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President of the Maryland Senate

From Wikipedia, the free encyclopedia

The president of the Maryland Senate is elected by the State Senate.[1] The incumbent is Bill Ferguson who has held the role since 2020.

The Maryland Constitution of 1864 created the new position of Lieutenant Governor of Maryland, elected by the voters of the state.[2] That officer served as president of the Senate and would assume the office of governor if the incumbent should die, resign, be removed, or be disqualified.[2] Christopher Christian Cox was the first and only lieutenant governor to preside over the Senate in that capacity;[3] the position was abolished in the state's 1867 Constitution, which remains in effect as amended.[2] When the lieutenant governorship was re-established by a constitutional amendment in 1970, it did not include the Senate presidency.[2]

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  • ✪ University Senate Meeting, University of Maryland


CHAIR: Good afternoon, everyone. Welcome to this month's senate meeting, and we have a very special presentation later on. The president will give his state of the campus address. We have a little housekeeping. We have a quorum here. After the president gives his speech on the remarks of the state of the campus, we need senators to sit tight because we have action items that need your approval. One of the items require 2/3 majority for approval so therefore, senators, please stay around after the president gives his address. This meeting is now called to order. The first item on the agenda is the approval of the October 7, 2015 senate minutes. Do I hear any corrections to the minutes, as they were posted? Hearing none, I declare the minutes approved as submitted. The next item is on the agenda is report of the chair. The staff affairs committee is currently accepting nominations for the prestigious board of regents staff awards. Eight individuals within the university system will be chosen to receive awards. One nonexempt and one exempt staff member for each of the first three categories and one staff member exempt or nonexempt for both parts of the fourth award category. Recipients will receive a $1,000 award and systemwide recognition. Nomination packages must be submitted to a senate office via e‑mail by Friday November 20. I encourage you to support your fellow staff colleagues and nominate a staff member for an award. Please contact the senate office or visit the senate website for more information. This is an excellent opportunity for our staff employees to be recognized for the amazing work that they do. From September 22‑25 ‑‑ this was covered in my newsletter for the month of October ‑‑ the director of the senate, Montfort and immediate past chair of the senate, Donald Webster and I attended the faculty conference at the University of Illinois at organa champagne. The topics for the although mostly geared towards what Illinois is doing were the role of academic leadership in academies, funding of higher education, the funding of the educational services, college affordability and accessibility, academic freedom and tenure. Nontenured track faculty. Open access to research articles, faculty benefits and compensation, shared governance, interacting with the media, and the institutional roundtable that led to a proposal to sign a resolution to support the faculty of Iowa. Regarding the resolution after several iterations, the following schools signed on to this resolution, Indiana, northwestern, Purdue, Michigan, Minnesota, Nebraska at Lincoln, Wisconsin at Madison, and Illinois at Urbana champagne. Schools that did not sign on initially were Iowa who was not at the conference, Maryland, Michigan state, Ohio State, Penn State, and Rutgers. This did not rise to what I thought was a reason to have an emergency SEC meeting, therefore, I did not sign on to it until I had a chance to talk with our senate executive committee. At the SEC meeting on Friday October 30, the SEC voted to have me sign the resolution on behalf of the senate executive committee, the resolution reads, in part, we call on the board of regents, state of Iowa to adhere to the principles of shared university governance and to ethical behavior and transparency. This concludes the chair's report. The next item on the agenda is a special order presentation by Ken Ulman, chief strategy officer for economic development entitled “Our Fearless Idea, Transform College Park Into A Top College Town.” I would like to invite Ken to the stage to provide his presentation. >> KEN: Thank you very much. Good afternoon, everyone. How is everyone doing? Thank you for having me, Chairman Brown, university senate. I am a proud graduate of this university almost 20 years ago, I met my wife here. It is a great honor to be asked by Dr. Loh to spearhead his vision, our shared vision, to create the greatest university town in America. We're well on our way. Listen, I think it is very important that Dr. Loh from his first day here ‑‑ you will hear from him in a moment ‑‑ clearly recognized that we're a university on the move, academics are increasing dramatically because of our brilliant students and faculty. Thank you to each and every one of you for what you do for this great university. The culture of vision and entrepreneurship that is enhanced over the last decade is on the move, but he recognized, as I think we all do, that we will not truly reach our potential unless we are also a great university town and university community. I thought I would just share with you a little bit about our progress. You can obviously see a lot of that progress with the tower cranes and things you see up and down Baltimore Avenue and projects on campus. But I wanted to give it a little more context. Part of the context that I want to share with you is the real need to have not just an economic development strategy, but lures companies here, restaurants, shops and companies coming out of incubators grow and thrive here, but you have to have a real estate strategy that works hand in hand with the economic development strategy. I think we are now on the way of having it. Bear with me, I will share with you some pretty pictures that tell the story. We know a little bit about ourselves. We are a top‑20 national research public university on the march to top 10 and beyond. The yellow up and down, just to Graham the geography is Baltimore Avenue. I don't have to it as route 1. It is Baltimore Avenue. It is the Main Street. The purple line you see dotting throughout is in fact the purple line coming ‑‑ that will connect, I think many of you know, will connect new Carrollton through college park to Silver Spring and to Bethesda. This is really important for a number of reasons. I think we would all agree that it is a wonderful thing to have a metro stop. But the metro stop is farther from the heart of campus than we would like it to be. Part of the strategy is to build out what we call our innovation district, which is anchored by the hotel under construction. As we redevelop down paint branch to make the metro feel a lot closer. You know, it is not very far, but frankly it is not an enjoyable walk, it doesn't feel close. As we redevelop the innovation district, the metro will feel closer and enhance the connection to the research park as well. As the purple line comes in, delivered over the next five years, we have negotiated with the state of Maryland a fare‑free zone. Anyone with a university I.D. can jump on or off within the five stops on our property for free. So if you can now imagine ‑‑ I will see if the pointer works ‑‑ the stop that is at the Marriott conference center at the university college site, the stop in front of coal fieldhouse, outside of our door here, a stop next to Ritchie Coliseum and the innovation district. A connect to the metro. Another stop in our research park. You can begin to imagine a time whereas a student or member of the faculty, whether you are going down to intern or created a company in the research park, can you now begin to imagine getting back and forth very easily. Let me keep going here. We have created ‑‑ you have created an amazing culture of innovation and entrepreneurship on this campus, I don't need to tell you what you already know. I think it is important to reflect on it business journals, the umbrella organizations came up with the rankings, we are a top 10 public research university. There are 50 student‑led companies in the startup shell doing amazing things. To the point earlier about staying and growing and thriving here, one company, M 3 D, I was pleased to cut the ribbon on the new facility in Howard county where they have almost 100 employees. They started in the startup shell. The fact is they wanted to stay nearby. They couldn't find a product that really worked for them to grow their building ‑‑ to grow their company. They manufacture 3 D printers, by the way. The biggest kick starter success in history last April. Raised $3.5 million in 30 days. The Hinman CEO, a number of successful startups. Javazen, students Hinman and the startup shell buy your coffee at the local places. We know with cupid's cup, we celebrated the 10th anniversary. Bitcamp, that may have been the second largest hack‑a‑thon in the history of hack‑a‑thons. This got Brendan Iribe to come back and donate. "New York Times" talking about hack‑a‑thons broadly and talking about the culture you have created here at Maryland. I am really excited about this. I didn't have other pictures because it just happened this weekend, but we believe this was the largest, if not ‑‑ definitely one of the largest, may have been the largest all‑women hack‑a‑thon to ever take place this past weekend at Ritchie Coliseum. We had homecoming, everyone knows about the athletics, we celebrate academics as well. Thank you to everyone that participated here. Partnerships with companies with the start‑ups. Let me frame the greater college park. You got a great video that was put together by Brian Ulman. I want to lay this out in a way that is clear. Everyone is in their own world focused in your area. Everyone's lives are busy. We see tower cranes and things happening on or off campus. It is important to focus on how they come together to impact the creation of the great university town. That is the academic spaces we're creating, on what we consider the main campus are important. Having a vibrant downtown community is important. And having this public‑private research hub in our innovation district and research park is also important. One is not more important than the other. You need them all to create the great university town. Dynamic academic spaces to reiterate, four great projects that you many, in many cases, more than I about. Half a billion dollars of funding, all led by an anchored gift for an alum. The IRIBE center. I'm glad they chose the location on what is now the parking lot adjacent to the main entrance of campus at Baltimore Avenue and campus drive for us to make a statement that this is the modern, tech‑savvy university. It will sort of smack you in the face as you enter campus. It is a beautiful building, overhang for student gatherings. And it is adjacent ‑‑ this is a picture looking kind of from the M down campus drive toward Baltimore Avenue. Catty‑corner to the hotel in the innovation district. Clark Hall, which will be the home of the biomedical engineering. The building under construction. St. John's hall bringing much‑needed classrooms to our wonderful campus. 2,000 seats of classrooms and cole fieldhouse. The center for performance, which will start construction this year. Vibrant downtown community. Pretty hard not to miss what is going on along Baltimore Avenue. Again, framing College Park. I like showing this picture. The landmark, it turned out like the image. And of course, the first target express. Great college towns have a mix of lots of locally owned restaurants and their own local flavor and a mix of national brands that offer things ‑‑ I sent my staff to grab the picture of the precious produce. We all know we don't have lots of fresh produce options within walking distance of this campus. We're changing that. Target express is an important piece. The top shows you that main block of Baltimore Avenue that we all know. That was Ratsy's. Nando's opened. That is a vacant storefront next‑door that signed a lease to open a second location of fat Pete's barbecue, which was ranked by Washington post the best barbecue in Washington. That's in Cleveland park. That is a picture of the banner in Cleveland park. We all know about the importance of the cellar. The barking dog, which is vacant. Bringing arts and culture through the Clarice to Main Street. Is very important and I'm so excited that we are essentially turning the university, from some extent inside out, bringing the brilliant students, faculty and arts to the boulevard. An important statement. If you haven't seen, this is the vision of what this will look like. We're optimistic it will open in time for next school year, next fall. This is the space of the barbecue place. Nando's just to show you the demand for great restaurants in College Park, they opened by donating the first few days to charity, all the revenue. They picked the campus pantry. The biggest opening of any restaurant they ever had here in College Park. Speaking to the demand. I know many of you bemoan the fact that the little tavern is now gone. It sat there vacant in not a great state for a long time. The university did a great thing by creating a pocket park. We'll have food trucks as the rest of the block evolves. We know about the Knox blocks, the locations from toll brothers. This is north of Baltimore Avenue on the east side. This was vacant a few months ago. Demolished. This will be a Cambria hotel. Choice's new brand. The higher level brand. Retail on the first floor. The importance of this project is more than the hotel. David Hillman building our main hotel is building this primarily because he is now booking so many academic conferences, wedding, events for 2017 in the conference center at the hotel, that he was concerned we don't have enough nice hotel rooms to support the conference business, he acquired this site to build a second hotel a couple blocks up. A great validation of our plan. Public‑private research hub. This frames what we are trying to do. Make the metro and research park feel closer. Frankly, for many of us the research park should be in Annapolis or Bowie. This is what the innovation district looked like not that long ago. The hotel, four great restaurants led by Mike Franklin from Franklins. Mike Isabella who has Capno's in D.C.4500 square feet of ballroom space. Overlooking campus. Imagine the ability to market and show off the beautiful campus to visitors.You know about the construction site. I don't need to show you that. We are in process of activating two older buildings that will give us a sense of place, a sense of energy in the shorter term as we build out the rest of the innovation district. This hotel is slated to open the end of 2016. We hope we have two projects ready to go for next fall. One is the old, vacant auto repair shop on the back of the property. The other is building 6, used as the HVAC maintenance shop. The old Washington post plant. This is an image of what we will create here. It is going to be a food, arts, and music venue. It will have a shared kitchen for startup food‑led companies and will have a demo kitchen for events, partnerships with Bonnie and her team over in arts and humanities, folks in agriculture. This will be a great place for events and celebrate sustainability, and local food. And then in building 6, this will be a coworking space that will allow a very flexible space for startups to grow and 35. We have had a number of companies, by the way, who said we want to be here, we will take two desks or take three desks. There is now, in the coworking world, people talk differently about what they want as they come join us in College Park. Lastly, I want to remind you about our research park. We have 4,000 brilliant people that go to work in our research park every day. Unfortunately, it is 1980s style, have to get in your car to do anything research park. We're converting it to a mixed use, transit oriented development. Research park, you can see the area around the metro. This shows you the picture of the center. Again, these are some of the federal faculties in our research park. We have great clusters around some of the areas that if you had to choose, you know, the areas that are most important for us to study and do research on for the future of our society, these would be some of those areas. This is an image of Ramada, who runs the railway system has out to bid the surface parking lot at the metro. Just as you have seen metro stations develop in this way, we're optimistic we will see this kind of development. Bids are due into the metro system at the end of next week. We're optimistic we will have a developer respond to this bid and convert it from what it looks like down in the right today, which you know that image from facing pace ranch, to something like this. Keep in mind this purple line here. The zones adjacent to the metro. First residential and retail project in the research park. We reached a deal with another alum that heads eagle bank and the research group. This is an image of the bridge which will anchor prince George's county first Whole Foods. The county agreed to put in a bridge over the train tracks. We tell people have a Whole Foods in our research park. This bridge will start construction soon. It is an image of Riverdale station, towards east‑west highway and anchored by Hyatt house hotel. About a thousand residential units, including, in my mind much needed. Is there still Whole Foods coming to Riverdale park. I say the building is built. It will open in a few months. Lastly, and I really wrap up by this. I tend to get excited. I apologize. This is my dream job by the way. We're doing something incredible here. Thank you. We're now able to lure companies to join us here. What we realized is so many folks want to be here, want to provide opportunities to our students, they want to provide joint research and do joint research with many of you. Just in the last couple of months we got immuta and talk Baltimore and flexel is in an incubators. They had a CEO to move to Virginia. With Dr. Loh and Carlo's had been, thank you, Carlo. You will have to go further for used furniture, but that facility is now a job creation center flexel is building out the front 11,000 square feet, adding 60 additional employees. By the way. The building will have signage like this. This shot was taken yesterday. This is their buildout of their space. It is a nano battery manufacturing facility. It will provide joint research opportunities and job and internship opportunities for our students. Again, our students have created great companies for years. Unfortunately, they haven't been here in College Park. We don't need all of them, but to create the real ecosystem we are trying to create, we need at least some of them to join us here, and we're getting started. Thank you all very much for the opportunity to present today and thank you for what each and every one of you do. Thank you very much. (Applause) >> CHAIR: The next item on the agenda is a special order by our President Wallace Loh. As he makes his way up here, I want to say a few words about him. Recently President Loh was elected to the American Academy of Arts and Sciences, one of the nation's oldest and most prestigious honorary societies. Since its founding in 1780, the academy membership has included more than 250 Nobel Laureates and more than 60 Pulitzer prize winners. Dr. Loh was also recognized as one of the Washington Business Journal's Power 100, which names him amongst the most influential leaders in Washington business for the second consecutive year. It is with great pleasure that I welcome President Loh to give the 2015 state of the campus address. (Applause) >> (Chanting, repeating) Mic check! Mic check! Wallace Loh, Wallace Loh, we can't afford tuition, rent, food. Wallace Loh, we demand we demand, higher wages, we want, we want, $9.55, at UMD. (Applause) >> PRESIDENT LOH: Thank you very much. Your message has been heard. I look forward to having a conversation with you, together with my staff. I appreciate your commitment and passion for social justice. Thank you for being here today. And thank you, Willie. Thank you for your leadership of the senate. And I really appreciate how you reached out to me at the beginning of your tenure to strengthen shared governance at this university. It is an important project. I look forward to working with you and with everyone for the university standard on this important objective. And Rica, all these years as director. As you all know, she's an alumna of this university and a star ‑‑ what is ‑‑ Jim Cannon. And Professor Holland, for all your years as parliamentarian, thank you very much. I am starting ‑‑ wow, I'm starting the sixth year of my presidency. It seems as if was only a year ago, I suppose that is what happens when you have your dream job, it is the best job in the country, at the best university in the world, that makes ‑‑ well, the years seem shorter, even though the days grow longer. I'm honored and humbled to be your president. Barbara and I want to thank you. Barbara my wife, want to thank you for how you received us. We're very proud Marylanders and very proud Terps. I would like to comment on three issues today. Number one, how far have we come since 2010? Since 2008, when we drafted this magnificent strategic plan, transforming Maryland, higher expectations. In 2008. How far have we come in implementing that strategic plan? That's part one. Looking to the past. Part two, is to sketch out very briefly, what is the landscape of higher education today in terms of the sociology, the politics, and the economics that are transforming higher education right now. And part three is looking forward, moving ahead to, say, 2020. Higher expectations. How high? Equal to the best in the nation. That is the language of the legislation of the general assembly when they designated the University of Maryland to be the flagship institution. Equal to the best, rising from top 20 to top 10. What has happened over the past five years, let me summarize it briefly with the first chart. I want to talk about the progress we have made, together, faculty, staff, students, in terms of students, in terms of research, in terms of facilities, greeter College Park, which you heard from Ken, STEAM, and move to Big Ten and CIC. Let me begin with the students. The students, I have found in my five years here are incredibly talented. They're incredibly passionate and active as you have seen. I'm so proud of our students. You should know that the entering credentials of the freshmen class this year are the highest every in the history of this university. With median 4.2 grade point average and median test score of 1310, 70% of the freshmen graduated in the top 10% of their class. When I look at those numbers, I must say, you know, I would never be admitted to this university today. I am only grateful that the standards for hiring presidents are not as high as the standards for recruiting freshmen. It is not just the input measures, it is the output measures. Last spring, our graduation rate was 86%, the highest ever in the history of this university. When I came here, it was around 82%. What makes me very proud is this is an incredibly diverse university. We now have 42% ‑‑ or 44%, I forget, whatever those two numbers. The highest diversity ever in this university. Higher than that is the achievement gap. The gap is only 6%. When I came here, it was 12%. "The New York Times" wrote an article about the incredible graduation rate, given the size of the diversity of our student body. This could not have happened without your efforts. Without, for example, all the work that the faculty have done in terms of transforming the general education curriculum, in terms of expanding living‑learning communities, in terms of what the faculty have done in creating more research opportunities in the freshman year. Numbers don't tell the whole story. I meet probably 1,000 students every day ‑‑ throughout the year, meeting with them on a daily basis. Let me tell you what I talked about or communicated in the past few weeks, to capture, which you already know why I am so proud, we are so proud of our students. So I got an e‑mail about three days ago from one of our students who are studying abroad. And what he cared about was to tell me what happened to this project that he began when he was a student. He rallied 30 other students to provide tutoring and math amid Garmen County. Right now he's at Oxford, our second‑ever Rhodes scholar. He won the do good challenge, because he came up with this idea that all the food in the venues had to be thrown out. He gathered students, taught them the public health regulations and they fed 26,000 people in homeless shelter in Baltimore and Washington. He went on to develop the food recovery network. Which today is in 140 universities. I was looking at an old NBC today show. Where he's been interviewed on national television. He was asked, so what is your vision? And he says: I want to carry the food recovery network to all 6,000 colleges and universities in this country, because when we do that, we shall end hunger in America. People comment on this bow tie that I wear. That's because I'm a walking commercial for a product that makes (indiscernible) at prince Frederick hall. Is my habit during exam time, you know, people are stressed out. I go out and I give cookies. Last December, I was giving out cookies at prince Frederick hall. A sophomore student walked up to me, he said President Loh, I would like to give you a present. She gave me the bow tie. I said this is lovely, where did you buy it. I make them. I make them in my dorm, she's recruited three other students and now has a business. I tell you the story because you may have read about her two weeks ago in the Washington post, when she was interviewed about this. She said her goal is to make bow ties for every single college Fort country. I said to myself, this is the next female Kevin plank. Tomorrow, I'm privileged to go to the White House. I'll tell you why I have been invited to the White House. Because back in 2006, there was a graduate from criminology, the number one program in the nation, right here in College Park. He ran track. He was star ‑‑ a star in the mile and long distance races. Upon graduation, he joined the army. He was in Afghanistan, he threw himself and used his body to protect his people from a suicide bomber. As a result, only 4 of his comrades died, but many, many more, their lives were saved. He spent three years at Walter reed hospital enduring 33 operations. Tomorrow, at the White House, President Obama upon confer upon this Terp a medal of honor. Tomorrow is veterans day and I have a further announcement to make about Captain Groberg. That gives you a sense of the type of students we have here graduate students are the core of a research university. I think I saw Chuck Carmelo. I want to thank you for all that you and your staff have done in looking at the transformation of Maryland. You have looked at all the programs, reduced the size, strengthened them. Smaller but better. I congratulate you also for developing the alternative path for graduate students to pursue alternative careers and the latest proposal to implement for the professional doctoral degree. Graduate students are absolutely essential to the support and to their own education for research innovation and scholarship. Let me then turn to research and innovation. The faculty are the lifeblood of this institution. No university is better than the quality of its faculty. At a research university, the faculty are known for their scholarship. I'm really proud of the fact that over the past several years ‑‑ let me get my numbers correct. Over the past ‑‑ since 2010, we have had eight colleagues elected to the national academy of science and of engineering. Seven colleagues to the American Academy of Arts and Sciences. 10 colleagues getting Guggenheim grants. We have incredible faculty, but let me focus on one project, which I think is transformative for this university. When I came here in 2010, remember, there was this big debate on whether we should merge with University of Maryland, Baltimore. For a variety of reasons, this did not happen. What happened instead was a strategic partnership ‑‑ with a terrible name, empower partnership. When I came here, there was only one joint faculty appointment between college point and Baltimore. Halftime engineering, halftime in medical school. When he went to the bank to apply for a loan, he was turned down because he did not have a full‑time job. Three years later, that was 2012. 2015, there are now 70 ‑‑ repeat ‑‑ 70 joint appointments between our two institutions. Among many colleges here and colleges over there. They have, together, in the past three years generated $80 million in research funding. They have created joint companies. We have combined our techno commercialization efforts. This is transformative, not just in sciences, engineering and social sciences. For example, we even had the dean at the law school coming here to teach undergraduates because of the living community of law and justice. That has been the impact of this relationship and of course, we are working together in shady grove developing IBBR, institute for bioscience and biotechnology research to enhance our presence around route 270 with respect to biotechnology innovation. New facilities. I will simply mention because you have seen some of the pictures, we have either completed or under construction or in the pipeline approved for construction $1 billion worth of new construction of educational facilities, research facilities and a couple of really fine residence halls where living‑learning communities are taking place. This is probably the most extensive activity construction in history. We cannot attract top faculty and research students to get funding without the necessary facilities. And why has it occurred? Partly the generosity of the legislature, and partly, also because of our fund‑raising. Just to take an example. The living ‑‑ the saint John's teaching and learning center, where 9,000 students come in and out every day. It is a model for blended education. We have waited 28 years for that building. 28 years were in the queue until someone stepped forward. St. John, (descriptive sound) it went to the top of the queue. That is how capital projects are funded. We have to have the support of the donors, the university relations and the deans, I want to thank for helping do the fund‑raising to make these possible. You have to have a great university, that is greater College Park, which you already heard from Ken Ulman. We are not just a fantastic STEM university. We are also an STEAM university. Look, science is important. It helps us understand the world. Technology, engineering is important because it helps us master the world. And that understanding and mastery enables the creation of wealth, economic development the better of humankind. It is not worth having a richer, more prosperous life, unless that life is worth living. And that is where the humanities and the arts come in. They are disciplines of memory and imagination. They help us understand the past. They enable us to interpret the future and the meaning of difference. The plan in 2008 called for significance enhancement by partnerships in the cultural organizations in the greater Washington area. We have announced a partnership with Phillips collection. We have brought the arts management, the DeVos Institute to College Park. Working together with those organizations ‑‑ I want to express my appreciation to dean Thornton‑dill and working together to make this possible. One of the things we are working on. The Phillips collection has made available to us all of the art that is in storage. 95% of all the art of all museum is in storage to build an open‑storage facility here along Baltimore Avenue. Prince George's county does not have a single art museum, other than the art museums, we have on campus. We will enhance the arts and finally, the Big Ten and CIC. Very quickly I will say this. If there is one moment which will remain seared in my memory, where I actually cried at night, when I had to sit down, on that day in November, after meeting our student‑athletes, and telling them that their dreams and hopes would disappear because we would slash seven teams. I was never told. Kevin Anderson, the athletic director was never told that within a few months of our arrival the entire athletic enterprise might fail. The reason is because it had been losing money for several years. Technically, it was not insolvent because it was drawing from reserves. But a few months after our arrival, the reserves were empty. There was nothing in the kitty. Only two things to do ... raise more money, which you cannot do overnight, or cut seven teams. That led us to the move of the Big Ten continue it was super‑confidential, it had to be. All I can tell you is, I cannot tell you how much we got. I can tell you that negotiation into the Big Ten is on an individual basis. It is not a flat sum. Sports Illustrated projected ‑‑ and this is still projection, we have remained silent on whether or not it is accurate, but they projected that the University of Maryland will receive $100 million over and above what has been received to date in the ACC. All I have said are two things. We have ensured the sustainability of Maryland athletics for at least the next 50 years. I said this publicly on national television, some of that money will be reallocated to academic purposes. But even more important than that is the partnership with the CIC. The super university consisting of very similar flagship universities with the exception of northwestern, which is private. I will simply say that all of the missions are done together. Barbara gill was telling me she would go to California, might have a couple hundred students show up. Now she interviews prospective students as part of all the other 13 other institutions in the big 10 and gets a couple thousand students coming up to her desk. We had 1500 students from throughout the big 10 come to College Park, study here in the summer last summer because they were having internships in Washington, D.C. Our students are now taking courses and going on study abroad programs through CIC pay the same tuition as they did here. 60% to 70% of all the academic department heads have gone through professional development through CIC. None of this was available before in the previous conference or for that matter in any other conference in the country. This is what a partnership with similar AAU purchase research universities results for us. So this is what has happened. Let me turn to the next slide to show ‑‑ to speak candidly about the economics of higher education and the impact on our budget. The strategic plan was published in 2008 approved by the senate in 2008. What happened? Between 2008 and 2010 when I came, the great recession. I was reading this book by Ben Bernanke called the courage to act, came out about a month ago. I was stunned because if what he's saying is accurate, what they did was diverted a catastrophe greater than the Great Depression. We know unemployment soared to 10%. Debts grew dramatically. The federal and state government had enormous deficits, without going through all of that, what we know is this, between 2008 and 2015, our budget was cut by $49 million. These are permanent cuts on the continuing basis. In addition to the permanent cuts, we also had $60 million of one‑time cuts, meaning in theory, they were restored the next year. Last February, 2015, a few months ago, when I announced a furlough for people earning above a certain amount, I had no choice. Because last year, the current year, our one‑time cut was $18 million. What's the impact? I think you know the impact. You feel the impact. Furloughs. We had hiring freezes. We had suspension of construction. We had cutbacks in travel. And in terms of recurrent cuts, we have gone, you have gone through five years of no salary increases at all. And some years when there are cost of living increases and no merit increases, that is the impact of the recurrent cuts. You are suffering under heavier workloads because empty positions have disappeared and cause have not risen to maintain in your department, weather academic or administrative. That is the situation. But let's explore it a little further. Next slide, I think it is important to know that this did not begin in 2008. I think it is important to take a historical perspective, I just chose 1990, because that is when Brent Kerr win was present. That is 25 years. Notice what is happening slowly incrementally, perhaps people didn't pay attention to this or notice it. Look at 1990, what was the state assessment in terms of our budget? It was 52%. Now it is down to 30%. To put this in perspective, I was talking to the chancellor. And he said Wallace you should be happy they're funding your budget. They're down to 8% in Colorado. We were state‑supported then we became state‑assisted and now we're almost basically state‑located. What the great recession did was seem to accelerate and exacerbate a trend that began in 1985. Next slide. Now, one of the biggest issues today is college affordability. Just as for the current administration, the biggest issue for the past seven, eight years, was affordable healthcare. I believe the next administration regardless of who is elected, it will be affordable college, for reasons that you all know. But look what the sheer was of the state in 1990. The state picked up 70% of the cost of tuition. 70%. Around 2013, 2014, during my presidency, it flipped. Notice that students back in the day of brick Kerr win, today they're buying 53%. I submit to you that a major reason is the gradual increasing decline in state investment in public higher education, including tuition. There is, however, the next slide ‑‑ hey, I hate to be wonkish and show you a slide like this. But I'm show proud of this, because this reflects the good work of the faculty and staff here. I show this all the time to people in Annapolis. They want us to increase the number of graduates. That helps enhance the economy. Create jobs, increase wealth. Since 2002, to the present. We have increased the number of degrees by 39%. 39% increase in the number of degrees that we produce, today, compared to 2002. Now, here is the more interesting figure. Look at the red line. That is the cost per degree, meaning state funding, tuition. Funding per degree declined by 21%. This is your classical definition of efficiency. More good for the graduate at a lower cost per good. Look further. Look at the green line, state support for production declined by 40%, in terms of producing degrees. I think we need to pat ourselves on the back. This incredible efficiency of this university producing degrees is because of the hard work of the faculty and staff and especially despite all the cuts that we have been giving. That is the story I tell Annapolis. We are efficient, effective, and serving the needs of the state as efficiently as possible. Next slide? All right. We're talked about the great recession, up to 2010, when I came. Now we're at 2015. Higher expectations. How high? Equal to the best. Rise from top 20 to top 10. What is the landscape going forward upon the ‑‑ you know, the great philosopher Yogi Berra, he said making predictions is difficult, especially about the future. I will make a fearless predict, it is not a prediction. All thoughtful scholars on this agree. We're in what is called the new normal. What I like to call is the reset era. State appropriations, I think in the coming years there will not be significant cuts, but there will not be significant increases either. I'm sorry to say this, if you read this a week ago, governor Hogan expects another round of cuts for state agencies and no salary increases. Because the state faces $350 million deficit. To look on the upside that is progress. A four years ago it was $1.7 billion destructural deficit for the state of Maryland, meaning you could not align expenditures and that is what happened to us upon arrival. If that's the environment, things are getting better. We're not totally out of the deep hole of the great recession. I think it is a true estimate that we will not have huge cuts, and not have huge increases either. It will be a flat budget, relatively speaking. Secondly, for political reasons, tuition is constrained. Other schools made dramatic increases. University of California increased 80% during the great recession. We owe it to governor O'Malley that he froze tuition. He made it possible for the students. Excellent is not free. If tuition is not the source of major revenue if state appropriations is not a major source, but are still a revenue source. I will fight in the legislature for competitive salaries. We cannot have a top university, we cannot retain top faculty unless we provide competitive salaries. We need to strengthen departmental operations. We need to do it in this era of the reset of higher education. Going forward it is really quite simple. You have to rely on state revenues. You have to find ‑‑ you have to diversify your revenue streams. That's number one. Number two, you have to relook at your processes. Make them faster, make them better, make them more efficient and hopefully you have savings and with those savings you reinvest into the core. What are the things going on. Been going on four or five months, with the provost, there are workings in various groups. I will summarize. No decisions made, no actions taken. There will be extensive consultations with the faculty, deans, everybody, before things are implemented. Look at where this is going. Look at nonstate revenue. Number one ‑‑ they're in no particular order. One would be philanthropy. I want to thank the university for completing the $1 billion campaign in 2012. We spent four or five, $6 million. What did we get for the frontline fund‑raisers? In 2013, the most we had ever raised was $1 million. It 2013 it claimed to $113 million. 2014, it climbed to 140 million. Last year, two hundred million. Where are all the buildings coming from? Donations. Where are all the scholarships students are getting coming from? Donations. The professorships we have. Donations. Academic provosts or enhancements, donations. We have to increase fund‑raising beyond $200,000 a year. That is one source. Second source, we need to increase research. We have the highest research funding on record, $550 million. We have to work harder. I want to thank the people in the division of research. I want to thank the 130 faculty members present for the leaders luncheon. It was to thank them for their work and for everybody engaged in getting grants. We need to tap into restrictive and proprietary research. We believe there is additional 20 to $30 million in research. Philanthropy, expanding research and number three partnerships. Not only with other universities like Baltimore, partnering with industry. Northrop Grumman gave us $1 million a few years ago and another million and a half for research in securities. Siemens gave us partnership. I can tell you right now, University of Maryland and some other institutions are working on a proposal for an FFRDC. Fairly funded research development center of $900 million over a 10‑year period. That is $100 million a year. Aiming high. Those are the kind of additional resources we need to generate. Enrollment increases. Instate is 23%. We're allowed to go up to 33%. We're working on a plan to increase out of state enrollment and international enrollment. Not going up to the allowed 30%. We go from 23% to some amount below the allowed 30% ‑‑ no, 25%, 26%, our estimates are one can generate. $10 million a year. These are only numbers, but think what $10 million means. $10 million means approximately ‑‑ oh, I can I do this in my head. $250,000 for faculty member, fringe benefit, space, startup costs. 10 million divided by ‑‑ that is ‑‑ thank you, thank you. I was never good at math. 40 faculty positions. $20 million means 2,000 full tuition scholarships. Think of it in those terms. So what more can we do? We can have entrepreneurial education programs. There is one college that shall remain nameless, but they generate $40 million a year in market‑driven tuition revenue. Mostly from graduate programs. Another college generates $10 million a year we want to incentive other colleges to become entrepreneurial in college programs and you can keep the revenue that you generate, subject to the tax of the central administration. That tax is used to help other colleges that don't have that ability to generate that kind of entrepreneurial revenue from academic programs. So those are some examples of expanding revenue sources. Let me mention administrative processes. I have heard so many complaints about how long it takes to hire people, how long it takes to purchase anything, how long it takes to get technical equipment fixed. We are committed to reexamining our processes so they serve faculty and staff better, they serve them faster and serve them more cheaply. We have to work together, this is not the fault of the people in those positions. They are also stressed. They have not had access to the technology to enable them to redesign the processes. When you redesign processes, it takes time. Let me give you an example ‑‑ let me give you just two examples. One example is I.T.we have 40 e‑mail systems on this campus. If it we had ‑‑ I know there are people who insist on having their own e‑mail system. But if we can have just one e‑mail system, that will reduce our expenses by $1 million. $1 million is not a lot of money. $1 million equates to five faculty positions. That equates to 100 full tuition scholarships. Procurement. We spent $400 million a year in buying things. We have consultants assisting us, if we can create a savings and also improve processes so they're faster and better. 10% of four hundred million is 40 million. A lot of the purchases are in departments. You have a department. You spend $100 million a year buying things. If you use master contracts for example, and you can save 10% that is $10,000 you request reinvest in your departmental operations. The more general point is there will be an implementation group, deep dive, these will be vetted before we implement them. Next slide. Do you have the agenda? Some of you do, some of you don't. I just discovered this toy yesterday. I thought this was a metaphor for my entire state of the campus address. See this (no audio)Just as our goal is to rise from the top 20 to the top 10. But in this case, the only way to keep on rising is by taking blocks from the bottom and putting them on top. Now, in academic circles that may be called reallocation, but notice, if you take too much from the bottom the whole infrastructure is weakened and the tower topples. This is a metaphor to how we need to approach. We want to build higher but we have to be careful about supporting infrastructure. We will take out some blocks and add them to the top, but we have to be careful about how we do it. There is one way in which this toy is not a metaphor on really but there is one way it is compared to real life. There is no room for additional blocks, we have room for additional blocks, philanthropy, targets from the legislature, limited targeted tuition. We can also add blocks to the top. Is there another slide, or is that the last one? Oh, yes. So what are the priorities going forward? And I will wrap it up with this. Here are the priorities I'm proposing between now and 2020. For students they're our future why we exist. We will provide funds to provide financial aid for students. You take the proceeds to the $200 million and $48 million we now give plus available federal grants, we will be able to make a flagship education very affordable to the students of Maryland. Number two, what is the next biggest concern of students I hear from students and their parents, jobs, jobs, jobs. We have a plan prepared by career services a comprehensive plan from freshman to senior year of career‑readiness. Courses, training programs, culminating into an internship and a paid internship, if you want it, unless it is paid by the employee, you won't get double pay. Metrics 95% placement rate, currently at 85%. More interesting, higher percentage placement to jobs in your major. Excellent education in terms of what we are doing, live‑learning communities, research and career readiness. We will be inundated with some of the best, most talented students in the country. Faculty and staff, I will advocate forcefully, day in, day out for competitive salaries. That is a decision of the legislature and we are only 20% or 24% of the entire workforce of the state. They have never treated faculty and staff differently than other state employees. One thing I will promise you is we will set up a salary compression fund. We have been hiring new facility and rates. And providing retention offers, there is inequity. We will set up a fund and over the next three or four years, we will aim for salary equity. And support for departmental operations, I have already touched upon it. Let me be perfectly honest. Donors do not give mown money for day‑to‑day operations. If we don't get enhancements from the state, it will be from savings of modernizing processes, which I committed would be looked at in the targets. Finally reinvestments. We are still working it. The provosts are working with the deans. Our goal is to set aside ‑‑ let me get the numbers straight. $55 million of research excellence funds. $55 million to hire approximately 35 tenured, tenure‑tracked professors and 75 professional faculty, post docs, other staff to work with tenured tenured track faculty. These will not be across the board. These will be yet to be determined. These are the areas the deans are discussing with the provost and faculty. In no particular order. Global climate change. This addresses one of the issues of the day. Global climate change is one of those. It is not just about science. As Pope Francis said when he came here, it is a moral issue, when you have extreme drought, extreme flooding, vast migrations of people because of climate change, it involves science, sociology and the whole campus in dealing with addressing climate change. We are very strong in that area already. Number two, in no particular order, big data and cyber security. Vast amounts of data are being collected now. If they're analyzed. If we anew processes, we can discover new patterns. We are strong in that area. We opened one of the biggest, most powerful super computers, blue crab request Johns Hopkins a month or two ago. There is an interdisciplinary nature involving a smaller group of college. High on the list is the contemporary African‑American experience in light of our circumstances today. Those are some of the potential areas. They will be fleshed out. We are making the commitment of investing $55 million in these tight times in research excellence. Let me just conclude with this. As I was preparing my thoughts for this afternoon and saying we have made enormous progress because of your involvement, your participation, your sweat and tears during this very difficult period of the great recession and its aftermath, we have remained, we are rising as a top 20, how high are we going to rise equal to the best from top 20 to top 10? So the words that occurred to me as I was thinking about this is what Abraham Lincoln said when he signed the moral act, Wheating a new university, Linguine University, one is making a difference, and improving technology. And that in those days was improving agriculture. He wrote, in language that only Abraham Lincoln could write, he wrote the dogmas of the quiet past are insufficient. We are insufficient for the story present. We must rise to the occasion. Because of situations that are new, we must think anew. I invite us all to think anew, because we are in this new normal, let us jointly think anew. Let us work together to come up with new ways to move this institution from a top 20 to top 10. It took about 20 years for this university to move from a safety school to a top 20 public university. This is a plan of priorities between now and 2020 five years. And then I'm reminded of what poet Robert browning said, if your reach does not exceed your grasp, what are the heavens for? I don't believe that there are unrealistic dreams, unrealistic goals. There may be unrealistic time lines, but that is our goal. And I will conclude by reminding us, we are all Terps. And how does the Terps advance, one step at a time, thinking big, aiming hide, taking risks, that is a Terps attitude, we are all Terps. We will be equal to the best. Thank you very much. (Applause) >>

List of Senate presidents

Name (Political Party) Sessions
Daniel of St. Thomas Jenifer 1777–1780
Matthew Tilghman 1780
Daniel of St. Thomas Jenifer 1780
George Plater 1780–1782
Matthew Tilghman 1782–1783
Charles Carroll of Carrollton 1783
Daniel Carroll 1783
Charles Carroll of Carrollton 1783
George Plater 1784
John Smith 1784
George Plater 1785
Daniel Carroll 1785
George Plater 1786
John Smith 1786
Daniel Carroll 1787
George Plater 1787–1788
Daniel Carroll 1788–1789
John Smith 1789
George Plater 1790
William Smallwood 1791
George Dent 1792
William Perry 1792–1798
John Thomas 1797–1800
Richard Harwood 1801–1805
William Thomas 1806–1807
Stephen Lowrey 1807
William Thomas 1807–1809
Stephen Lowrey 1809
William Thomas 1809–1813
Elijah Davis 1813–1815
William Spencer 1816–1820
William R. Stuart 1821–1825
Edward Lloyd 1826
William H. Marriott 1827–1830
Benjamin S. Forrest 1831–1834
Thomas Sappington 1834
John G. Chapman (Whig) 1834–1836
Richard Thomas 1836–1843
William Williams 1844–1847
William Lingan Gaither 1849
Edward Lloyd 1852–1853
William Lingan Gaither 1854
George Wells 1856
Edwin H. Webster 1858
John B. Brooke 1860–1861
Henry Hollyday Goldsborough 1861–1862
John S. Sellman 1864
Christopher C. Cox (National Union)* 1865–1867
Barnes Compton (D) 1868–1870
Henry Snyder (D) 1872
John Lee Carroll (D) 1874
Daniel Fields (D) 1876
Edward Lloyd (D) 1878
Herman Stump, Jr. (D) 1880
George Hawkins Williams (D) 1882
Henry Lloyd (D) 1884
Edwin Warfield (D) 1886
George Peter (D) 1888
Robert F. Bratton (D) 1890
Edward Lloyd VII (D) 1892
John Walter Smith (D) 1894
William Cabell Bruce (D) 1896
John Wirt Randall (R) 1898
John Hubner (D) 1900–1902
Spencer Cone Jones (D) 1904
Joseph B. Seth (D) 1906–1908
Arthur Pue Gorman, Jr. (D) 1910
Jesse D. Price (D) 1912–1914
Peter J. Campbell (D) 1916–1918
William I. Norris (D) 1920–1922
David G. McIntosh, Jr. (D) 1924–1929
Walter J. Mitchell (D) 1931–1933
Lansdale G. Sasscer (D) 1935–1937
Arthur H. Brice (D) 1939–1943
James J. Lindsay, Jr. (D) 1944–1946
Joseph R. Byrnes (D) 1947–1950
L. Harold Sothoron (D) 1950
George W. Della (D) 1951–1954
Louis L. Goldstein (D) 1955–1958
George W. Della (D) 1959–1962
William S. James (D) 1963–1974
Steny Hoyer (D) 1975–1978
James Clark, Jr. (D) 1979–1982
Melvin A. Steinberg (D) 1983–1986
Thomas V. Mike Miller, Jr. (D) 1987–2019
Bill Ferguson (D) 2019-Present

* Cox was elected Lieutenant Governor under the 1864 Constitution, which made him ex officio president of the Senate.


  1. ^ "Maryland Senate - Organizational Structure". Retrieved 2019-04-08.
  2. ^ a b c d "Maryland State Archives, Lieutenant Governors of Maryland 1865-1990". Retrieved 2019-04-08.
  3. ^ "Christopher C. Cox, MSA SC 3520-1490". Retrieved 2019-04-08.
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