1. What is your role as interim provost?

The interim provost is the chief academic officer responsible for academics including faculty, students, and some staff members and services for students. One of the primary but unwritten responsibilities of my job is to keep the campus together.

Gallaudet is currently divided into four areas of responsibilities which is the Academic Affairs Provost, my position; Vice President for Administration and Finance headed by Mr. Paul Kelly which deals with the administrative, financial and physical part of Gallaudet [such as accounting, finance, cafeteria, Department of Public Safety (DPS), and Physical Plant Department (PPD)]; the Clerc Center headed by Dean, Dr. Katherine A. Jankowski who is responsible for Kendall School and Model Secondary School for the Deaf.; and finally the Office of Enrollment Services Executive Director led by Ms. Deborah Destefano. Each area reports directly to the President of Gallaudet University, Dr. I. King Jordan.

The job titles and organization of Gallaudet has changed somewhat over the years, but the job responsibilities generally remain the same. I would not be surprised if the new president reorganizes the organizational structure of Gallaudet again. For example, the Clerc Center was moved to the Office of the Provost during Dr. Fernandes’ tenure as the provost. It has since been moved out of the Office of the Provost and reports directly to the president, this was Dr. I. King Jordan’s decision. This decision was based on the need for me as the interim provost to focus more on the University level

2. How and when will the new provost be selected?

The original plan was for Dr. Jane Fernandes to select the next provost after she becomes the 9th president of Gallaudet on January 1st. Dr. I. King Jordan appointed me to become the interim provost of Gallaudet until Dr. Jane Fernandes made her decision. After the appointment of the new provost, I was to return to teaching in the Department of Chemistry and Physics, All of that is now up in the air. The Gallaudet Board will meet before December 31st and come up with a transition plan. We will know more then.

3. How will Gallaudet regain the confidence and trust of community members?

The most important strategy at this time is to get-together and include everyone in the healing process. This will help rebuild the trust between the community and the Gallaudet administration. It is difficult because everyone is still very sensitive and people continue to watch the Gallaudet University Board of Trustees like hawks. The law makes it clear though, that the Board makes the final decision.

One of the keys to regaining the trust and confidence of community members is to keep communication channels open and continue to monitor the pulse of the community. When I spoke with the protesters, I may have disagreed with them on some points, but it is very important to listen to them because they want to be heard. We need to continue that dialogue. The plans for the healing process must be from the bottom to top. The top will lead the effort but the community must become the principal force behind the process of healing.

4. What part of the protest was the most memorable for you?

It was on Wednesday evening October 11th before the campus lock-down. We were this close (indicating inches apart from his thumb and index finger) to reaching an agreement with the protest leaders. The administration wanted the Hall Memorial Building open for classes while the student protesters had a list of demands. We had met several times and had difficulty finding common ground, until we were able to establish ground rules for negotiating that evening just before midnight. We agreed to begin the real negotiations the next day at 11 a.m. and hugged each other before we left the meeting. When we woke up in the morning, the campus was locked down and that was the end of the negotiations. The reason we were able to progress with the negotiations is because both sides of the negotiating table showed respect for each other.

5. What does the future hold for Gallaudet?

I am concerned about Gallaudet’s future. My goal as interim provost is to maintain Gallaudet’s prestige and make sure that everyone feels safe when they attend Gallaudet. I still believe that Gallaudet University should be a place for all deaf and hard of hearing people to come and learn.

Along those lines, one of my proudest achievements was chairing the committee that created Gallaudet University’s credo. We worked for three years to create three goals followed by three action statements. Keep in mind that audism became a generally accepted concept after the credo was created so it is not included in it. Unfortunately, the credo was not practiced during the protest. Perhaps we need to revisit the credo and make it a bigger part of the campus during the healing process.

The Gallaudet Credo

Gallaudet’s Vision Statement expresses what the University aspires to become and achieve as the world’s premier academic institution for deaf and hard of hearing people. Implicit in our vision are core values that serve as guiding principles for the way members of the campus community teach, study, work and live. The Gallaudet Credo identifies and realizes those core values.

The Gallaudet University campus community includes students, faculty, teachers and staff, all of whom share certain common goals and values that we all believe enrich our academic environment. The community’s primary goal is to prepare students to be informed, literate, productive and responsible citizens. In pursuit of this goal, community members pledge to uphold the following values:

We believe that education is a dominant influence on our lives and recognize that learning is a lifelong quest.

Therefore we will practice academic and personal integrity and work to create a positive and welcoming environment that is open to the free exchange of ideas among members of our community.

We believe that every person should be treated with civility and that our community is strengthened by the broad diversity of its members.

Therefore, we will promote and applaud behaviors that support the dignity of individuals and groups and are respectful of others’ opinions. We will especially discourage behaviors and attitudes that disrespect the diversity of individuals and groups for any reason including religion, race, ethnicity, gender, age, sexual orientation, disability, hearing status, or language and communication preference.

We believe that as members of the Gallaudet community we are the recipients of a proud and rich heritage, as well as contributors to and benefactors of our institution’s bright future.

Therefore, we will strive to bring credit to our community and ensure that the institution flourishes and succeeds in its mission.

*(Adopted by UF Senate 12/18/00 with no challenge from UF 1/31/00) (Public posting by email by UF Secretary to UF 12/18/00; reviewed by BOT 02/02/01 revised by Credo committee 02/14/01, discussed with joint meeting of UF officers/Provost 2/28/01)

Gallaudet Professor Signing Skills

At the conclusion of the meeting, Dr. Moore and I discussed a range of issues, including the current debate in Christopher Brown’s Blog “How Do We Fix Gallaudet University?” about the qualifications and signing skills of Gallaudet professors. Dr. Moore explained that the Signed Communication Proficiency Interview (SCPI) was added to the six-year tenure process in the late 80s and professors that were already hired by Gallaudet were “grandfathered” into the program. In addition, any newly-hired professor attends an intensive six-week sign language classes during the summer prior to starting his/her teaching career at Gallaudet and is given a release time of one course to continue his/her sign language classes during the first year. Sometimes a sign language interpreter is provided for the instructor, especially in his/her first semester.

The Gallaudet Board of Trustees and the Faculty agreed to a requirement three to four years ago that required professors to possess a terminal degree (e.g. a Ph.D.) at the time of hire at the rank of assistant professor. Many were concerned with the dearth of people who had Ph.D.s and could sign. Gallaudet University decided to implement the President’s Fellows program to address this issue. This essentially gives the President’s Fellows student nine years to obtain tenure at Gallaudet University. They have three years in the President’s Fellows program and then six years in the tenure track program to complete their Ph.D. and gain tenure.

The Deaf Community and the Internet

Finally Dr. Moore wanted to let the community know that he was amazed by the technology used by deaf people, and noticed that it was especially prevalent among young deaf adults. He remarked that they are more computer literate and savvy than his generation and said “good for them”. Dr. Moore recounted a story that took place before the protest. He attended a multicultural function and when he returned home, he found that his presence at the event was announced two hours later on a Blog.


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