U Magazine, Winter 1987

University of San Diego ArclllVes

THE EDITOR'S DESK

Dear readers: In what direction is USD headed during the next 10 years? How does the University's mission fare against national criticism of higher education in general ? Is USD losing the liberal arts emphasis which it has stressed since its founding? You'll find the answers to those questions - as provided by President Author E . Hughes in a story beginning on page seven - reassuring. The emphasis during the next decade will be on quality rather than unchecked growth. The University will continue to provide a values-based education while emphasizing attention to the needs of the individual student. Improving the techniques and methods used to accomplish those emphases will be the top priority. USD will never lessen the importance it places on a strong liberal arts curriculum for all students - regardless of major, according to Dr. Hughes. "Learning something of the history of mankind , something of the way we think, something of critical analysis before you involve yourself in a specific career program is a very significant part of undergraduate intellectual formation ." he says. Teaching will remain the first priority of faculty. USD tells professors that when they are hired. So research will never become the prime concern of faculty, as has occurred at many universities across the country, a phenomenon greatly criticized in a recent Carnegie Foundation report. This is not to suggest that the road ahead for USD is paved with gold. Fiscal, enrollment and curricula chal– lenges loom on the horizon . You'll become aware ofsome of

the specific tensions as seen through the president's eyes as you read the interview. But on the whole, the future looks positive for Alcala Park. Part of the reason for that optimistic viewpoint is you. Few universities in the country can boast of the unwavering loyalty from alumni , friends and parents that USD enjoys. The picture for the future would be much darker without that kind of enthusiasm. All ofus at the University appreciate the support. Keep up the good work. On a sadder note, the University recently lost one of its most ardent and enthusiastic supporters. Kathleen Stehly, mother of five USD graduates, died after a short illness on November 29. The University played a large part in Mrs. Stehly's life. A past president of the USD Parents Association along with her husband , Jerome , she always found time in a busy home life to lend a hand to a University project. Her warmth, interest in and concern for young people, and enthusiasm for life epitomized the kind of life philosophy that the USD family seeks to promote among all of its members. We shall miss Kathleen Stehly. But we shall also treasure her legacy.

John Sutherland Editor

On the cover: USD President Author E . Hughes is planning a bold future for the University. He shares his thoughts beginning on page 7. Cover photo by Pablo Mason.

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INSIDE

Winter 1987

Vol. 2, No. 2

The search for excellence at USD In spite of the sea of national criticism higher education finds itself awash in today, USD PresidentAuthor E. Hughes is pleased with the course the University is steering. That's not stopping him, however, from pushing aggressively ahead at Alcala Park on several fronts. Sipping the sweet wine of success USD alums Chris Hawkins and Judy Newton, a husband and wife attorney team, have several ideas fermenting on how to achieve success in both law and entrepreneurship.

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Love, faith and children Actress Helen Hayes rediscovered love and faith in a most unlikely manner one holiday season.

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Departments Alcala Park

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Alcala Park Sports Alumni Potpourri

16 17 21 22

Class Notes Upcoming

MyTurn

President Dr. Author E. Hughes Acting Vice President for University Relations Michael J. Kearney Editor John Sutherland Photography Pablo Mason John Sutherland Contributing Writers Die Doumanian led Gosen John Nunes Clare White ·80

"U" Editorial Board Elizabeth Arnold Dr. Edward DeRoche Sara Finn Dr. Lee Gerlach Dr. Mary Ann Hautman

.. U.. is published four times annua lly (Fall. Winter. Spring. Summer). by the University of San Diego for its alumni, parents and friends. Editorial offices are located in Room 274. DeSales Hall, USD. Alcala Park. San Diego. CA 921!0. Telephone (619) 260-4684. Copyright 1986 by the University of San Diego. Reproduction in whole or in part without permission is prohibited. Third class postage paid at San Diego, CA 921!0. Unsolicited ma nuscripts should include a stamped. self-addressed envelope. Member. Council for the Advancement and Support of Education (CASE) and International Association of Business Communicators (IABC). Opinions expressed in "U.. are those of the individual authors and do not necessarily reflect the views of the university administration. All materials submitted are subject to editing. Postmaster: Send address changes to "U... University of San Diego, Publications Office. Alcala Park, San Diego. CA 92110.

Joan Murry John Nunes Libby Stroube Skip Walsh Clare White ·80

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ALCALA PARK

Campus "living room" dedication March 6 A formal dedication and open house are planned for March 6 to celebrate completion ofUSD's University Center, a $11 million facility which has won rave reviews from students and faculty who have toured the building. President Author E. Hughes, Board ofTrustees Chairman Bishop Leo T. Maher and Vice President for Student Affairs Tom Burke are among t h e officials scheduled to speak at the 3 p.m. ceremony. Tours of the 74,500-square-foot facility will follow the formal dedication ceremony. Refreshments will be served during the afternoon. The University Center has been described as the "living room" of campus. Within its two levels, visitors will discover a student dining hall, televison and music lounges, student government and student affairs offices, a deli , sundries store, game room and meeting rooms. The Center also houses study rooms, an outdoor recreation shop, bike shop, grille, a typewriter and computer room, bakery and ice cream shop, a faculty-staff dining room, an information desk, ticket booth and automatic teller machine. "The center will add an exciting new dimension to student life," says Dr. Hughes. "And the building itself is simply beautiful. " The Center features the 16th century Spanish Renaissance architectural style found throughout campus. Blue, taupe and peach are the dominant colors inside the fully air-conditioned structure. The building will be opened for everyday use by the University commu– nity at the end of January. • meals and donate the cost of the food to the cause. The result? Students raised between $3-4,000 for OXFAM. Families in South– east San Diego received the canned food collected in time for Thanksgiving. And 50-70 percent ofUSD students were a t least made aware of the hunger problem , estimates Brault. "I've worked in the Campus Ministry Office for three years and never really gotten involved in a project like this ," says student Dan Geiger, another one of the organizers. "I really feel we did something as a community to help fight the hunger problem." •

Students raise funds, awareness to aid hunger relief efforts T he world hunger problem was the object of student fund-raising and consciousness-raising efforts on campus during the week preceding Thanksgiving. Campus Ministry has recruited stu– dents for the past eight years to organize such efforts as part of an international effort organized by OXFAM (Oxford Committee for Famine Relie0. "Our activities increase awareness of an ongoing problem just before we celebrate our land of plenty, " according to senior Mike Brault, one of the student organizers of the campus effort. Among the events carried out by organizers were a fast and prayer service, canned food drive, aluminum can drive, speakers and films, balloon release and rock-a-thon. More than 800 students also signed up to skip

Alpha Delta Pi 's Sandy Seaburg and Kristi Mackey w ere two of about 70 sorority members who raised money to combat world hunger by par– ticipating in a rock-a-than November 20.

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ALCALA PARK Communication studies degree added By Tim Durnin '87

U SD·s new bachelor of arts degree program in communication studies - which was just added to the curriculum in September - is a hit with students. Some 60 students already have declared communication studies as their major. "The program is taking off like an Atlas rocket," according to C. Joseph Pusateri, dean of the College of Arts and Sciences , who is recruiting a third full-time com– munication faculty member to help shoulder the teaching load. The new department is headed by Dr. Larry Williamson, who has taught speech and communication courses at the University since 1982. ASan Diego native, Dr. Williamson earned his doctorate at Purdue University after completing master's and bachelor's degree work at San Diego State University. The other department member is Dr. Linda Perry, assistant professor of speech. "The job market is open for communica– tion majors and the scope ofjob pos– sibilities makes the degree attractive to students ," according to Dr. Williamson. He lists management, public relations and broadcasting careers as examples of the range of career options. The emphasis in USD 's program is on th eory and general knowledge about the field, Dr. Pusateri notes. He says profes– sionals in the field would rather hire graduates who understand communica– tion theories and who are able to com– municate well orally and in writing instead of a person well-trained in a specific communication discipline. A student who majors in communica– tion studies chooses one of two areas within the discipline : speech communica– tion or mass media studies. Speech Fall enrollment tops 5,400 mark U SD's fall semester enrollment totaled 5,445 students - a record. The total is 180 more students than were enrolled fall semester 1985. Most of the growth occurred among graduate students. Law enrollment increased to 1,155 students , up 4. 7 percent, and other graduate enrollment climbed to 899 students, an increase of 11 percent. Undergraduate enrollment totaled 3,391 , a 1.2 percent increase. The steady undergraduate and increased graduate enrollment are goals ofUSD's Long Range Plan, which s ets an enrollment ceiling of6,000 students until 1990. •

communication focuses on interpersonal and public communication skills and theory. Mass media studies concentrate on the theory, history and criticism of mass communication. In addition to completing communica– tion courses, each student must complete more than the usual number of classes required for a minor in another field - making the communication program requirements close to a double major, according to Dr. Pusateri. This aspect of the program provides students with in-depth knowledge about business or political science or another area in addition to communication skills. Dr. Williamson's hopes for the new program are high. "I want to offer the best degree in town. Right now we 're looking into the possibility of some interdiscipli– nary programs on both the undergraduate and graduate level. The possibilities are tremendous." • Alessio, Brown join trustees T wo San Diego business leaders - Frank D. Alessio Jr. and C. Terry Brown - recently were named to USD 's Board ofTrustees. Alessio, a La Jolla resident, has been president ofDan Mar Investment Co. since 1983, the same year his family sold the Pepsi Cola Bottling Co. in San Diego. Alessio was president and chief executive officer of the company, which the family owned for almost 50 years. Brown was named chairman of the board for Atlas Hotels, which owns the Town and Country Hotel, about two years ago. He had been president of the San Diego-based company since 1967. The 34-member Board of Trustees is chaired by the Most Reverend Leo T . Maher, bishop of the San Diego diocese. Ernest Hahn is vice chairman. •

Dr. Larry Williamson

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ALCALA PARK SPORTS

Soccer squad shatters records

over the University of Nevada-Las Vegas, which enabled USO to win the Coors/UNLV Rebel Classic. UNLV was ranked number three in the nation at the time. What makes the team's story even more amazing is that while it competes at the NCAA Division I level, McFadden has no athletic scholarships to offer prospective Toreros. Individually, USD had a number of players who performed exceptionally well. Bo Kaemerle led the Toreros in scoring, netting a school-record 19 goals and 10 assists for 48 points. Kaemerle concluded his career as USD 's all-time leading scorer. Freshman Mike Brille also contributed a lot to the offense with 12 goals and four assists for 28 points. On defense , junior goaltender Scott Huckleberry had another fine season. A three-year starter in goal, Huckleberry posted a goals-against-average of 0. 97 goals per match and registered 10 shut– outs, also a school record. Can the Toreros continue next season where they left off this one? "I think our success will carry over," McFadden says. "We'll lose some key players. But with more hard work I think we will be able to carry over the winning edge." •

By Die Doumanian

W hile their story may never make it to television , the 1986 seaon for the USO soccer team and its coach, Seamus McFadden, was truly an amazing story. The Toreros posted a 19-4-1 record this fall, claiming second place in the West Coast Athletic Conference and earning McFadden West Coast Coach of the Year honors for NCAA Division I schools as voted on by the Intercollegiate Soccer Asso– ciation coaches. It was the soccer team's first winning record in school history. "The season was a great success ," says McFadden , USD 's coach for the past seven seasons. "It's been a long road to respecta– bility, but we're there. Now we'll have to keep working to stay there. "The keys to our success this year were our ability to recruit quality players, maturity and a real strong work ethic. We worked very hard. n The Toreros got off to a fast start, winning nine of their first 10 matches. Included in that streak was a 1-0 victory

MikeBrille

Egan mixes hoops and books into winning formula

T he University of San Diego admini– stration believes it is possible to mix academics with athletics at the NCAA division I level and be successful. But there is no mistaking what comes first at Alcala Park - academics. USD men's basketball coach Hank Egan knew that when he took the job here. Egan had seen it work before, while he was head coach at the U. S . Air Force Academy for 13 seasons. Now in his third year with the Toreros, Egan still believes the two can mix. "Part of what appealed to me about coming here was that I had been at a school where athletics and academics worked hand in hand ," Egan explains. "The people at that school knew the value of both. So I knew when I came here I'd be comfortable with that. n For a student to be able to successfully mix both academics and athletics takes discipline , a quality with which Egan is quite familiar. Besides being the head man at the Air Force Academy for 13 years and an assistant there for five years, Egan is a graduate of the U. S . Naval Academy. But discipline at USD is slightly different, he feels. "Kids here are in a society where the kid has to discipline himself. which is getting tougher and tougher ," Egan says. But life in San Diego and at USD has a lot of advantages, according to the man

named Co-Coach of the Year last season in the West Coast Athletic Conference (WCAC). "The first thing (that is an advantage) is the caliber ofpeople here workingwi th the young people," he points out. "Secondary to that is the location of the school, the nice campus and the facilities. "And because of the academics, it attracts good kids ; and good kids attract good kids. We think a kid can come here and get an education, play basketball and beapartofthecommunity. We're trying to represent the school and community with good student-athletes." It seems to be working. Last year the Toreros sported a 19-9 record. Many basketball observers are picking USD to win the WCAC championship this season. According to Egan , there is at least one disadvantage that comes with coaching at USO. "The tough academic standards put us in a position where everyone else in our conference can take kids we cannot, which reduces the pool we can re- cruit from ." But Egan understands that at USO , academics come first, and he can live with that. 'Tm very comfortable here beca use I understand what we are trying to accomplish. n he says. •

Hank Egan

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The search for excellence atUSD

President Author E . Hughes

By John Sutherland

H igher education is under seigefrom many quar– ters. Headlines scream a litany ofcomplaints: colleges are too career bent in their course ojferings.jaculty are more interested in research instead of teaching , and students are being turned into the work force unable to speak and write intelligently. Federal financial aid dollars are decreasing. The pool of tradi– tiona l college age students is drying up. Costs continue to escalate. How is USDfaring in this stormy sea of troubles? How does the University measure up against some ofthe

criticisms voiced nationally? What's in storejor USD's future? How can the University better serve the Pacific Southwest? We asked those and other questions ofPresident Author E . Hughes recently during a wide-ranging interview. Now in his 16th year as president, this remarkab le man who has guided the University to.fiscal stability , academic growth, record enrollment levels and an ambitious campus expansion program shared his thoughts about the challenges corifronting USD.

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Q: The recently-issued Carnegie Foundation report is very critical of the job being done by American colleges. Among the criticisms : Classes are too large, facu lty are more concerned with research and publishing than teaching, and colleges offer too many courses geared to careerism. How do you respond to those criticisms, and how does USD measure up? A: Generalizations are difficult. They often contain a kernel of truth but they may not state the whole truth. My observation is that the Carnegie criticisms do address some of the ills of higher education today. For example, a major criticism is the emphasis on research at the expense of teaching. if that's true , why is it true?Whyhave college professors turned their emphasis to research? First, because that's where the prestige and the rewards are. The large state university systems and the large state college systems have focused their attention on research. If the system bases its rewards on how much public research and publication is generated by a particular faculty member, if tenure and salary increments are going to be determined by these factors, what are professors supposed to do? Turn their backs? Obviously they have not. I think the explanation for this emphasis lies in how universities have "socialized." The research universities in the country have turned to research because they see research as a very important contribution to the society of which they are a part. I don't see anything wrong with that. That's what those universities are, that's what they say they are and that's what they are doing. Unfortunately, too many other institutions in the country think they should be doing what the "big name" institutions are doing. Hundreds of large comprehensive universities throughout the country seem to take the approach, 'well , if that's what the name institutions are doing, that's what we ought to do.' So we have the state universities, many of which started out as teachers ' colleges, then progressed to state colleges and then to state universities, now seeking to become large prestigi– ous research institutions. In the process these institu– tions have turned their backs on teaching. In a sense they have turned their backs on the students. I think that's unfortunate. Q: Is that also true of smaller colleges? Small private colleges have always expressed a commitment to students. A: You're right. And by and large, smaller institutions, like ours, have maintained a balance between teaching and research. It's a healthy and necessary balance. It would be very possible to go too far the other way. To say, teaching is the only thing of any importance in a college or university. It's not the only thing of importance. Good teaching has to be balanced with good research because that keeps the faculty individually and collectively on the cutting edge of what's happening in their discip– line. So it isn't a matter of choosing - you've got to do both. Q: In the context ofUSD's mission , how do you feel the University stacks up against the Carnegie report? A: I feel very good about what we're doing at USD. The report is critical, for example, of colleges which have abandoned general education. We have never in the history of this institution abandoned our commitment to a general education concept. Liberal arts were and are an

extremely important segment of the undergraduate experience at USD. To be "educated" isn't just to be trained for a career. Secondly, our faculty has said loudly and clearly that it wants a university where the teaching and learning environment is the focus of the institution. We 've hired faculty over the years who not only believe that; they're fully committed to it. So I am not at all concerned about teaching having been diluted or reduced in importance. Not here. In fact, it's the other way around. I think that our faculty, through experience and observation of other institutions, are here precisely because they want an institution where the primary focus is teaching and learning. Yet they also recognize that research is an essential and enjoyable part of their professorial careers as teachers . Q: Another question about "mission".. . Can the University represent something...stand for some- thing...besides learning? Or is higher education purely an intellectual enterprise? A: It's an intellectual enterprise certainly, but I think it can and should be more than that. USD has identified four facets of its character that bring a uniqueness to this institution, four facets we think are critical to making USD the kind of institution it is. The first is the emphasis on the liberal arts , which we've talked about. The second is our desire to help students develop as a total person : intellectually, physically, socially and culturally. The third is our value orientation. We are committed to the formation of specific values - both individual and social values - in our students. The fourth

"We have never in the his– tory of this institution aban– doned general education... Liberal arts were and are an extremely important seg– ment of the undergraduate experience at USD."

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"The interest of the Univer– sity in voluntary activities stemsfrom its concernfor the value ofaltruism... There are values we think are not only important, but critical , to the survival ofa free society .Altruism is one of them."

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pation in federal grant and loan programs. And it is the middle income student who has been squeezed out by federal financial aid . I strongly disagree with the posture that it's unwise for the federal government to invest in the education of its young people. It's short-sighted. It's a narrow view. And , ultimately, it can waste human resources. We are provid– ing an educational experience for young people on the basis - on the predication - that they will be greater contributors to our society because of that education. To deny aid den ies the principle. The withd rawal offederal support, though , ifyou look at the numbers, is not as disastrous as it would have been if Congress had not acted as it has over the past several years. The administration has followed the policy of disengaging the federal government from its involvement in higher education. Congress has not. So there has not been the disaster that would have occurred had the Congress not held steadfast in its insistence that we continue to invest in education of young people. At the state level, for the past several years there h a s been a steady increase in the support of both public and private institutions which has been a healthy counter– balance to what we have been experiencing at the federal level. I think the federal government hoped this would occur. But California is the anomaly. This funding shift is not occurring in other states . Most are not keeping pace at all because their state budgets are devastated due to poor economic conditions. So the use of public funds in education is a very serious matter. It's particularly serious for those of us in the private sector because there are no guaranteed subsidies of any kind in this state for private higher education. Is private higher education a good investment for both the federal and state governments? The answer - very definitely - is yes. There are all kinds of facts and figures that demonstrate this . In USD's case, we are educating people at a cost of about $55 million per year. About 75 percent of that money comes from private sources. The rest comes from government sources. None of our funding comes from the diocese. We educate students and the government pays for one fourth of the cost. I would say that is a reasonable buy. IfUSD were not here, all of that cost would have to be susta ined by federal and state sources. So I think it is a good economic move for govern– ment to involve itself in supporting the students who attend private institutions from a purely economic point of view.

dimension is the international dimension. We want our students to acquire a global view during the time they matriculate here. These four dimensions, in combination, differentiate us from other colleges and un iversities. You might find one or two at another campus. But when you put the four in combination you have an educational experience that is indeed unique. Q : How do you respond to the Carnegie criticism of the emphasis on careerism in universities today? A : I know that the largest enrollments in the country are in business administration. I come from that background, and there isn't any doubt in my mind that business administration is a career-oriented program. It is prepar– ing people for a career in the economic sector of our society. To the extent that we exclude general education in providing career education, we're wrong. Th e primary emphasis needs to be in the liberal arts at the under– graduate level. But it's entirely possible to have a first-rate school of business administration, a first-rate business curriculu m and still give full credence to liberal arts at the undergraduate level. I think there are schools that do this. And we're one. We believe in it. But I do suspect that over time, many universities have shortchanged liberal arts. That is a serious mistake because we know that students going into b u s iness , for example , may change careers several times before they settle into one which is going to be their life career. Given that, you can see the essential purpose of having a good general education. Leaming something of the history of mankind, something of the way we think , something of critical analysis before you involve yourself in a specific career program is a very significant part of undergraduate intellectual formation. Q: Federal funding for student aid is shrinking. With the new tax law, predictions are that private g ifts to institutions of higher learning will decline. Could you summarize just how serious the funding situation is from those two angles ? A : The funding situation is serious. What you have described in terms of federal cutbacks is accurate in the s ense that there has been an increasing pressure on middle income students which has reduced their partici-

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challenges to academe from without. Crime, drugs , transportation, housing, illegal immigration and pollu– tion are among the issues affecting quality of life in Southern California. What role do you see USD playing in addressing these issues? A : Here's where I feel a "value-centered" institution like ours plays an enormous role - and has an enormous responsibility to play that role. I think that the University's people, whether it's been through our professional schools or through campus committees. have taken the initiative to find solutions to some of these problems. We have, to give you an example, had several faculty members working with Immigration, trying to get at the root causes of illegal border crossings. Our people have tried to assist in drafting legislation. In the area of water and transportation and energy, I know of a number of both individual and group efforts extended by the University to the community. I have worked in all three of those areas with community-wide planning groups or community-wide action committees to look at the problems and to recommend various solutions. Others have done the same. Anumber of our law professors have worked on the water problem. Several worked on the energy committee when it was formed a few years ago. In the spring, we will begin serving the community through a newprogram - the USD Forum. The purpose of the forum will be to present to the community a platform for lively and timely discourse on the pros and cons of a particular issue of overriding community concern. It will inform the pub lic and act as a catalyst in getting commu– nity discussion going on both sides of an issue, all when an issue is still in the formation stage. We 'll try to separate the emotionalism and the fanaticism that sometimes accompanies these issues. We'll look at the cold, hard pros and cons of a problem like immigration or transportation or growth. I think this will be a service to the community, and hopefully, a first step in the resolution of some of the issues that do confront us. Q: The Pacific Rim holds much promise in terms of increasing bu siness, cultural and educational ties between East and West. What role do you see for USD as a leading Pacific Rim university? A: There is a campus-wide committee made up of faculty members and administrators whose purpose is to recommend ways of internationalizing the University's curriculum. The committee will suggest ways to better develop a global perspective among our students. The committee might recommend devoting segments of courses to the global perspective, or it might recommend adding specific courses dealing with world issues. That work is well under way and promises to infuse new energy into our perspective. Q: You've made a commitment to increasing the University's involvement in community service activities, and USD recently hired its first director of volunteer activities. Why that step at this time? A: The interest of the University in voluntary activities stems from its concern for the value of altruism. That links back to one ofmy earlier comments. There are values we think are not only important, but critical, to the survival of a free society. Altruism is one of them. The concern for the group as opposed to concern for oneself is the essence of that value. A lot of the sense of that value

"We also need to look at, very seriously , the involve– ment of minorities in this institution - especially Hispanic students ... We've got to develop some kind of outreach program to make college more attractive..."

Regarding the Tax Reform Act ofl986, it's too early to know how it will affect philanthropy. The predictions, of course, are all negative. There are several areas where we are affected. One example is: as the tax rate goes down, the cost ofmaking a gift goes up . For example, a 50 percent tax rate means it costs 50 cents on the dollar to make a gift. As that tax rate drops to 35 percent it will cost 65 cents on the dollar to make the same gift. So the tax incentive for giving is reduced. A second major area of concern to us is that prior to the Tax Reform Act , those people who did not itemize could still deduct charitable contributions from their income. That's been eliminated. So non-itemizers will not have the tax incentive they have had in the past. Another example pertains to the gift of appreciated assets. In the past, if an asset was acquired at $1,000 and had appreciated in value to $3 ,000, for example, the benefactor could deduct from his other income for the year $3 ,000 - the market value of the appreciated assets. Under the new act the benefactor can still deduct the full market value , including the capital gain. But starting next year, a minimum tax may be due on the capital gain portion of such gifts, depending on the income and number of other "tax preference" items a donor has. Overall, I think people will continue making gifts, because I think charity is the primary motivation for most people. The amount of gifts will change because in some instances it will become more costly to make a gift. Q: If the Carnegie report cites the challenges to Amer– ican higher education from within, we cannot ignore the

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comes from the experiences we gain during volunteer activities. Acouple ofyears ago we noted that the interest of college students nationally in volunteerism was on the decljne - at a rather rapid rate. To counter the trend here and to work toward a rein– forcement of that value, we established the Volunteer Activity Program. First, though , we took an inventory of all of the purelyvolunteer activities occurring on campus. We looked at all of the areas of involvement and realized there were a lot of people out there, a lot of organizations and individuals who needed help, that we didn't know about. We also had a lot of people on campus willing to provide help who didn't know about those who needed it. What we have in the new person we've hired , Judy Rauner, is a coordinator who will put together the needs with our capabilities. She'll also try to stimulate the spirit a Ii ttle bit. Q: What about the "big, big picture" and the University's mission? Say for the next 10 years? A: I mentioned to you the four facets ofour character we think are essential. They are critical to the kind of experience we provide. We're new at providing three of those facets. The liberal arts tradition has been with us for a long time. We 've stressed values orientation and holistic education more recently. The desire to provide an international perspec– tive is still more recent. We can improve in all four areas. We're very good now. But I know we can be better. That's going to take some time. So in a sense, the mission of the University is tied to developing delivery systems for achieving success in the areas I've described. A second part of our mission is to be of even greater service to the Church to which we relate. The Catholic Church has some difficult situations to work through. In education, for example, the problems associated with funding and staffing church schools are horrendous ; perhaps we can help. Their resources are much more limited. They are really strapped in many cases. Their teachers need support. The administrators need support. We are willing as a separate but allied force to be of service to the ongoing educational interests of the Church. We also need to look at, very seriously, the involvement of minorities in this institution - especially Hispanic students. Why? Because Hispanics are a rapidly growing part of our community. They are also tremendously underenrolled , not only here but elsewhere, at colleges and universities across the country. We've got to develop some kind of outreach program to make college more attractive - socially, culturally and financially - to Hispanic students. Q: How do you go about broadening the University's stu– dent population? A: We 're committed to increasing the number of stu– dents who come from different areas and from different backgrounds - both ethnic and cultural backgrounds. The hurdle to more rapid progress is that many of the students we would like to enroll come from economically disadvantaged homes. So we have a tension between our desire to broaden the demographic base and the decreas– ing financial aid pool for students. There are ways to work through the problem and over– come the hurdles. And we are pledged to do that. One way

is to build an endowment that will help address this prob– lem.

Q: Among the University's goals are to enrich and expand science and science-related programs. Already, marine studies and electrical engineering have been added to the curriculum. What's the rationale behind the addition of science-related programs to a liberal arts campus? A: The concern over and interest in science and science-related areas came as an offshoot of our strategic long range planning efforts. It became obvious as we

"We enjoy complete autonomyfrom any kind of inte,jerence by any outside group at the University of SanDiego ..And neither I, nor our Board ofTrustees, nor Bishop Maher ... is interested in inteifering with that traditional relationship."

planned that the campus had certain strengths and certain weaknesses. We looked at the overall composition of the liberal arts, particularly. As we did, it became apparent that we needed to reinforce what we already were doing in the sciences. We have strong chemistry and biology departments , for example. And a sizable and very good mathematics department. We thought we've done well as far as we've gone, but that we should consider some expansion in science and science-related areas. That desire tied in with the observation of faculty that the rigors of science help to attract a more rigorous student body. So we combined what we know about the strong academic background of entering science and engineering students with our interest in expanding our offerings in the sciences. We then talked to some people from the industrial community and found there was a lot of interest in and need for engineering, particularly electrical engineering.

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So we did a feasibility study on a program in electrical engineering. We extended that to include bioengineering, and found out we could build on some of the science courses already in place. We will begin with electrical engineering, and as the program matures , add bioen– gineering, and eventually, bioengineering instrumenta– tion. The addition of electrical engineering will not only serve a need of the community, it also will increase the academic level of our student body. There wasn 't any interest in just expanding for expansion's sake. In fact our guidelines during the planning process stated there would be no expansion unless any additional programs could demonstratively add to the overall quality of the institu– tion. Q: Enrollment topped 5,400 students this fall, a record level. ls the plan to continue increasing enrollment? A: We aren't interested in growth for growth's sake. Our long range plan states that an enrollment ceiling of 6,000 will be established until the year 1990. At the rate we're growing, it will be several years before we hit that mark. Enrollment is up this year. It's up at the graduate level. It's steady at the undergraduate level. Our only interest in growth at the undergraduate level is growth that will support and strengthen existing prog– rams. We are trying specifically to increase the numbers in some graduate programs. Some ofour graduate programs are underenrolled. Q: Your remarks this fall about the relationship of USD to the Roman Catholic Church were the subject of discussion locally. Can you restate your interpretation of that relationship? A: We enjoy complete autonomy from any kind of interference by any outside group at the University of San Diego. I view that as absolutely essential to maintain academic freedom for the institution. And neither I, nor our Board of Trustees.nor Bishop Maher, who has ably served on our Board, and served with vision, is interested in interfering with that traditional relationship. Another issue is dissent. I'm convinced in my own mind that dissent in the Catholic Church is absolutely critical to its well being. How that dissent occurs is the real key. I firmly believe there needs to be a mechanism estab– lished between the local Church and the University to cope with issues of mutual interest as they occur. We could avoid situations where one side or the other makes a statement and the other feels compelled to respond. Bishop Maher is amenable to the idea. We plan to work out something. Q : Soon the University Center will be dedicated, giving USD a true center of campus life. What does the building mean to the campus? A: The University Center will give us a central location where we can provide the base of operation for students· spiritual, social, cultural, psychological and physical concerns. Our efforts to provide a holistic education truly will be strengthened with the opening of this building. Previously, all of these activities have been almost totally decentralized and spread all over campus. Now we have a place not only where those people who do the programing will be located, but also where the activities can be centered.

"Endowment is critical if we want to accomplish the mission we've established for ourselves ... We will have to have it."

Q: USD is heavily dependent upon tuition income. Endowment, which provides long-term financial se– curity.is minimal. How crucial to USD's long range plan is increasing the endowment? A: Endowment is critical ifwe want to accomplish the mission we 've established for ourselves and to meet the various goals that you and I have talked about. We will have to have it. Some of our goals are unattainable unless we receive endowment to support them. The nature and purpose of endowment is one of the most misunderstood aspects of a university. I think the typical person believes endowment is simply comfort money in the budget. It's not. And that needs to be understood completely. Endowment provides in perpetutity those things which a university holds as being essential. For example, a chair in values at the University of San Diego is an extremely important concept. A chair in values means there is an endowment to support a professor who will teach values because we as a Catholic university regard that discipline as critically important to the nature of the institution. Student endowment works on the same principle. For example, ifwe have a block of endowment dedicated for student scholarships in the minority area, that will assure us there will always be funding to support students who are Hispanic or black or another minority group. We are a very young institution and we have not yet fully committed our considerable energies to address that objective. Now is the time to reach for that goal. •

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Sipping the sweet • wine of success

)

Chris Hawkins

Judy Newton

By John L. Nunes

D o you know the one about the exploding bota bag and the banker? There's this Rancho Santa Fe banker who loaned a bundle to a pair of enterpris– ing University of San Diego law school alums for their invention: Boda-Pac, a disposable, self-sealing, foil bota bag containing an individual serving of Northern California wine. After the entrepreneurs produced a few test wine bags, the alums , using good business sense. sent the banker a com– plimentary bag. Before the unsuspecting banker even had a chance to partake of a squirt or two of the grape, the bag exploded - all over his rather expensive office desk. "We offered to pay to refinish the desk ," says San Francisco attorney Chris Hawkins '74, '78 (L). the USD alum who came up with the idea of disposable botas. Thanks to some production adjust– ments, Boda-Pacs no longer burst, Hawkins is happy to report. The wine venture is a family affair. Hawkins, Judy Newton '78 (L). his wife and law partner, andJ . P. Hawkins '72, his brother, are the principals in Boda-Pac. Boda-Pac, packaged in Chicago and distributed from a plant in Carlsbad, was on the retail market in some 15 states for about the first six months in 1986. In its first six weeks. Boda-Pac moved to 30th place in sales among California's 200-plus wineries, according to April press reports. Abag retailed between 79 and 89 cents.

Chris says he got the idea for developing the Boda-Pac while on a skiing trip some five yea rs ago. When on the slopes, Chris likes a sip or two ofwine to keep warm. But on this particular trip he'd forgotten to bring along his bota bag. Realizing bottles and cans were imprac– tical for someone on the move, the idea for Boda-Pac was born. The self-sealing feature of Boda-Pac was not in the original plan. But the Haw– kinses were made aware of the new technology by a beverage container salesman long after their enterprise was taking shape. Being adept at the legal end of business ventures, they quickly purchased the rights to the self-sealing technology in January 1985, only one year before their product hit the market. Drinking from a Boda-Pac is simple : tear off the foil corner, lift and squeeze. In 1987, Boda-Pac is expected to reach $25 million in sales, according to J . P. Hawkins, the company's vice president and chief executive officer. He made the bullish forecast in an article published in an August issue of the San Diego Tribune. Chris and Judy are not as optimis tic, but they don't expect the bold venture to blow up in their faces . They were forced to close the plant in August and halt sales until new investment money can be injected into the business, Judy explains. If the grape deal sours, however , the couple has other ideas. Chris, in particu– lar , is an entrepreneur at heart. While attending USD, Chris, considered

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"We pride our– selves on thefact that we do just trademark and copyright law," Judy says.

for some time now and feels the problem is behind him. The Hawkinses graduated from the law school in 1978. Chris also has a bachelor's degree in political science from USD. After graduating from lawschool, they moved to Washington, D.C. because Judy had lined up a job as an attorney for the Federal Postal Rate Commission. "I wanted to go to D.C. because I'd heard other USD law grads were doing well there," she explains. Two months later Chris landed a job that would greatly influence their future . He joined the legal staff of the U.S. Commerce Department's patent and trademark office. "I was extremely lucky to get that Washington job," Chris admits. For the Commerce Department, he worked on patents and trademarks for National Football League uniforms, the uniform for the St. Louis Cardinals mascot and the Pittsburgh Steelers "terrible towel." They worked in Washington for almost three years, and while there , took part in USD law alumni activities. "There were 40 or 50 alums there at the time ," Judy says. Upon return to California, they moved to the BayArea, where Judyworked for a San Francisco law firm that specialized in labor relations. She later left lawyering for a brief stint in convention planning. Chris - equipped with a new expertise - was hired by a San Francisco law firm to solely work on trademark law cases. One of the cases assigned to Hawkins brought him in touch with leaders of the Hell's Angels, the notorious motorcycle club. The Angels sought an attorney to register their trademark, the skuJl and crossbones, and to seek protection for rights to their movie, "HeJl's Angels Forever, Forever HeJl's Angels ." Some time later, when Chris and Judy had their own firm, the Angels approached them about licensing the name of a toy motorcycle. The bikers were thinking of marketing it as the official toy replica of the club's motorcycles. "After we advised them of the costs involved, they backed off," says Judy. The Hell's Angels , however, have not completely abandoned the idea, according to Chris. In any event, the trademark protection work for the Angels spawned an interest in Chris and Judy for entertainment law, an area of law in which intellectual property is the name of the game. The San Francisco law firm of Hawkins, Newton and (Jim) Bikoff specializes in intellectual property law - namely trademark and copyright protection. No

a gourmet cook, ran a smaJl catering business on the side for some notable San Diegans. San Diego Councilwoman Abbe Wolfsheimer was a regular customer. "Chris was marvelous, truly a master chef," she says. "He would do the most beautiful dinner parties because he was very clever and creative. "He would not only address the social aspects of a dinner party, but would also pay close attention to the pyschological aspects." Chris also worked for USD's Food Services, often assigned to events put on by President Author E . Hughes. "Chris was at our home many times either cooking, serving, tending bar or anything else that came up ,"Dr. Hughes says. "Chris was great with our kids who were often underfoot." Combine the Hawkinses varied talents with their penchant to take risks in the business world, then add their apparent healthy, somewhat pioneering San Francisco law practice, and Mr. and Mrs. Hawkins just might make that million or two before they reach the ripe old age of 40. The thought has crossed their legal minds. Chris and Judy are both 34. They have had their own law firm since July 4, 1984, choosing that day of the year to symbolize their independence from former employ– ers. They met at USD in 1975 - in the law school library no less - through a mutual friend . They complement each other well. Judy, raised in Marin County, is organized, punctual and level-headed, while Chris, a product of Santa Ana, is creative, energetic and spontaneous. Judy describes herself as ambitious, but not a workaholic. Her husband, she notes, is a workaholic. She is health-con– scious, sticking religiously to a strict diet, while Chris is a heavy smoker. Both are short, thin and fair-skinned with dark brown hair. Chris, whose hair is greying, looks a bit older than he is, but that has much to do with his bout with cancer. In August of 1984, one month after the couple opened their own law offices, Chris was diagnosed as having a malignant tumor in his chest. He lost all his hair and 25 pounds in chemotherapy. And, according to Judy, her husband almost died during the Christmas of 1984, when he had a high fever and she had to rush him to Stanford Medical Center for emergency surgery. "Chris had had so much chemotherapy, he had no immune system," she explains. He spent two days in intensive care. Surgeons performed an open lung biopsy to remove the tumor. Chris likes to say he's cured, and doesn't mind talking about his medical problems. He says the cancer has been in remission

other Bay Area law firm has such a specialized focus , according to the husband and wife team.

"We pride ourselves on the fact that we do just trademark and copyright law," Judy says. "Most firms that do trademark

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