Daily Egyptian by Daily Egyptian

Daily Egyptian WEDNESDAY, DECEMBER 5, 2018

DAILYEGYPTIAN.COM

SINCE 1916

VOL. 101 ISSUE 71

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Wednesday, december 5, 2018

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About Us

The Daily Egyptian is published by the students of Southern Illinois University Carbondale 43 weeks per year, with an average daily circulation of 11,000. Fall and spring semester editions run every Wednesday. Free copies are distributed in the Carbondale and Carterville communities. The Daily Egyptian can be found daily at www.dailyegyptian.com.

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The Daily Egyptian, the student-run news organization of Southern Illinois University Carbondale, is committed to being a trusted source of news, information, commentary and public discourse, while helping readers understand the issues affecting their lives.

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Letters and guest columns must be submitted with authorâ&#x20AC;&#x2122;s contact information, preferably via email. Phone numbers are required to verify authorship, but will not be published. Students must include year and major. Faculty must include rank and department. Others include hometown. Submissions should be sent to editor@dailyegyptian.com.

Photo credit for the front cover:

Nick Knappenburger | @nickknappenburger_de

Amber Blakeslee and Ayla Amadio of Carbondale jog together, Saturday, during the Santa Speedo 5K Run/Walk at the Life Community Center. "It's actually our first run like this here today," Blakeslee said.

Wednesday, december 5, 2018

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Lights fantastic

Corrin Hunit | Daily Egyptian The Rotary International float, drives through the parade, Saturday, during the Carbondale Lights Fantastic Parade on the strip.

USG passes senate resolution on RA’s ability to get a second job AUSTIN PHELPS | @austinphelps96

USG passed senate resolution 19-02 on its final meeting for the semester, giving two solutions to the issue of RA’s seeking the ability to gain outside employment from the university while remaining an RA. A resident assistant is provided room and board and a meal plan as a form of payment for their work, totaling $5,288.34 per semester. RA’s are also given a pre-tax stipend of $600 per semester. This breaks down to RA’s being paid around $2.00 an hour. In the senate resolution 19-02, USG said the RAs should be allowed a second job, or get an increased semester pre-tax stipend. “Increase the semester pretax stipend from $600.00 to approximately $2,500 to offset the gap in hourly wages for these

University employees, from approximately $2.00/hour to $8.25/ hour,” According to the senate resolution 19-02. “Or allow RA’s to seek outside employment to make up for the gap in hourly wages with the current monthly, pre-tax stipend.” Toussaint Mitchell, president of USG, asked his fellow senators on changes they felt were necessary moving forward. Senators were generally pleased with the way USG has run this year, praising the executive board on fixing the timing issues that were present last semester. Tiej’Ann Williams, a USG senator, said she originally joined so she would have something to add to her resume. USG is now something she enjoys. “When I did it I thought it was really pretty cool because you’re becoming a leader on campus," Williams said. "You’re helping people

and you’re trying to make this campus and this school better." Paxton Morse, vice president of USG, said he thinks this semester has been successful. “Getting the meetings done efficiently and effectively. I’ve been here 4 or 5 hours before," Morse said. "Paying attention and being engaged really helps out.” Morse said the new senators in USG this year have done really well. Keeping new senators coming in is a focus for next semester. “Seeing the issues that we have on campus and striving to make our senate do as well as they can to fix the issues that we have," Morse said. A barbecue RSO, Smokin’ Dawgs was approved at the meeting. The club will cook barbecue and compete in competitions throughout the year, as well as catering events.

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Interim President J. Kevin Dorsey answers questions on reorganization, diversity at Campus Conversations KALLIE C OX | Daily Egyptian

Interim President J. Kevin Dorsey answered student questions at Campus Conversations last Friday on how the proposed reorganization would impact faculty and students. “I honestly don’t think it is going to impact them very much at all,” Dorsey said. “[...] I think there is going to be a lot of changing signs on doors but the processes should remain very similar, and hopefully intuitive for students as well, change is hard.” When asked if students would have input in the selection of the next permanent chancellor, Dorsey said the search committee would have representatives from a lot of different faculty, staff and student groups. “I think they wind up having a look at candidates and typically there are open forums where a candidate is trotted in and I think to a certain extent, we have gotten almost too good at this,” Dorsey said. Students were also concerned about when results of the fee allocation study would be available, and what the president’s office will do when the results suggest a change. The fee allocation study, is completed by an outside independent firm, that was hired to determine how funds should be distributed throughout the SIU system. According to President Dorsey, historically the splitting of funds between Carbondale and Edwardsville is 60-40. Dorsey said the firm would have information to report by April. When asked about the current financial state of SIU, Dorsey said SIU’s two main sources of revenue, tuition and state funding, were not doing well.

Corrin Hunt | Daily Egyptian J. Kevin Dorsey, SIU president, answers student questions, Friday, during the Campus Conversations event in the student center.

“What really crippled all of the state institutions was [...] when they said alright you are supposed to get however many million it was and we got 29 percent of what we were allocated,” Dorsey said. That is a problem, Dorsey said. He said the Carbondale campus was in a pretty substantial hole, I don’t remember what it was maybe, 74 million. “The state budget for this next year is likely to be good, people have talked about increases in the teens, others closer to 10 percent,” Dorsey said. “It would not surprise me if we got an 8

percent or more increase.” Dorsey said Carbondale is still paying off debt to the system and will be for the next few years. “An increase is a godsend. But the problem is we have got a lot to pay back, and as you know, nationwide the number of students is declining, so we can’t count on that.” Another question was: How can a University strive for diversity and inclusion, but not promote classes like Africana studies and Women, Gender, Sexuality Studies, that target against oppression to minority groups?

“That is a complex question. How do you strive for diversity?” Dorsey said. “You have to have a culture that is welcoming and I think we have got an inherent problem on this campus.” Dorsey described SIU as rural and below the Mason Dixon line, surrounded by sparsely populated towns with a mostly white population. When asked what it meant to have a commitment to diversity and how he saw himself demonstrating it, Dorsey said to judge people as individuals, not as groups or stereotypes, and to give

everyone a chance. “I think [in] judging everybody as an individual, [it] would help that we have a critical mass, so we don’t just have one of this or one of that,” Dorsey said. “There is somebody else in the room that looks like me so I can feel supported, not alone, and not be worried that they are all against me as it were. I try to hire chairmen, associate deans that way.” A student question asked why SIU was so segregated, Student Trustee Brione Lockett further explained this question to President Dorsey and said the question was asked because the large majority of administration is white. Dorsey said he didn’t know why. “If I had the answer I probably would have taken the show on the road and told people about it. I depend on people like you to give me suggestions and concerns,” Dorsey said. “I am no wiwzard.” Staff reporter Kallie Cox can be reached at kcox@dailyegyptian.com.

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Students and Faculty share opinions on reorganization KALLIE COX | Daily Egyptian

Ahead of the Board of Trustees’ expected vote on the academic reorganization in their Dec. 13 meeting, Student Trustee Brione Lockett said the reorganization is huge on students but has very little student involvement. “The [reorganization] affects the students in every way possible,” Lockett said. “I believe in the current proposals they changed diplomas, titles of diplomas and titles of departments.” When asked why the administration is proposing the reorganization, Lockett said it is because of money, but that the administration fails to understand that the money comes from the students. “They keep trying to make our donors happy, our alumni happy,” Lockett said. “But alumni aren’t on this campus. Because we want to make them happy, we fail the students. It was a different time when they went to school here, but what do the students want?”

Lockett said consistent checks and balances would be necessary to the success of the reorganization. Lockett said faculty and students need to know they have a voice, and he is upset with the lack of faculty that has spoken out about the reorganization “It comes down to a select few that actually speak on it, and we are adults so we should be able to speak our minds, but it comes back to retaliation,” Lockett said. “If I speak out, what will happen to me?” Clay Awsumb, president of the Graduate and Professional Student Council, released the following statement concerning the Council’s opinion on the reorganization. “[GPSC] opposes any approach to organizational administrative change of basic academic units which aims to or results in the elimination of departments, or otherwise prohibits retaining departments, without the articulated support of faculty affected by the proposal and parallel support for the proposal by faculty governing bodies,” the statement said.

The statement said GPSC does support the ongoing initiative to reevaluate SIUC’s administrative organization. “However, our support of any changes extends only to those which have received clear articulated support of faculty affected by a given proposal and received the corresponding support of relevant faculty governing bodies.” Awsumb said concerning his opinion on the reorganization, he looks forward to the Board of Trustees review of the plan. Awsumb said he hopes the Board determines schools are an effective and viable administrative means to managing multiple disciplinary degree programs. “However, in the case the Board finds schools viable, I hope the Board limits the scope of their approval to schools which have the support of faculty and makes clear greater scrutiny and future Board review will be required for proposals without faculty support,” Awsumb said. At the Nov. 9 Board of Trustees

meeting, David Johnson, President of SIU’s Faculty Association, said faculty is unsure of what is happening. “Faculty do not know when or whether we will find ourselves voluntarily or involuntarily in a new school,” Johnson said. “Nor do we know what our college structure will look like.” Dr. Joseph Brown, professor of Africana chancellor studies, said the reorganization is dangerous to education because it seeks to run higher education on a business model. “The problem that I find is that we need to reorganize the university, not to be innovative and attract people who want to deal with synergy issues, and high tech issues, everybody does,” Brown said. “That is not a reason to reorganize the traditions where people can be protected and safe.” "As a student, I think that we are going through an economic crisis," Travis Washington, a graduate student studying educational administration, said. Washington said faculty and

students are panicking because no one knows what is going on. "Ask students. Have group discussions with faculty students and administration, take in what everybody is saying," Washington said. One of the submitted questions asked of Interim President Kevin Dorsey at Campus Conversations was how the proposed reorganization would impact faculty and students. “I honestly don’t think it is going to impact them very much at all,” Dorsey said. “[...] I think there is going to be a lot of changing signs on doors but the processes should remain very similar, and hopefully intuitive for students as well, change is hard.” President of Graduate Students United Dianah McGreehan said the reorganization is certainly overlooking the voices that have been demonstrated. “Our faculty has been very vocal, our student groups have been very vocal, but to say that it is not going to impact them at all, is a misstatement,” McGreehan said.

Freddy’s restaurant expected to open March 2019 CLAIRE COWLEY | Daily Egyptian

A Freddy’s Frozen Custard and Steakburgers is coming to Carbondale’s Giant City Road next year. Eric Cole, owner of the upcoming Carbondale location, said the franchise is building a new restaurant from the ground up. “It will open probably late March 2019,” Cole said. “We broke ground on October 18.” The franchise chose Carbondale as a location due to the likeness of the town and what it’s about. “Part of it is the university and we had placed the location where we placed it [...] a good reason for that is good access to not only the citizens, but we think good access to the students as well,” Cole said. Cole also said as opposed to being on Carbondale’s Main Street, they

felt the location gave easier access to people and students. “We’re not going to be competing with McDonald’s or Burger King to be honest,” Cole said. “We don’t compete with them on timing either.” Cole said at Freddy’s they pride themselves on two main areas. “[We] make steak burgers that some people call the ‘smash’ burger or the flat hamburger and we also pride ourselves on our frozen custard [...] we definitely don’t call it ice cream because it’s true custard,” Cole said. Cole also said Freddy’s does a traditional Chicago style hotdog that they’re well known for. “We have chili, spicy chicken sandwich that’s incredible [...] you know, without custard we make all kinds of things like traditional custard concretes,” Cole said. Cole said this is a mix in where

customers can add whatever toppings they want. “We keep it simple, we don’t have a million different things on the menu,” Cole said. Cole also said filling orders may take a little bit longer because they absolutely refuse to make an order before the customer orders it. “The reason that’s important is that we don’t start making your burger until you order your burger, so that’s a little bit of a difference than some of the other [fast-food] concepts,” Cole said. Steven Mitchell, Carbondale economic development director, said the type of economic gain the city can see comes from new businesses coming to town, giving Carbondale a lot more variety. “We’re always glad to see new restaurants come to town,” Mitchell said.

Mitchell said it certainly makes the city a “go-to” town for lots of different types of places to eat, with having 76 restaurants serving right now. “When you add various restaurants to the community it makes us more attractive not only to students and local residents, but also to folks in the surrounding region,” Mitchell said. Mitchell said he has been the economic development director since October 2016 and he’s seen people visit the restaurants from other towns where they may not have the same fast food option. “They come here, grab a bite to eat and go shopping [...] so that kind of thing increases traffic,” Mitchell said. Dustin Throgmorton, the restaurant's general manager, said he attended Carbondale Community High School when the city had steakburger restaurants, but his

goal is to hire the best people and be the cleanest in comparison. “Over the past, with other concepts I’ve had good results hiring SIU students,” Throgmorton said. Cole also said the restaurant will be hiring students whether they’re in Carbondale for the main school year or summer school students, they would love to have student employees. “In February and March, I’ll be starting to hire [...] it’ll be a fun, new concept to work at for sure and it’s going to be a challenge because we’re going to be busy,” Throgmorton said. Throgmorton said applicants should have a great attitude, work hard and have big smiles going out of their way to help customers. Cole said the franchise is really excited to be coming to Carbondale along with the location opening up in Marion in a couple of weeks.

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Column: Advice for the future SIU graduate FARRAH BLAYDES | @farrah_blaydes

With December commencement approaching and upperclassman make the transition to life outside of SIU, students have gathered advice that would be useful to those coming after them. “I think the most important advice anyone could give an incoming student or future graduate would be don't give up, you might surprise yourself,” Dalton Sharrow a forestry major and senior graduating this December. Research all possible majors related to your interest Despite what people tell you about experimenting with your major, it is really helpful to pick a major and stick with it early on to graduate on track. “I was not aware of all the majors SIU offered that related to my area of interest, if I had done a little research I would have realized I was more interested in the environment and not necessarily the science of animals,” Sharrow said. Pace yourself and work diligently “For the future graduate and/or incoming freshmen: Two things. Firstly start to get to know your advisors and faculty early. Whether or not you realize it this early in the game, you will need them when it's closer to graduation,” David Higgs, a senior studying philosophy, said. The second thing is to not burn yourself out. A lot of overachieving freshmen try to join five RSOs while juggling 18 credit hours. Don't do that. Instead, find yourself a job on campus that's related to your field of interest, which will be useful come time to get letters of recommendation, and study at a well managed, balanced pace for

“I think the most important advice anyone could give an incoming student or future graduate would be don't give up, you might surprise yourself.” - Dalton Sharrow senior forestry major

your classes. Higgs said. Appreciate your support system Your support system is anyone who helps you get through the mental and emotional tolls of the day. “Appreciate your mom and dad or whoever you have in your corner. You will need them for advice or comfort,” Alyssa Sokolowski, a senior studying social work, said. Ask questions and go to class This seems like an obvious one to which many don’t listen, but you need to be present in your time at SIU. Go to class not only because you’re paying for it but more importantly, you’re primarily here to learn. “Professors genuinely do not want you to fail. Go to their office hours, go to a tutor or ask a friend. Also, there is a correlation between attendance and the grade a person receives in a class,’” Demarco McCart, a senior studying philosophy, said. Start your own business and save If you don’t have the time to get a job outside of your studies, you should consider alternate forms of income. “It may sound difficult but it could be as easy as selling the stuff you don't use online. You can make money and not have to work while taking 15 or so credit hours,” Lauren Caples, a senior studying finance, said. Try to determine if college is for

you before you enroll Don’t waste your time if college is not something you’re willing to work for. If you know a better way to get where you need to be in life, save the money and take the alternate route. “I enrolled at SIU right after high school in the fall of 2016. I majored in therapeutic recreation, I enjoyed it for the most part and had a decent GPA,” Samantha Major, a former SIU student said. The problem wasn’t the program, but Major just couldn't see herself doing that for the rest of her life, she said. “I realized I went to college because that's what everyone else wanted me to do. After I left I was able to pursue what I loved,” Major said. Be involved Be active on campus, Sophia Julio, a senior majoring in Forensic Science, Psychology, and Philosophy, said. Join those clubs and groups you find interest in. “You will meet your closest friends here. You will meet your future colleagues. You will meet faculty and students who are willing to help you succeed,” Julio said. Remember the person next to you in class is also struggling, Julio said. In college it can sometimes feel like the weight of the world is piling on top of you. Reach out for help when you need it. People understand your pain and are willing to help you.

Wednesday, december 5, 2018

Book review: The 7 ½ Deaths of Evelyn Hardcastle RANA SCHENKE | Daily Egyptian

Aiden Bishop has eight days to solve the murder of Evelyn Hardcastle. Each morning, he wakes up in the body of a new host, reliving the same day with a different perspective. As Aiden delves deeper and deeper into the mystery, he realizes his task is more difficult than he first realized. He’s not the only one trying to escape Blackheath Estate. Title: The 7 ½ Deaths of Evelyn Hardcastle Author: Stuart Turton Genre: Thriller, mystery Page count: 438 pages Release Date: September 2018 Overall grade: A This is not the kind of mystery you can read expecting to solve before it ends. It starts off with the narrator being unable to remember anything, not even his own name. So from the beginning, you are learning with the narrator. The reader doesn’t have any advantage over the narrator; there are no scenes following the killer or the victim or anything like that. The entire book is technically narrated by the same character, but he has a different perspective depending on which character’s body he’s inhabiting. It’s like having the best of both single character and multiple character narration. A single character narrating helps keep the confusion between chapters minimal, while having him inhabit different characters to try and figure out the best way to use their strengths. Itw keeps the narration interesting. The concept of the book itself was very interesting. I’ve never read anything quite like it, with the combination of the body-swapping, time loop and a character who wants

to escape but has no memory of what he’s escaping to. The premise hooked me from the beginning, and it definitely lived up to my expectations. The book was just as dark, twisty, and intricate as the description indicated. This book had a lot of twists, and they were all very well done. Despite the time jumps and character switches, the twists are easy to follow and make sense in the context of the plot. There are enough twists that the ending iss impossible to guess, but not too many that any of them are unnecessary or purposely invented to shock the reader. It’s always annoying when authors use too many poorly executed twists because it feels cheap, like they’re trying to cheat the reader. Turton, despite being a first-time author, didn’t try anything like that. Another thing he did well was properly label each chapter, making it easy to figure out whose body Aiden is in and which day he is on. The timing isn’t straightforward since Aiden only switches bodies when his host loses consciousness. This means if his first host takes a nap in the middle of the day, he’ll switch to Day Two with a different host. If that host goes the whole day without losing consciousness, he switches into host three. For example, he goes back into the first host until that host lives through the day or loses consciousness again. It’s a concept that could be very confusing, but Turton labels all of the chapters with the days and then immediately makes it clear within the first sentence that Aiden is in a different body. There is not a point where I was confused about the hosts or how much time was left. Also, if Aiden switched unexpectedly, the reason was always explained.

Another thing I liked about the book was how perfectly the setting fit with the story. Blackheath is a dark and secretive place, just like the inhabitants. There’s a creepy forest, a lake, and a dilapidated manor, all of which Aiden explores throughout the course of his adventures. The setting was well-described and fit the style and mood of the book extremely well. I would say the only thing it was lacking was a clear time period and a more detailed description of where Aiden came from. The time part was probably the most confusing, since I kept trying to place when the story was happening based on clues like the technology, fashion, and dialogue the characters used. Every time I thought I figured it out, something else would come along that proved me wrong. About halfway through the book, I gave up and tried to place the time, but I still would have liked to know when it took place just for reference. I’m not sure if the author picked a time period and just didn’t do a lot of in-depth research or if the time was left purposely ambiguous. It wasn’t clear enough to be able to tell either way, so I would have liked some more details. I also would have liked a better description of where Aiden came from, which I feel would have made the very end of the book feel slightly less abrupt. That may have slowed the plot down a bit, so perhaps it’s best that Turton didn’t include that. This book is probably one of the most unique books I’ve read this semester. Definitely something I’d recommend for anyone looking for something twisty and impossible to put down. Staff reporter Rana Schenke can be reached at rschenke@dailyegyptian.com.

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Chase Jordan | @chasejordande Nathaniel Jordan, Chief Executive Officer of SPREKK Technology Services, operates a 3D printer inside the Dunn-Richmond Facility on Saturday.

Dunn-Richmond Center: The facility helping students and their businesses since 1990s EMILY COOPER | @ecooper212

Dunn-Richmond is a part of SIU’s Research Park where inventors and student-run businesses come to grow. “I would call it a hidden gem,” Deborah Barnett, director of business incubator programs, said.

“We’re really working to raise awareness of what we do here.” Barnett described DunnRichmond as a place where people can come and create, innovate, dream, build a business and work with others in a startup community. “We’re a forum for people interested in starting a business, or have already

been in business for discovery of new ideas, and a lot of the gamuts in between,” Executive Director of the center Kyle Harfst said. Ken Stoner, small business specialist, said whatever ideas that are shared or generated in a room stay in that room. “Everything we do at Dunn-

Richmond is confidential,” Stoner said. Students and local businesses get access to people who help start businesses and work with businesses on a daily basis, Stoner said. “The shared knowledge base in this building is astounding,” Stoner said. Dunn-Richmond houses a number of successful entrepreneurs,

including 40-Below Joe, a business that uses the same business process as Dippin’ Dots ice cream for their coffee products, Barnett said. “We have a number of students who have also come through the program,” Barnett said. “An example of one is DigitalSmiths.” DigitalSmiths started in

Wednesday, december 5, 2018 their dorms initially starting up websites, but then they have expanded beyond that, Harfst said. They ended up landing in a research triangle and eventually were bought out by Tivo for $135 million just a few years ago. The goal of the incubator program is to support businesses like DigitalSmiths, Barnett said. Barnett said it’s the early, incubation stages that give businesses the support they need during those stages, so they can grow and develop. “I would love to see more students over here,” Stoner said. “I’ve worked with over 500 business in my time with the Small Business Development Center, and there is something unique about working with student-run businesses. Especially at that young age, they’re very open-minded and are constantly coming up with new ways of doing things.” How they can benefit from coming here is a difficult question to answer because a lot of people ask what does the SBDC does, Stoner said. “I can list off some of the things we do, but that list is not complete,” Stoner said. “If someone comes in and needs something specific that’s what we do. We are here to help with whatever they need. I do new things every day. It’s a very open space. I mean it is changing, evolving, and expanding constantly.” Nathaniel Jordan, a junior studying plant biology, found out about the Dunn-Richmond Center by the University Innovation Fellows program that he was applying to, he said. “From there, I went onto their website, learned a little more about it and applied,” Jordan said. Jordan said after his interview, he got into the Saluki Ventures program following the pitch of his business idea. “Since then, I have been working with everyone in here,” Jordan said. Jordan is the founder and owner of SPREKK Technology Services LLC, an on-demand phone repair. “Think of Uber, but phone repair,” Jordan said. “In a nutshell, we don’t have a store, we just have

employees that will go to you to fix your phone.” Jordan said the employees at the Dunn-Richmond Center really care. “It’s their full-time job to make sure students and faculty succeed, so it’s a great feeling being here,” Jordan said. Jordan said you can get business advisement from Stoner and network with people that you would never normally meet. Jordan said he started his company because his phone was broken and he wanted something that was more viable. Jordan said he broke his phone and it took him over seven hours to fix it, and he still broke it in the end. He realized why people pay hundreds of dollars for others to fix their phones. “I started fixing my friend's phones, even though I was studying plant biology, I’m just fixing phones on the side,” Jordan said. “After a while, I got really good at it, where I could do it for 15 to 20 minutes compared to the seven hours. I realized that these other companies are charging so much.” Jordan said from there, he had no choice but to go into the business of fixing phones with the understanding that he’s just learning how to do business. Jordan said he fixed his first phone two summers ago, but has been in business since April. There are multiple options to get an office in the center, Barnett said. Harfst said one is the traditional program if you need an office. You will sign a lease, write a business plan, which the center helps with, in addition to filling out an application. There is also an affiliate program where a lease is not required and you can use it on a part-time basis, Harfst said. The Saluki Innovation lab provides proof of concept for activities, and then there’s the Saluki Ventures program. “Our Saluki Ventures program, which is for students is only $30 a semester,” Barnett said. Greg Bouhl, Director of Illinois SBDC, said they try to keep

Page 9 everything seamless, so people don’t have to understand how they all work. There are 13 full-time tenants right now, Harfst said. “That number does not consider the Dunn-Richmond’s affiliate members who are here part of the time, nor does it consider the students who are in the program right now, and there are around seven in the business program,” Harfst said. The Dunn-Richmond Center houses four 3D printers for inventors or businesses, Stoner said. “If someone comes up with an idea in the morning, we can come in and do 3D modeling and run a prototype or scaled model the afternoon of the same day,” Stoner said. Stoner said he uses them in waves, on average he uses them a few times a week. “It is all done through the office of Economic Regional Development as well as the SBDC,” Stoner said. “The 3D printing lab is a joint effort between the two organizations.” Stoner said one business was having problems with dust in the air. So, rather than being down for weeks or months, they had a custom part made using the 3D printer. They were back up and running the next day. “It’s really neat some of the things that we are able to do,” Stoner said. On the innovation side, the Dunn-Richmond Center has a lot of very creative people who come through its doors, Harfst said. Jordan said the Dunn-Richmond Center has definitely helped his business a lot. “For example, all of the legalities, the stuff that goes behind forming your business, they really do provide you a whole 360 view of how to run a successful business,” Jordan said. “Most importantly, they help you with how to get it off the ground. The biggest jump is starting.” Staff reporter Emily Cooper can be reached at ecooper@dailyegyptian.com or on Twitter at @ecooper212.

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Wednesday, december 5, 2018

Letter to the Editor: What you need to know about the board vote on academic reorganization 'concept' JOHNATHAN FLOWERS, PHD.

At the November 9th emergency Board of Trustees meeting, the Faculty Senate presented a draft resolution requesting that the Board engage in the “prompt approval of the SIUC reorganization process, so that (they) may continue with our reorganization efforts in a timely fashion.” Apparently, the Board was listening: at its upcoming December 13th meeting, the Board intends to vote on a matter which would settle the question of the reorganization once and for all. While I appreciate the desire of the faculty of my alma mater and the Board of Trustees to put an end to the uncertainty surrounding the reorganization following the death of Chancellor Montemagno, I do not believe that the implications of this decision have been fully explained to the student body by the Board of Trustees or the Faculty Senate, nor do I believe that it was ever the intention of the Board of Trustees or the Faculty Senate to solicit student opinion where the reorganization is concerned. If I might clarify the point: with exception to Trustee Lockett, who has clearly and explicitly made it his mission to serve as a bridge between the Board and the student body through his Campus Conversations series, I do not believe that the Board of Trustees considers it their responsibility to ensure students understand what will be done to their university should the Board impose this decision upon it. Students, it seems, are to be seen and not heard regardless of their policy-given right to participate in conversations concerning the organization of their university. If I am going to be true to my responsibility as an alumnus to ensure student success, I will not accept administrative assurances that “all is well” with the university, nor will I accept the disenfranchisement of student participation in the

administration of their own university. It is for this reason that I am providing the student body with information concerning the implications of the decision that the Board will make on December 13th. What will actually be voted upon? As indicated by Board matter L-3 in the recently published Board of Trustees materials, the Board will vote to approve the following 1.The University’s reorganization as described by the board matter “and other materials provided or made available to the board over the past year, 2. The use of the IBHE’s recommended process of the Request for Reasonable and Moderate Extension in relation to enacting the administrative reorganization of academic units, 3.The authorization of Interim President Dorsey “to take whatever action may be required in the execution of this resolution in accordance with established policies and procedures.” Put simply: the resolution would approve the school-based reorganization as described by the Board and in the documents provided by the late Chancellor Montemagno. It would also delegate authority to Interim President Dorsey where all aspects of the execution of the reorganization is concerned, which would include approving or denying all proposals for the reorganization. What does the reorganization look like? The Board matter recommends that “the Board approves the University’s reorganization as described within this document and other materials provided or made available to the Board over the past year.” To be clear: this would be a vote to approve the last version of the Vision 2025 plan released by the late Chancellor which includes the elimination of academic departments in favor of schools. This version was opposed by the Faculty Senate, the

Graduate Council, GPSC and USG for a variety of reasons ranging from opposition to the elimination of all academic departments, to the specific locations of units under the proposed Vision 2025 plan. Moreover, approving the Vision 2025 plan, with its emphasis on the elimination of departments in favor of schools, would likely result in the immediate rejection of any faculty generated plan that did not include the elimination of departments. This would be something of an immediate change in direction for the reorganization under Chancellor Montemagno who encouraged the submission of faculty driven proposals, even if they did not align with the Vision 2025. Should the Board move forward with approving the Vision 2025 plan, in spite of the opposition of campus constituency groups, the Board would be very clearly communicating to the campus that it has no interest in processes of shared governance where the organization of the university is concerned; and, it would be making abundantly clear that it simply has no interest in the concerns of the campus community where the future of the university is concerned except where those concerns align with its vision of the university. This would be the worst of all possible solutions. What is this IBHE recommended process the resolution refers to? Every new school requires an RME for every program which will be housed within that school. In the case of some schools, the number of RMEs can range from three to six, which would result in the IBHE possibly receiving large numbers of RMEs simultaneously for consideration. Further, given that submitting RMEs is possible only after the RME has moved through campus approval processes, many RMEs will be submitted at different times, which leads to an inconsistent approval timeline where specific schools are

concerned. Thus, given the scope of the reorganization, the inconsistency in approval timelines for individual RMEs, the sheer number of RMEs, and the workload that these RMEs would place upon the IBHE, the IBHE opted to direct the Board of Trustees to submit a reorganization “concept” for approval, rather than individual RMEs, so that the campus could proceed with the reorganization as a whole. The Board matter would override the process of individual submissions for approval by the Board and enable the Board to approve the reorganization wholesale, specifically insofar as the IBHE has requested that the university provide a comprehensive reorganization plan. As the IBHE does not require campus level approval of the reorganization, it is possible that the Board could impose upon the campus a reorganization that is not approved by all campus stakeholders. What does it mean that the Interim President is authorized to “take whatever action may be requires in the execution of this resolutions?” At its most basic, this resolution would grant Interim President Dorsey sole authority to execute any action he deems necessary to expedite the proposed reorganization. However, the resolution also makes specific mention to Policies of the Board B(2) and Article III, Section 2 of he Statutes, which delegates authority to the President of the Board to approve changes to programs “which do not effectively increase the number of units of instruction, research or public service.” What this means is that Interim President Dorsey, not the campus level administration, or the Board of Trustees itself, will be the sole individual responsible for approving elements of the reorganization. Moreover, as the “the University’s reorganization as described within this document and other materials provided or made available to the Board over

the past year,” refers only to the late Chancellor Montemagno’s schoolbased reorganization, it is assumed that all proposals that do not align with the school-based model will be rejected. Is there a precedent for this? There are multiple precedents for approving the reorganization in this way, though not all of them map neatly onto the current situation. As an example, the Board has provided tacit approval of numerous “strategic plans” including the ill-fated “Saluki Way” and “Southern at 150,” both of which emerged from quasiextensive review processes that took up the results of the last Higher Learning Commission review as well as the results of campus wide committees. While neither “Saluki Way” nor “Southern at 150” delivered on their promises, neither could proceed without tacit or explicit approval of some of their elements by the Board of Trustees. A much better example would be the development of the Financial Sustainability Plan (FSP) from the reports of the Academic and NonAcademic Program Prioritization Committees, which advocated for specific kinds of programmatic change without seeking broad campus input. While the plan itself was developed from the two reports generated by these committees, and thus included some campus input, the completed plan was submitted to the Board for approval without a thorough vetting by the campus community. The FSP is probably the better example to rely upon for a precedent given that it included recommendations for the merger, elimination, and closure of programs, departments, and colleges. Moreover, the FSP was used as justification by the late Chancellor Montemagno for the implementation of some of the early stages of his reorganization. As the Board had already approved the FSP’s recommendations, the Chancellor did not need to seek Board approval

Wednesday, december 5, 2018 for implementation of elements of his reorganization that aligned with the FSP including those that merged or eliminated units. Moreover, if the Board follows the precedent set by the FSP, this would enable the administration to take whatever steps it views as appropriate to implement the “concept” of reorganization, possibly up to and including disregarding faculty and student concerns about the effect that the “concept” would have on their departments and their ability to provide a comprehensive education to the students. How bad could this really be? In a situation where the campus is facing a simultaneous crisis of student enrollment and retention and faculty recruitment and retention, this could be disastrous. Up to this point, the Board has been neutral in its position on the reorganization, which leaves open the possibility for the campus to collaboratively decide for itself the best way to proceed. However, this pending matter would change that situation: by making clear its preference for a schoolbased restructuring, the Board will consequently eliminate the possibility for collaborative development of any university structure that does not align with the school model. This would eliminate the ability for the campus to determine its future direction except in ways that align with the Board’s idea of what the university should be, and not necessarily what it could be. As any reorganization demonstrates university priorities through the redistribution of resources within the new university structure, this Board action would communicate clearly to those faculty, departments, and constituency groups who have been fighting to retain their departmental structures, that their concerns are irrelevant in the face of a vocal minority whose units benefit from the schoolbased structure. This would have a negative effect on our struggling campus community and damage attempts to unify the campus moving forwards by making clear which fields, which departments, which faculty

matter most in the eyes of the Board. Thus, the schools whose reorganization have not met with significant resistance, the schools who are demonstrated to be priorities within the reorganization, will be best positioned to benefit from the imposed structure in the interim: they will be able to engage in strategic planning, through recruiting new faculty and new students. In contrast, the imposed structure will further marginalize those schools whose reorganization is in question or actively opposed by faculty and students. These schools will be unable to engage in any strategic planning, recruitment, or hiring as they will be uncertain as to their eventual location within the still fluid structure, nor will they benefit from the distribution of resources within this structure. Again, in a situation where the university is struggling to recruit and retain both new faculty and new students, dismantling the existing university structure without providing a viable alternative will only make worse the “problems” that the restructuring claims to resolve, problems that the university cannot simply enroll its way out of. What can be done about this? Anything and everything: send letters to the Board, communicate your concerns to USG, GPSC, and your Student Trustee; speak with your faculty, your Chairs, and your Deans to indicate your concern about the “concept” reorganization. One concrete action that all students can take is to attend Trustee Lockett’s Campus Conversations. Trustee Lockett has made clear that these Conversations are intended to allow students to express their concerns directly to the Board, Board members, and administrators in person, making this one of the most effective ways to make your concerns known. If you cannot attend the Campus Conversation, attending December’s Board meeting is also a way to make your voice heard, particularly through public comments. To continue reading this story, please visit www.dailyegyptian.com.

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Wednesday, december 5, 2018

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Answers for Wednesday >> Complete the grid so each row, column and 3-by3 box (in bold borders) contains every digit, 1 to 9. For strategies on how to solve Sudoku, visit www. sudoku.org.uk

Wednesday, december 5, 2018

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FOR RELEASE DECEMBER 5, 2018

Los Angeles Times Daily Crossword Puzzle Edited by Rich Norris and Joyce Lewis ACROSS 1 Insurance submission 6 Spars on the briny 11 Spanish I verb 14 Vital body vessel 15 Choristers who are usually women 16 Young bloke 17 Get increasingly steamed 19 “Diary of a Wimpy __”: Jeff Kinney book series 20 Home of the NHL’s Blues 21 Scrape off 22 Radio hobbyists 23 Rickie Fowler’s org. 24 One way to travel 26 Provocative social media tactic 32 Old Italian bread? 34 Jai __ 35 Forearm-related 36 Wee hr. 38 Approves 39 Disciple’s query 40 “Am not!” retort 41 Spa treatment 43 Bullet __: list highlight 44 Battlefield order 47 __ Mode, designer voiced by Brad Bird in “Incredibles 2” 48 Strive 49 Skinny 51 Sleeping bag closer 55 Getting stuff done, initially 58 “Who, me?” 59 Striking white stripe between a horse’s eyes 61 From A to Z 62 Venue with skyboxes 63 Expected 64 Animation frame 65 Venomous snake 66 Hindu spiritual writing DOWN 1 Despicable dudes 2 Ransack

By Mark McClain

3 Depleted sea 4 “__ Quiet Uptown”: “Hamilton” song 5 Spanish dessert wine 6 Bryn __ College 7 Goya’s “Duchess of __” 8 It may be earpiercing 9 Bullfight figure 10 ID gradually being omitted from Medicare cards 11 Water’s capability to neutralize acid 12 Injure badly 13 Track ratios 18 President who appointed two women to the Supreme Court 22 Sledding spot 23 “Yes, fine by me” 25 Pierre’s “his” 26 Second cup at a diner, e.g. 27 Unite on the sly 28 Spoken for 29 Stairway element

12/5/18

Tuesday’s Puzzle Solved

30 Statistician Silver 31 Dire 32 Bakery unit 33 Cross inscription 37 Like harvested hay 42 Video game stage 45 Black ice, e.g. 46 Boeing rival 49 All-in-one Apple 50 Florida State player, familiarly

12/5/18

52 Secured, as a win 53 Source of cones 54 Early late-night TV host 55 Lacking slack 56 Business magnate 57 Olympics coach Karolyi 59 Tower authority: Abbr. 60 The SEC’s Tigers

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Wednesday, december 5, 2018

Floorburn U’s fire from Philly: Sean Lloyd TAMAR MOSBY | @mosbytamar

The name “Floorburn U” holds a lot of meaning in Saluki Men’s Basketball history. This term refers to putting forth a die hard effort on the court and having a laser focused defensive technique. For a long time this term had lost its relation to the men’s basketball team here at SIU, that is until senior guard and Philadelphia native, Sean Lloyd stepped into the picture for the Dawgs. Among SIU athletic staff and fans, Lloyd is known as a scrappy, hardcore, defensive expert. According to Saluki head coach Barry Hinson, Lloyd is the reason he decided to reclaim the programs famous historic name. “Sean Lloyd instilled the past of Floorburn U,” Hinson said. “I didn't feel like we had the right to call this program Floorburn U, much to do with Sean Lloyd, we were able to get that back.” Lloyd has been a member of the men’s basketball team since 2015, but took the spotlight for the Salukis in his 2017 junior campaign. In 2017, he started in all 33 games for Southern leading the team in steals with 52 on the season. Lloyd was also second on the team in scoring averaging 12.1 points per game. At the end of his junior season the Lloyd was voted onto the MVC AllDefensive Team and the MVC MostImproved Team. Lloyd was not surprised by these accolades and felt that he had worked hard to accomplish them. Lloyd and several Saluki supporters felt as if he should have also won the MVC Defensive Player of the Year Award. “I felt like I deserved to be voted

“I think what has made me successful on the defensive end is being a competitor. The key to defense is having a mindset that you won’t let the person in front of you score.” - Sean Lloyd senior

onto the All-Defensive Team,” Lloyd said. “I think that I should have also won defensive player of the year, but that decision wasn’t mine to make.” Fellow teammate and roommate senior guard Armon Fletcher revealed that he was shocked when he found out that Lloyd hadn’t received Defensive Player of the Year. “He put up the right numbers and shut down so many star players in The Valley,” Fletcher said. Lloyd said he believes the key every player needs to succeed on the defensive end is a competitive mindset. “I think what has made me successful on the defensive end is being a competitor,” Lloyd said. Lloyd grew up in Philadelphia, Pennsylvania with his mother, father, and two brothers. Sean’s uncle, Lewis Lloyd, has also made his mark on the Missouri Valley Conference. His uncle was a two-time MVC Player of the Year Award winner while attending Drake University and also played for seven years in the NBA. Basketball has been a big part of Lloyd’s life since his father taught him to play at age three, but he also shared that he grew up playing another sport as well. “I played football when I was younger,” Lloyd said. “As I got

older, football got too physical, so I eventually stopped playing.” In high school Lloyd went through various school changes, but found success in basketball at each one. Lloyd played his first two seasons in high school at Franklin Learning Center in Pennsylvania, where he averaged 13.7 points in his sophomore season. He then played one season at The Haverford School in Pennsylvania, where he averaged 13 points and eight rebounds, which earned him a thirdteam All-City nomination and thirdteam All-State honors. His last year was played at Imhotep Charter High School, where he averaged 16.9 points and six rebounds, which earned him a second-team AllCity nomination and second-team All-State honors. Coming out of high school, Lloyd received offers from various Division I universities including, Penn State, Temple, St. Joseph, and SIU. Lloyd said that he settled on SIU because of the warm and friendly environment. “I chose SIU because they were really family oriented when I took my visit,” Lloyd said. “The campus was very nice and so was the coaching staff.” Lloyd views his teammates as his

Wednesday, december 5, 2018 second family and said that they are his favorite part of being on the team. “My favorite part about being on the team is having a family on campus,” Lloyd said. “I hang out with my teammates a lot.The guys on the team are like my brothers.” Fletcher said that he has a very close bond with Lloyd. “I think it’s his personality,” Fletcher said. “Most people see Sean as a tough guy, but a lot of people don’t get to see how fun and goofy he is. He is also very easy to talk to.” Saluki assistant coach Justin Walker said one of Sean’s best qualities is his ability to bring people together. “He brings the players and the staff together,” Walker said. “He’s able to talk to and joke around with his teammates and coaches, but knows when to get into player mode on the court.” Since his arrival in Carbondale, Lloyd feels that he has become a better basketball player and person. “I’ve become a better person on and off of the court,” Lloyd said. “My shooting, defense, and ball handling have improved tremendously. I also feel like my leadership skills have developed.” Stats confirm Lloyd’s claim about the improvement of his shooting and defensive skills. His field goal percentage and total steals have increased every year he’s played. His 2017 nomination to the MVC Most Improved Team is evidence of this as well. Walker agreed with Lloyd’s areas of improvement and has seen the senior develop since his first year in the SIU program. “He has improved in leadership every year by getting better at communication on and off the court,” Walker said. “His offense has also improved, specifically his jump shot and ball handling.” “His basketball IQ has improved as far as understanding the game and how to approach the game,” Walker said. Fletcher also said the improvement of Lloyd’s leadership skills since his arrival has been a

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Athena Chrysanthou | Daily Egyptian Guard Sean Lloyd looks to shoot a basket, March 3, during the Salukis’ 67-63 win against the Missouri State Bears at the MVC tournament in St. Louis.

helpful addition to the team. “Sean is a vocal leader,” Fletcher said. “He’s the guy that gets on people when things are being done wrong. He’s not afraid to step up and talk in practice when we need it.” Coach Walker said Lloyd’s leadership and toughness were very big additions to this year’s Saluki Basketball team. “I think that he adds toughness and great defense,” Walker said. “Those were the first things I noticed about him when he arrived. As a senior this

year he adds leadership and experience.” So far in the 2018-2019 season, Lloyd is averaging 10.3 points per game and has been setting the tone for the Saluki defense by holding each opposing team’s best player under their normal scoring average. Lloyd is expecting big achievements out of his team and himself this season by setting various goals. “Individually I want to be Defensive Player of the Year and get on an All Valley team,” Lloyd said. “As far as team goals, I want to win

the MVC championship and go to the NCAA tournament.” Lloyd feels that the key to he and the Dawgs taking home the Arch Madness championship trophy is selfless team play. “I think the keys to us winning the tournament are us playing unselfish, playing together and playing team defense,” Lloyd said. After graduating this spring, the senior would like to pursue a career in basketball and later on become a college coach.

Before leaving his interview Lloyd had a message for Saluki Basketball fans: “Keep coming to the games and supporting us, and we’ll keep putting on a show.” You can watch Lloyd and the rest of the Salukis put on a show Dec. 5 in their home game against Saint Louis University. Tip off is set for 7 p.m. Sports reporter Tamar Mosby can be reached at tmosby@dailyegyptian.com or on Twitter at @mosbytamar.

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Wednesday, december 5, 2018

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