate an economic boom for the region by creating new jobs and an industry cluster that will complement Clemson’s other economic development successes: the Clemson University International Center for Automotive Research (CU-ICAR) in Greenville and the Clemson University Advanced Materials Center in Anderson County.
The Restoration Institute and the drivetrain testing facility will include a graduate education component, the cornerstone of any Clemson public-private business model.
With this facility, the Restoration Institute will test the next-generation wind turbines and drivetrains that will help shape the U.S. wind industry.
The Restoration Institute and its partners received a $45 million grant from the U.S. Department of Energy, which will be combined with $53 million in matching funds from public and private partners. The University’s partners include the Charleston Naval Complex Redevelopment Authority, S.C. Department of Commerce, state of South Carolina, S.C. Public Railways, S.C. State Ports Authority, RENK Labeco, Tony Bakker and James Meadors. Additional partners that helped write the grant proposal are Savannah River National Laboratory, SCE&G and Fluor.

Spring 2008

President’s View: Striking improvements

Clemson’s first academic plan, known as the “Road Map,” has helped us achieve many great things, including a No. 22 ranking among national public universities by U.S.News & World Report.
In its 2009 guide, “America’s Best Colleges,” U.S. News also put Clemson in second place on a list of “Up and Coming” national universities. That list recognizes schools that have “recently made striking improvements or innovations,” schools that “everyone should be watching.”
What are these improvements? More Clemson students now graduate within four years. Student retention from the freshman-to-sophomore year rose from 88 to 90 percent. Graduation rates are up from 75 to 78 percent.

Spring 2011

S.C. Centers of Economic Excellence driving the state toward healthier economy

… “If there has ever been a win-win-win program in South Carolina,” says President Jim Barker, “it’s the CoEE Program.” First, the state’s research universities win by having an investment of public and private funding directed toward the areas where we know we can make a difference in the future of our state. Focusing intellectual capital on critical needs and opportunities, from the automotive industry to a sustainable environment, will result in advances in these areas but will also attract established businesses and entrepreneurs to work with us.
The centers will give students connections and experience that will serve them well after their course work is done. Private investors win by partnering with a research university and world-class faculty members whose work can produce knowledge and innovation and create jobs. And the state wins by the creation of new business and the relocation of businesses from other states for proximity to the innovators in their fields.
The state has invested $45 million in CoEE funds in Clemson research, creating 13 centers with 16 endowed-chair positions to attract the best and brightest faculty leaders from around the world. With a strong alignment between the CoEEs, Clemson’s emphasis areas and national priorities, the potential for growth is virtually limitless.
CU-ICAR — the Clemson University International Center for Automotive Research is home to four research areas supported by endowed chairs to drive innovation in automotive and motorsports research.
COMSET — Clemson’s Center for Optical Materials Science and Engineering Technologies is headquarters for two CoEEs to be led by endowed chairs.
Advanced Fiber-based Materials researches advanced synthetic polymers and natural fibrous materials as well as new composite materials based on metals, ceramics and polymers for automotive, space, athletic equipment and medical prosthetic markets.
Advanced Tissue Biofabrication is in conjunction with the Medical University of South Carolina and the University of South Carolina. Clemson researchers develop processes for the production of complex tissues and organs through “bioprinting” or three-dimensional layering of individual cells.
Cyber-Institute combines computer and electrical engineering with the University’s growing computing power to create a strong research program, industrial partnerships and technology transfer opportunities in research areas that rely on storage, processing and transmitting large amounts of data.
Health Facilities Design and Testing (with MUSC and USC) research focuses on designing health care facilities to improve delivery of health care services and create architectural settings that positively affect the health of patients and staff.
Regenerative Medicine, housed at the Medical University of South Carolina, focuses on the regeneration or re-modeling of tissues and organs for the purpose of repairing, replacing, maintaining or enhancing organ functions, including engineering and growth of functional tissue substitutes.
SeniorSMART ™, a collaborative effort with the University of South Carolina, explores three major research areas — intellectual activity, safety within the home and safety outside the home, especially while driving.
Sustainable Development builds on existing strengths in restoration ecology, renewable energy, natural resources, sustainable design, land use planning, real estate development and watershed management. Research fosters sustainable development strategies that allow the state to protect natural resources and encourage smart growth.
Supply Chain Optimization and Logistics draws on established expertise in helping business and industry find the most efficient, economical ways to move goods or people to market.
Tissue Systems Characterization enhances existing expertise in tissue engineering and biomaterials to provide alternatives to animal testing. This center extends exploration of novel technologies with potential to serve as new diagnostics, medical devices and therapeutic products.
Urban Ecology and Restoration integrates ecological science, engineering and urban design and planning to support the growth of South Carolina’s environmental industry.

Spring 2012

Class of ’56 Academic Success Center

Clemson’s Academic Success Center has worked nearly a decade in the lower level of the Cooper Library
— and in other nooks and crannies across campus
— to help students keep scholarships and graduate.
Now, thanks to the Class of 1956, it has a new designated building in the heart of Clemson’s academic campus. The $2.7 million raised by the class became seed money for the construction of the Class of 1956 Academic Success Center, located behind Cooper Library, which opened earlier this year. The $13.7 million project includes construction of the 35,000-square-foot, three-story building, site preparation, furnishings and landscaping. Its main programs and instructors make studying and understanding course work more effective and meaningful, helping students keep scholarships and graduate.

Summer-Fall 2012

We made it: $608,839,594

When the Will to Lead: A Campaign for Clemson was launched publicly in 2006, it was a bold step for the University. And its successful completion marks the largest university fundraising effort ever achieved in our history, surpassing the $600 million goal.
It’s time to celebrate that great achievement, even as we look to the future. The generosity of Clemson Family and friends has done great things for the students and faculty, changing lives and adding to the economic opportunity of the entire region.
The new goal for the Will to Lead campaign is $1 billion. In the middle of a recession, the Clemson Family and friends raised more than $608 million for Clemson, exceeding our goal. These vital funds met many of the University’s most immediate needs.
But this is about the future. Funds are needed for additional scholarships, fellowships, professorships and endowed chairs to benefit our current students and faculty, and to attract even more top talent. New facilities are needed to replace aged and inadequate academic and athletic structures. And dollars are needed to provide the kind of unique experiences that create the marketplace-ready graduates that Clemson prides itself in.
The challenge to raise $1 billion is the most ambitious ever under-taken by a public university with an alumni base of our size.

Spring 2013

A time for change

I returned from my medical leave on March 29 and two weeks later asked the Board of Trustees to begin its search for the 15th president of Clemson University. I will remain in office until the new president is found and begins work. After that, I will begin preparing for the next phase of my Clemson career as a faculty member in the School of Architecture.
… The personal journey I have taken in the first half of 2013 led me to conclude that this is the right time to “change majors” from the president’s office to Lee Hall simply because Clemson University is in such good shape.
We have a high demand for everything about Clemson. We’re attracting great students, faculty and staff. We are blessed with alumni support and a capital campaign that has been very, very successful. We are financially healthy; in fact, we are in better shape financially than we were before the Great Recession. And we have a plan that has broad support by our alumni and, most importantly, by our Board of Trustees.
We are on an upward path, and I pledge to do everything I can to continue this positive momentum.
It has been the honor and privilege of my life to serve as your 14th president, and I will always be grateful to Clemson students, faculty, staff and alumni for giving me a chance to serve my alma mater in this special way.

Cadence Count: The Barker Presidency

For 14 years, James F. Barker ’70 has served as Clemson’s 14th president and an ardent cheerleader for the University. Under his leadership, the University has grown substantially while still maintaining a firm grip on its identity and sense of family.
Here are just a few of the numbers that tell the story.
The presidency of Jim Barker … by the numbers.

The Clemson Medallion

Two trustees awarded Clemson’s highest honor

In March, Thomas B. McTeer Jr. and Joseph D. Swann were awarded the Thomas Green Clemson Medallion, the University’s highest public honor. The Clemson Medallion is awarded to those members of the Clemson Family whose dedication and service embody the spirit of the University’s founder. These two long-serving trustees who worked quietly and passionately have made immeasurable contributions to Clemson through leadership, teamwork and perseverance from classroom to career.

Thomas B. McTeer ’60

William Shakespeare said, “When words are scarce they are seldom spent in vain,” and Thomas B. McTeer’s more than 35 years of service to Clemson as a man of few words but great action are a testament to this statement.
And to think this longtime Tiger fan almost became a Gamecock.
McTeer was set on playing Carolina football when Coach Frank Howard offered him a last-minute scholarship. He would go on to become one of the longest-serving members of Clemson’s Board of Trustees, his passion for teamwork and unity evoking a drive that would see the University through challenge and triumph, from integration to winning a national football championship and becoming a top-25 public university.
As an industrial management major, McTeer played football and ran track; was involved in student government, Tiger Brotherhood and Blue Key Honor Society; and served as vice president of the Central Dance Association and the senior class.
President of McTeer Real Estate since 1964, McTeer also has served on the Columbia Board of Realtors and the Columbia Zoning Board of Adjustment Appeals, and offers his skills and expertise to Clemson as a member of the Real Estate Foundation Board.
McTeer’s Clemson legacy has also continued through family ties. All three of his daughters are Clemson graduates as well as one of his grandchildren; two grandchildren are current students. An IPTAY and Clemson Fund donor, McTeer established the Sandra B. McTeer Memorial Scholarship Endowment in memory of his late wife. Chair of the board from 1981 to 1983, he was named Trustee Emeritus in 2012 after retiring from his tenure that began in 1976.

Joseph D. Swann ’63

When he took part in student government’s efforts to welcome Harvey Gantt to Clemson in 1963, Joseph D. Swann demonstrated the self-discipline and leadership skills he would later use to help guide the University to national and international acclaim.
A Clemson University trustee for 23 years and two-term vice chair of the board, Swann demonstrated a passion for service throughout his undergraduate career as a ceramic engineering major. He was involved with student government and Blue Key Honor Society and served as vice president of the junior and senior classes. He also lent his talents as a writer to the engineering magazine Slipstick and The Tiger student newspaper.
Swann began his career in the ceramics industry by working as a development engineer for the Ferro Corp. in Cleveland, Ohio. He went on to become the division materials manager and earned an MBA from Case Western Reserve University.
After taking a job with Reliance Electric in 1969, he moved his family back south, eventually settling in Greenville and becoming vice president and general manager of the company. He was named senior vice president in 1995 when Rockwell Automation acquired Reliance Electric, and he became president in 1998. Though he retired in 2007, he continued to serve as chair of the board of directors for integrated power services.
A recipient of the Clemson Alumni Association Distinguished Service Award in 1995, Swann has served as an IPTAY representative and is a past member of the Board of Visitors. All three of his children are Clemson graduates, and his family left a permanent mark on the University in 2003 when the Swann Fitness Center was dedicated after their generous donation.