THE VIRGINIAN-PILOT
Copyright (c) 1996, Landmark Communications, Inc.
DATE: Wednesday, February 14, 1996 TAG: 9602140007
SECTION: FRONT PAGE: A12 EDITION: FINAL
TYPE: Letter
LENGTH: Short : 43 lines
I am a graduate of Virginia Tech who has learned, among many other helpful things, that effective leadership includes the practice of involving those impacted when pursuing organizational change. Imagine my shock and consternation when the president of this great institution, Dr. Paul Torgersen, decided on his own to combine the College of Education with some other college. To add to my confusion, the president took this action after praising the College of Education for downsizing by more than 20 percent and refocusing its program during the past year.
The college, under the leadership of Dr. Wayne Worner, acting as interim dean, terminated programs, relocated others and reviewed and redirected its mission under a university mandate to do so. More than 40 faculty and staff took early retirement or sought other employment. The college organized round two departments rather than the four that were in its previous structure. The dean invited students, local educational leaders, faculty, staff, graduates, state educational leaders and the university as a whole to join in the restructuring process. The results earned accolades from all parties. Then, out of the blue, with no forewarning, the president announced that he wished to close the college.
If the college was lackluster or unproductive in its efforts, Torgersen's actions would make some sense. However, on most measures of productivity, the college ranks among the most productive in the university. Also, the college has an excellent reputation nationally.
How inconceivable, now that the commonwealth is beginning to understand the immeasurable impact of education on its economy, that Virginia Tech should treat education in such a cavalier manner.
SHIRLEY B. WILSON
Assistant superintendent (retired)
Norfolk public schools
Chesapeake, Jan. 25, 1996 by CNB