{"id":13174,"date":"2013-09-12T01:34:06","date_gmt":"2013-09-12T05:34:06","guid":{"rendered":"https:\/\/clemson.world\/?p=13174"},"modified":"2013-09-12T01:34:06","modified_gmt":"2013-09-12T05:34:06","slug":"the-headlines-of-the-barker-presidency","status":"publish","type":"post","link":"https:\/\/clemson.world\/archive\/the-headlines-of-the-barker-presidency\/","title":{"rendered":"The Headlines of the Barker Presidency"},"content":{"rendered":"
\n

“A timeline is an easy way to capture the highlights of a period of time, in this case, the 14 years of Jim\u00a0Barker\u2019s presidency. It\u2019s a harder thing to capture the essence of the time. And so as we celebrate the\u00a0accomplishments of this period, we do so by remembering the Clemson World<\/em> headlines of the times\u00a0and the news that was reported.”<\/p>\n<\/blockquote>\n

\"arch-timeline-ad\"<\/p>\n

Winter 2000<\/h4>\n

A Clear Vision<\/h3>\n

Clemson\u2019s new president, Jim Barker, takes office\u00a0with a clear vision \u2014 to see Clemson in the top 20\u00a0national public universities in the country within the\u00a0next 10 years.
\nThe former dean of Clemson\u2019s College of\u00a0Architecture, Arts and Humanities, Barker already\u00a0knows much about the University \u2014 as student,\u00a0professor and dean. A 1970 Clemson graduate, Barker\u00a0returned to the University in 1986 to become dean\u00a0of what was then the College of Architecture.\u00a0He continued to teach classes throughout his tenure\u00a0as dean.
\nNow as the University\u2019s 14th president, Barker has\u00a0begun a 10-year plan for Clemson to become one of\u00a0the nation\u2019s top universities.
\n\u201cOur vision statement\u00a0of becoming the leading\u00a0land-grant university is a\u00a0wonderful goal, but we\u00a0need some intermediate\u00a0steps to get there,\u201d he\u00a0says. \u201cWe also need time.\u00a0I think it\u2019s important that\u00a0Clemson have some\u00a0stability in our president\u2019s\u00a0office, some ability to\u00a0know where we\u2019re going\u00a0for a longer period of time\u00a0and maintain our focus on\u00a0key issues. So I have\u00a0articulated for the Board\u00a0\u2014 and for the faculty,\u00a0staff and students who\u00a0were involved in my\u00a0interviews \u2014 a 10-year vision.
\n\u201cVery simply, Clemson will be in the top 20 of\u00a0national public universities in the country at the end of\u00a0that period, even sooner if possible. A great university\u00a0is built in steps, and we\u2019ll take some of these steps as\u00a0quickly as we can.\u201d
\nRight now, according to U.S.News & World Report<\/em>,\u00a0Clemson is tied for 38th. At the end of 10 years, Barker\u00a0expects Clemson to:<\/p>\n

    \n
  • increase funded research to $100 million a year,<\/li>\n
  • see many of its individual programs ranked among\u00a0the top 20,<\/li>\n
  • set the standard in public service for all land-grant\u00a0universities by engaging the whole campus in\u00a0service and outreach, by being well-focused and by\u00a0becoming very good in those selected areas,<\/li>\n
  • complete the current capital campaign and a\u00a0subsequent one, exceeding the goals of both and\u00a0substantially growing the University\u2019s private\u00a0endowment,<\/li>\n
  • win another national championship in football\u00a0(Tigers won in 1981) and two other sports, and\u00a0reach the national \u201cFinal Four\u201d twice in basketball,\u00a0send another University Chorus group to perform\u00a0at Carnegie Hall (Chamber Singers went in 1992),<\/li>\n
  • have a thriving Phi Beta Kappa chapter,<\/li>\n
  • have at least two students win Rhodes\u00a0Scholarships,<\/li>\n
  • and, at the heart of all these endeavors, continue\u00a0to excel in teaching.<\/li>\n<\/ul>\n

    Spring 2000<\/h4>\n

    Stellar Students<\/h3>\n

    Thirty outstanding high school seniors from across the\u00a0country visited campus earlier this year as finalists in\u00a0the new Clemson National Scholars program.
    \n\u201cOutstanding\u201d may be an understatement. Their\u00a0average SAT score is well over 1500, and they\u2019re in the\u00a0top 1 percent of their class. From this group, 10-12\u00a0students will be selected to receive full scholarships to\u00a0the University and a summer of study in Italy as the first\u00a0class of Clemson National Scholars.
    \nBecause of generous donors, the Clemson National\u00a0Scholars endowment has reached $6 million and will\u00a0eventually fund approximately 25 scholarships\u00a0each year.
    \n\u201cThis will be our premier scholarship program,\u201d says\u00a0President Jim Barker. \u201cWithout such a program, we\u00a0simply can\u2019t compete with the top scholarship offers\u00a0made by other universities. To be a national university,\u00a0we must have a national-caliber scholarship program.\u201d
    \nThe Clemson National Scholars is an immediate\u00a0and direct result of The Clemson Commitment\u00a0capital campaign.
    \n\"Library<\/p>\n

    Summer 2001<\/h4>\n

    President\u2019s View:\u00a0Decisive moment<\/h3>\n

    Throughout history, Clemson\u00a0has faced decisive moments\u00a0that have shaped its future.\u00a0In the 1950s, we shifted to a\u00a0coed and civilian student body;\u00a0in the 1960s, we desegregated\u00a0and gained university status;\u00a0in the 1990s, we underwent\u00a0restructuring.
    \nOn June 20, 2001, another\u00a0such decision was made. When\u00a0the Board of Trustees enacted an\u00a0unprecedented tuition increase,\u00a0they ensured that we would\u00a0provide the resources necessary to make Clemson one\u00a0of the top-20 public universities in the nation.
    \nThroughout the year, as we faced substantive issues\u00a0about quality, funding and the direction of the University\u00a0for the next 10 years, we followed a process that served\u00a0us well: Our goals are non-negotiable. We would have an\u00a0open, inclusive process. We would gather input from\u00a0people affected by our decisions. We would debate all\u00a0options, carefully considering the benefits and risks of\u00a0each. We would act as One Clemson.
    \nAs Clemson alumni, students, faculty and staff well\u00a0know, we have a goal to become one of the nation\u2019s\u00a0top-20 public universities, and we have a plan or a\u00a0\u201croad map\u201d to help us achieve that goal.
    \nWe will build our research environment and improve\u00a0South Carolina\u2019s ability to attract knowledge-based\u00a0industry. The value of a Clemson degree will be\u00a0increased, making our graduates more competitive in\u00a0the job market. More of our best students will remain in\u00a0state for their education, no longer having to choose\u00a0between a LIFE scholarship and top-tier education.
    \nA recent poll shows that 9 out of 10 South\u00a0Carolinians agree that the state should have a top-tier\u00a0university. Yet Clemson is substantially underfunded,\u00a0even with a 42 percent tuition hike. According to the\u00a0Commission on Higher Education mission resource\u00a0requirement, Clemson is funded at $68 million a year\u00a0below what we need to operate. We are currently funded\u00a0at 61 percent of the state\u2019s formula compared to 68\u00a0percent for peer research institutions in South Carolina.
    \nFor the past five years, Clemson has had lower\u00a0tuition increases and smaller growth in appropriations\u00a0than other state institutions. When we compare\u00a0per-student appropriations to those in Georgia, North\u00a0Carolina and Florida, we are far behind.
    \nThe road map was charted with the understanding\u00a0that we would need significant improvements in all\u00a0funding areas. We believed that our goals were\u00a0reasonable with modest improvements in five areas.
    \nState appropriations:<\/strong> We assumed we would\u00a0continue to see the modest increase of 2 to 3 percent\u00a0that had been the norm the past five years. Instead of\u00a0slight growth, however, we face a situation of flat funding\u00a0for academic and operating\u00a0needs, and declining\u00a0resources for public service\u00a0activities.
    \nTuition:<\/strong> For the past five\u00a0years, tuition increases\u00a0merely offset unfunded pay\u00a0raises and other unfunded\u00a0mandates. We knew we\u00a0would need larger tuition\u00a0increases than in recent\u00a0years. On June 20, 2001,\u00a0Trustees took a bold step\u00a0enacting a substantial\u00a0tuition increase that\u00a0demonstrated commitment\u00a0to improving the quality of a\u00a0Clemson education.
    \nExternal support:<\/strong> We would not place the entire\u00a0burden of our plan on the state and students. Our plan\u00a0calls for increase in external support generated\u00a0through private gifts, grants and sponsored programs.\u00a0Our faculty and staff have risen to the challenge.\u00a0Last year, we had the most successful fund-raising\u00a0year ever and the highest one-year increase in research\u00a0funding ever.
    \nInternal efficiencies:<\/strong> With limited resources,\u00a0we knew we would have to look within and be willing to\u00a0reallocate from current budgets to higher priorities.\u00a0Our administrative costs are 7.3 percent of academic\u00a0costs, the lowest in the state and well below similar\u00a0universities elsewhere. Our general overhead cost per\u00a0student is $100\u2013$300 below the average of our peers\u00a0and $200 less than it was two years ago. Each year,\u00a0Clemson received the highest scores in the state for\u00a0administrative efficiency. Yet we continue to look for\u00a0ways to maximize efficiency and have recently\u00a0restructured two academic colleges.
    \nAccountability:<\/strong> We have a responsibility to tell\u00a0students, parents, alumni, legislators and others how we are spending their money and show them what they\u00a0are receiving in return. We have published and widely\u00a0distributed our goals. We keep a continually updated Web\u00a0site that reports on how we\u2019re doing on each goal. We will\u00a0continue to travel across the state talking with constituents\u00a0about our plans and how we\u2019re directing funds.
    \nIn all the areas within our control, we have delivered.<\/p>\n

    Fall 2001<\/h4>\n

    Roaring into the Future<\/h3>\n

    The numbers are in! Because of you \u2014 our loyal,\u00a0enthusiastic, generous alumni and friends \u2014\u00a0The Clemson Commitment has blown away its goal\u00a0of $260 million and recorded a huge victory for\u00a0Clemson\u2019s academic reputation.
    \nThe five-year campaign began (July 1, 1996)\u00a0with these goals and ended (June 30, 2001) with\u00a0these results:<\/p>\n

      \n
    • To raise at least $260 million in private gifts\u00a0and pledges for Clemson programs. (The goal\u00a0increased from $210 million to $260 million\u00a0in February 2000.) The campaign closed with\u00a0$295 million in gifts and pledges.<\/li>\n
    • To increase the percentage of alumni who make\u00a0annual gifts to the Clemson Fund from 16\u00a0percent to at least 25 percent. Alumni\u00a0participation in the Clemson Fund shot up\u00a0to 26.6 percent.<\/li>\n
    • To increase annual gifts to the Clemson Fund\u00a0from $20 million to at least $30 million.\u00a0Annual gifts to the Clemson Fund hit $37.7 million\u00a0in 2000-2001.<\/li>\n
    • To increase the University\u2019s deferred gifts\u00a0inventory (wills, trusts and other forms of\u00a0documented future gifts) by at least $45 million.\u00a0Deferred gifts established during the campaign\u00a0totaled $76.5 million.<\/li>\n
    • To double the University\u2019s endowment from $110\u00a0million to at least $220 million. The University\u2019s\u00a0endowment exceeded $250 million.<\/li>\n<\/ul>\n

      Fall 2002<\/h4>\n

      BMW, Clemson and the state\u00a0begin historic partnership<\/h3>\n

      Clemson, BMW Manufacturing Corp. and S.C. Gov. Jim\u00a0Hodges announced in late September a partnership to\u00a0build an automotive engineering graduate education\u00a0center in Upstate South Carolina. The center will\u00a0provide research support and engineers with advanced\u00a0degrees needed by BMW, its suppliers and the state\u2019s\u00a0growing automotive industry.
      \nBMW has pledged $10 million to endow the\u00a0academic programs, and the state will provide $25\u00a0million to construct and equip a state-of-the-art facility\u00a0to house the graduate center.
      \n\u201cWith the support of BMW and the state of South\u00a0Carolina, we will be able to build a premier automotive\u00a0engineering program center,\u201d says Clemson President\u00a0Jim Barker. \u201cThis partnership is a major step in\u00a0Clemson\u2019s quest to be a top-20 public university and in\u00a0South Carolina\u2019s drive to build a knowledge-based\u00a0economy.\u201d
      \nHodges called the collaboration \u201cone of the finest\u00a0examples of higher education, government, training and\u00a0business working together for the benefit of all.\u201d<\/p>\n

      Summer 2003<\/h4>\n

      National Champions!<\/h3>\n

      On May 30, in Stillwater, Okla., Clemson golfer\u00a0D.J. Trahan fired a final round of 74 and teammate\u00a0Jack Ferguson clinched the win with a par on the\u00a018th hole, leading Clemson to its first NCAA Golf\u00a0Championship.
      \nClemson also became the first school in NCAA\u00a0history to win its conference championship, NCAA\u00a0regional title and National Championship in the same\u00a0year. The Tigers started and ended the year as the No. 1\u00a0ranked team in the nation.
      \nClemson finished the season with a 124-8-3 record\u00a0against top-25 opposition, an incredible 93 percent\u00a0winning percentage, by far the best in the nation and\u00a0best in Clemson history.<\/p>\n

      Fall 2004<\/h4>\n

      Making old, new<\/h3>\n

      \"In

      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.<\/p><\/div>
      \nClemson is creating the first formal academic\u00a0organization supporting the restoration economy \u2014\u00a0the revitalization of existing areas through new\u00a0development.
      \nThe Clemson University Restoration Institute,\u00a0centered in Charleston, will create a formal network\u00a0of experts to tackle the demands of a growing\u00a0economy based on restoration. The state has\u00a0awarded Clemson $3 million of matching funds,\u00a0from the S.C. Education Lottery, for the program.
      \n\u201cThe University has recognized this opportunity\u00a0for advancing South Carolina\u2019s economy through the\u00a0creation of new knowledge,\u201d says Jan Schach, dean\u00a0of the College of Architecture, Arts and Humanities\u00a0and in charge of the institute. \u201cClemson is also one\u00a0of only a few universities with the right mix of\u00a0design, engineering and natural science in applied\u00a0faculty expertise that can carry out this effort.\u201d
      \nClemson already has a related presence with its\u00a0Charleston Architecture Center, and Charleston will\u00a0be home to Clemson\u2019s new graduate program in\u00a0historic preservation.<\/p>\n

      Summer 2006<\/h4>\n

      Inquiring Minds<\/h3>\n

      At first you think you\u2019re seeing an antidote to the latest\u00a0\u201cbad news\u201d headlines: Successful hospital evacuation\u00a0plans \u2026 childhood obesity treatment \u2026 bullying\u00a0prevention \u2026 eating disorder recovery \u2026 improved\u00a0elder care \u2026 new cancer research.
      \nAnd, in a way, you are. These and many other\u00a0relevant topics are driving Clemson\u2019s fresh approach to\u00a0undergraduate research \u2014 called \u201ccreative inquiry\u201d\u00a0\u2014 real-world research for real-life results.
      \nAlthough it may sound like a new name for an\u00a0old educational tool, it\u2019s much more. For a start,\u00a0creative inquiry requires multiple semesters, often\u00a0four. It combines critical thought, careful research,\u00a0clear communication and personal commitment.\u00a0Put simply, it\u2019s \u201cengaged learning\u201d throughout the\u00a0undergraduate experience.
      \n\u201cCreative inquiry crosses boundaries between\u00a0different majors and promotes teamwork,\u201d says\u00a0Provost Dori Helms, who began introducing the\u00a0concept several years ago. \u201cProblem-solving carries\u00a0far beyond the classroom and the single semester.
      \n\u201cThis interactive environment engages the\u00a0faculty, student body and community in discovery,\u00a0enriching the lives of all involved.\u201d
      \nCreative inquiry is designed to give faculty\u00a0new teaching environments and mentoring\u00a0opportunities. It generates fresh concepts and\u00a0topics they can incorporate into their classes,\u00a0and they get to interact more often with peers\u00a0from other disciplines.
      \nThen there\u2019s the community, the University\u00a0community, the surrounding towns and counties,\u00a0the state and the \u201cgreater community\u201d of all people.\u00a0When students become lifelong, ethical problem-solvers,\u00a0our quality of life improves in every way.
      \nOf course, the main beneficiaries are the students\u00a0themselves.
      \n\u201cIn addition to engaged learning, having a mentor\u00a0and earning academic credit, students get more say-so\u00a0in their own education,\u201d says Jan Murdoch, undergraduate\u00a0dean. \u201cSpecifically, they can pursue their\u00a0intellectual and creative passions whether child care\u00a0or cardiovascular research.\u201d
      \n

      \"The

      The Phi Beta Kappa installation ceremony was held on April 1, 2007, and 74 Clemson students were inducted.<\/p><\/div><\/p>\n

      Summer 2007<\/h4>\n

      For the love of learning<\/h3>\n

      \u201cAfter Barker became president and announced that\u00a0Phi Beta Kappa was one of his 10-year goals, I was\u00a0elated,\u201d says George C. Fant Jr. \u201949. \u201cNot only did\u00a0this show the administration\u2019s support for student\u00a0academic achievement, but it showed how serious the\u00a0University was about the direction it was taking to\u00a0become a top-20 school.\u201d
      \n\u2026 Fant and his wife, Helen, funded an endowment,\u00a0the Helen M. and George C. Fant Jr. Endowed\u00a0Scholar, which began the process by which Clemson\u00a0would be assessed for Phi Beta Kappa membership.\u00a0The purpose of the endowment was twofold: One, it\u00a0financed the research and application process to get\u00a0the chapter started; and two, it provided funds for the\u00a0chapter\u2019s annual activities and to\u00a0promote its presence on campus.
      \n\u201cThe Fants\u2019 endowment allowed\u00a0me to do many of the things\u00a0necessary to secure a chapter of\u00a0Phi Beta Kappa,\u201d says Jens Holley,\u00a0University Libraries department\u00a0chairman, who joined Phi Beta Kappa\u00a0Society as a student at Furman\u00a0University. As the Fant Scholar,\u00a0established by the Fants\u2019 endowment,\u00a0Holley coordinated the efforts of\u00a0faculty colleagues to establish the\u00a0new chapter at Clemson.
      \nDuring the University\u2019s applicationprocess, the national Phi Beta Kappa\u00a0organization conducted an extensive\u00a0review, in which faculty credentials\u00a0and student achievements were\u00a0analyzed, and visited campus. To be\u00a0considered, Clemson had to have Phi\u00a0Beta Kappa representation of 10 percent of its liberal\u00a0arts and sciences faculty.
      \nFinally, in 2006, Clemson University was awarded\u00a0South Carolina\u2019s Delta chapter of Phi Beta Kappa,\u00a0fulfilling one of President Barker\u2019s goals for the\u00a0University and a lifelong dream for Fant.<\/p>\n

      Spring 2010<\/h4>\n

      Clemson at the forefront\u00a0of wind energy quest<\/h3>\n

      In November 2009, the Clemson University\u00a0Restoration Institute in North Charleston and its\u00a0partners landed $98 million in funding to develop\u00a0next-generation wind turbines.
      \nIn doing so, the Restoration Institute brought to\u00a0South Carolina one of the most important wind energy\u00a0research and development initiatives in the world and\u00a0placed Clemson at the forefront of the nation\u2019s\u00a0alternative energy quest.
      \nThe move is expected to generate an economic\u00a0boom for the region by creating new jobs and an\u00a0industry cluster that will complement Clemson\u2019s\u00a0other economic development successes: the\u00a0Clemson University International Center for\u00a0Automotive Research (CU-ICAR) in Greenville and\u00a0the Clemson University Advanced Materials Center\u00a0in Anderson County.
      \nThe Restoration Institute and the drivetrain\u00a0testing facility will include a graduate education\u00a0component, the cornerstone of any Clemson\u00a0public-private business model.
      \nWith this facility, the Restoration Institute will test\u00a0the next-generation wind turbines and drivetrains that\u00a0will help shape the U.S. wind industry.
      \nThe Restoration Institute and its partners received\u00a0a $45 million grant from the U.S. Department of\u00a0Energy, which will be combined with $53 million in\u00a0matching funds from public and private partners.\u00a0The University\u2019s partners include the Charleston Naval\u00a0Complex Redevelopment Authority, S.C. Department\u00a0of Commerce, state of South Carolina, S.C. Public\u00a0Railways, S.C. State Ports Authority, RENK Labeco,\u00a0Tony Bakker and James Meadors. Additional partners\u00a0that helped write the grant proposal are Savannah\u00a0River National Laboratory, SCE&G and Fluor.<\/p>\n

      Spring 2008<\/h4>\n

      President\u2019s View:\u00a0Striking improvements<\/h3>\n

      Clemson\u2019s first academic plan, known as the \u201cRoad\u00a0Map,\u201d has helped us achieve many great things,\u00a0including a No. 22 ranking among national public\u00a0universities by U.S.News & World Report.
      \nIn its 2009 guide, \u201cAmerica\u2019s Best Colleges,\u201d\u00a0U.S. News also put Clemson in second place on a list of\u00a0\u201cUp and Coming\u201d national universities. That list\u00a0recognizes schools that have \u201crecently made striking\u00a0improvements or innovations,\u201d schools that \u201ceveryone\u00a0should be watching.\u201d
      \nWhat are these improvements? More Clemson\u00a0students now graduate within four years. Student\u00a0retention from the freshman-to-sophomore year rose\u00a0from 88 to 90 percent. Graduation rates are up from\u00a075 to 78 percent.
      \nBarker-CU-ICAR.jpg<\/p>\n

      Spring 2011<\/h4>\n

      S.C. Centers of Economic\u00a0Excellence driving the state\u00a0toward healthier economy<\/h3>\n

      \u2026 \u201cIf there has ever been a win-win-win program in\u00a0South Carolina,\u201d says President Jim Barker, \u201cit\u2019s the\u00a0CoEE Program.\u201d First, the state\u2019s research universities\u00a0win by having an investment of public and private\u00a0funding directed toward the areas where we know we\u00a0can make a difference in the future of our state.\u00a0Focusing intellectual capital on critical needs and\u00a0opportunities, from the automotive industry to a\u00a0sustainable environment, will result in advances in\u00a0these areas but will also attract established businesses\u00a0and entrepreneurs to work with us.
      \nThe centers will give\u00a0students connections and\u00a0experience that will serve\u00a0them well after their\u00a0course work is done.\u00a0Private investors win by\u00a0partnering with a research\u00a0university and world-class\u00a0faculty members whose\u00a0work can produce\u00a0knowledge and innovation\u00a0and create jobs. And the\u00a0state wins by the creation\u00a0of new business and the\u00a0relocation of businesses\u00a0from other states for\u00a0proximity to the\u00a0innovators in their fields.
      \nThe state has invested $45 million in CoEE funds\u00a0in Clemson research, creating 13 centers with 16\u00a0endowed-chair positions to attract the best and\u00a0brightest faculty leaders from around the world.\u00a0With a strong alignment between the CoEEs, Clemson\u2019s\u00a0emphasis areas and national priorities, the potential\u00a0for growth is virtually limitless.
      \nCU-ICAR<\/strong> \u2014 the Clemson University International Center\u00a0for Automotive Research is home to four research areas\u00a0supported by endowed chairs to drive innovation in\u00a0automotive and motorsports research.
      \nCOMSET<\/strong> \u2014 Clemson\u2019s Center for Optical Materials\u00a0Science and Engineering Technologies is headquarters\u00a0for two CoEEs to be led by endowed chairs.
      \nAdvanced Fiber-based Materials<\/strong> researches advanced\u00a0synthetic polymers and natural fibrous materials as well\u00a0as new composite materials based on metals, ceramics\u00a0and polymers for automotive, space, athletic equipment\u00a0and medical prosthetic markets.
      \nAdvanced Tissue Biofabrication<\/strong> is in conjunction with\u00a0the Medical University of South Carolina and the\u00a0University of South Carolina. Clemson researchers\u00a0develop processes for the production of complex tissues\u00a0and organs through \u201cbioprinting\u201d or three-dimensional\u00a0layering of individual cells.
      \nCyber-Institute<\/strong> combines\u00a0computer and electrical\u00a0engineering with the University\u2019s\u00a0growing computing power to\u00a0create a strong research\u00a0program, industrial partnerships\u00a0and technology transfer\u00a0opportunities in research areas\u00a0that rely on storage, processing\u00a0and transmitting large amounts\u00a0of data.
      \nHealth Facilities Design and\u00a0<\/strong>Testing<\/strong> (with MUSC and USC)\u00a0research focuses on designing\u00a0health care facilities to improve\u00a0delivery of health care services and create architectural settings that\u00a0positively affect the health of patients\u00a0and staff.
      \nRegenerative Medicine<\/strong>, housed at the\u00a0Medical University of South Carolina,\u00a0focuses on the regeneration or\u00a0re-modeling of tissues and organs for\u00a0the purpose of repairing, replacing,\u00a0maintaining or enhancing organ\u00a0functions, including engineering\u00a0and growth of functional tissue\u00a0substitutes.
      \nSeniorSMART \u2122<\/strong>, a collaborative effort\u00a0with the University of South Carolina,\u00a0explores three major research areas\u00a0\u2014 intellectual activity, safety within\u00a0the home and safety outside the\u00a0home, especially while driving.
      \nSustainable Development<\/strong> builds on\u00a0existing strengths in restoration ecology, renewable\u00a0energy, natural resources, sustainable design, land use\u00a0planning, real estate development and watershed\u00a0management. Research fosters sustainable development\u00a0strategies that allow the state to protect natural\u00a0resources and encourage smart growth.
      \nSupply Chain Optimization and Logistics\u00a0<\/strong>draws on established expertise in helping\u00a0business and industry find the most\u00a0efficient, economical ways to move goods\u00a0or people to market.
      \nTissue Systems Characterization<\/strong> enhances\u00a0existing expertise in tissue engineering and\u00a0biomaterials to provide alternatives to\u00a0animal testing. This center extends\u00a0exploration of novel technologies with\u00a0potential to serve as new diagnostics,\u00a0medical devices and therapeutic products.
      \nUrban Ecology and Restoration<\/strong> integrates\u00a0ecological science, engineering and urban\u00a0design and planning to support the growth\u00a0of South Carolina\u2019s environmental industry.<\/p>\n

      Spring 2012<\/h4>\n

      Class of \u201956 Academic\u00a0Success Center<\/h3>\n

      Clemson\u2019s Academic Success Center has worked\u00a0nearly a decade in the lower level of the Cooper Library
      \n\u2014 and in other nooks and crannies across campus
      \n\u2014 to help students keep scholarships and graduate.
      \nNow, thanks to the Class of 1956, it has a new\u00a0designated building in the heart of Clemson\u2019s\u00a0academic campus. The $2.7 million raised by the class\u00a0became seed money for the construction of the Class\u00a0of 1956 Academic Success Center, located behind\u00a0Cooper Library, which opened earlier this year.\u00a0The $13.7 million project includes construction\u00a0of the 35,000-square-foot, three-story building, site\u00a0preparation, furnishings and landscaping. Its main\u00a0programs and instructors make studying and understanding\u00a0course work more effective and meaningful,\u00a0helping students keep scholarships and graduate.<\/p>\n

      Summer-Fall 2012<\/h4>\n

      We made it: $608,839,594<\/h3>\n

      When the Will to Lead: A Campaign for Clemson was\u00a0launched publicly in 2006, it was a bold step for the\u00a0University. And its successful completion marks the\u00a0largest university fundraising effort ever achieved in our\u00a0history, surpassing the $600 million goal.
      \nIt\u2019s time to celebrate that great achievement, even\u00a0as we look to the future. The generosity of Clemson\u00a0Family and friends has done great things for the\u00a0students and faculty, changing lives and adding to the\u00a0economic opportunity of the entire region.
      \nThe new goal for the Will to Lead\u00a0campaign is $1 billion. In the middle\u00a0of a recession, the Clemson Family and\u00a0friends raised more than $608 million\u00a0for Clemson, exceeding our goal. These\u00a0vital funds met many of the University\u2019s\u00a0most immediate needs.
      \nBut this is about the future. Funds\u00a0are needed for additional scholarships,\u00a0fellowships, professorships and\u00a0endowed chairs to benefit our current\u00a0students and faculty, and to attract\u00a0even more top talent. New facilities are\u00a0needed to replace aged and inadequate\u00a0academic and athletic structures. And\u00a0dollars are needed to provide the kind\u00a0of unique experiences that create the\u00a0marketplace-ready graduates that\u00a0Clemson prides itself in.
      \nThe challenge to raise $1 billion\u00a0is the most ambitious ever under-taken\u00a0by a public university with an alumni base of our size.<\/p>\n

      Spring 2013<\/h4>\n

      A time for change<\/h3>\n

      I returned from my medical leave on March 29 and\u00a0two weeks later asked the Board of Trustees to begin\u00a0its search for the 15th president of Clemson\u00a0University. I will remain in office until the\u00a0new president is found and begins work.\u00a0After that, I will begin preparing for the next\u00a0phase of my Clemson career as a faculty\u00a0member in the School of Architecture.
      \n\u2026 The personal journey I have\u00a0taken in the first half of 2013 led me to\u00a0conclude that this is the right time to\u00a0\u201cchange majors\u201d from the president\u2019s\u00a0office to Lee Hall simply because Clemson\u00a0University is in such good shape.
      \nWe have a high demand for everything\u00a0about Clemson. We\u2019re attracting great\u00a0students, faculty and staff. We are blessed\u00a0with alumni support and a capital campaign\u00a0that has been very, very successful. We are\u00a0financially healthy; in fact, we are in better\u00a0shape financially than we were before the\u00a0Great Recession. And we have a plan that has broad\u00a0support by our alumni and, most importantly, by our\u00a0Board of Trustees.
      \nWe are on an upward path, and I pledge to do\u00a0everything I can to continue this positive momentum.
      \nIt has been the honor and privilege of my life to\u00a0serve as your 14th president, and I will always be grateful\u00a0to Clemson students, faculty, staff and alumni for giving\u00a0me a chance to serve my alma mater in this special way.<\/p>\n","protected":false},"excerpt":{"rendered":"

      “A timeline is an easy way to capture the highlights of a period of time, in this case, the 14 years of Jim\u00a0Barker\u2019s presidency. It\u2019s a harder thing to capture the essence of the time. And so as we celebrate the\u00a0accomplishments of this period, we do so by remembering the Clemson World headlines of the […]<\/p>\n","protected":false},"author":14,"featured_media":12210,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[6],"tags":[],"coauthors":[],"class_list":["post-13174","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-in-these-hills"],"jetpack_featured_media_url":"https:\/\/clemson.world\/archive\/wp-content\/uploads\/sites\/3\/2013\/09\/article-barker-in-hills.jpg","jetpack_sharing_enabled":true,"_links":{"self":[{"href":"https:\/\/clemson.world\/archive\/wp-json\/wp\/v2\/posts\/13174","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/clemson.world\/archive\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/clemson.world\/archive\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/clemson.world\/archive\/wp-json\/wp\/v2\/users\/14"}],"replies":[{"embeddable":true,"href":"https:\/\/clemson.world\/archive\/wp-json\/wp\/v2\/comments?post=13174"}],"version-history":[{"count":0,"href":"https:\/\/clemson.world\/archive\/wp-json\/wp\/v2\/posts\/13174\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/clemson.world\/archive\/wp-json\/wp\/v2\/media\/12210"}],"wp:attachment":[{"href":"https:\/\/clemson.world\/archive\/wp-json\/wp\/v2\/media?parent=13174"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/clemson.world\/archive\/wp-json\/wp\/v2\/categories?post=13174"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/clemson.world\/archive\/wp-json\/wp\/v2\/tags?post=13174"},{"taxonomy":"author","embeddable":true,"href":"https:\/\/clemson.world\/archive\/wp-json\/wp\/v2\/coauthors?post=13174"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}