USD President's Report and Honor Roll of Donors 1995

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PORTRAITS

University of

San Diego

President's Report

and Honor Roll

of Donors

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he first months of my presidency have been very rewarding. As many of you

know, I served most recently at an institution that is more than 175 years old. In those terms, USD is a young university. But, as I have grown to know many of you in the USD family, I am struck by the extraordinary and enduring commitment to excellence in teaching, scholarship, spiritual development and community service that permeates this campus. While these values are shared by the trustees, students, faculty and administrators among us, I am especially impressed by how they are manifested in the most important product of our university - our alumni. We, therefore, have chosen "Portraits of Leadership" as the theme of my first President's Report. In this report. we look at the lives of nine graduates of the University of San Diego who embody in their careers and activities the core values of USD and who live by the university's maxim, Emitte Spiritum Tuum (Send Forth thy Spirit). The men and women profiled within these pages have distinguished themselves in diverse fields of endeavor: the judicial system, health care, business, government, science and military medicine. Their workplaces span the nation: from the White House to a San Diego U.S. District Court; from a Naval Hospital in Charleston, S.C., to a human endocrinology lab in Charlottesville, Va. However far afield their professions have taken them, these USD graduates reflect a common dedication to improving the world around them and bettering the future for their fellow citizens. We read of a new breed of entrepreneur, a man who forges partnerships between private corporations, government and the public to reinvigorate blighted inner-city neighborhoods. We experience the dynamic challenges facing a woman who carried her mother's belief that women can achieve anything all the way to the White House, where she is President Bill Clinton's director of the Office for Women's Initiatives and Outreach. We follow the path of a former Jesuit seminarian who today is the deputy mayor of San Diego, the son of Mexican immigrants who strives as a city councilman to lift the spirits and expectations of the many in his district who are disadvantaged. These alumni typify the graduates of the University of San Diego, in whom we can truly take pride. They reflect and project the core values this institution nurtures within its students. I am honored to have been selected to lead such a university and pledge to foster the fine legacy USD has engendered in our community.

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Letter from the President Sister Mary Jo Anderson, CHS., '66 (MA) The Honorable Napoleon A. Jones Jr. 71 O.D.) Betsy Myers '82 Juan Vargas '83 Capt Kathleen Martin '92 (MSN) William D. Jones '80 M Elizabeth Hirst Bruns '66 Joseph J. Schmidt 111 '80 Kay Krohne '92 (EdD.) Spotlight on 1995: The Year in Review 1994-95 Giving Summary 1994-95 Financial Operations

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Volunteer Leadership Leadership Gifts President's Club Capital Fund Annual Fund Law School Annual Fund Torero Athletic Fund Corporate Fund

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Foundations Gifts-in-Kind Scholarships Memorials Planned Gifts Organizations

Alice B. Hayes

Health Center, both in San Diego. Sister Mary lo returned to Mercy in 1979 and today is vice president of community relations. She continues to incorporate lessons from the past into her current work. lust as USD created a beautiful environment that enhances learning, Sister Mary lo says that through the physical surroundings and the attention of the staff, Mercy has created an environment that makes patients feel cared for. "The environment helps the patients in their healing process.'' she explains. Maintaining a Catholic hospital with a values orientation is not always easy - particularly in an industry that is increasingl y interested in the bottom line - but it is an important standard to preserve, says Sister Mary lo. Not only does it demonstrate that the 105-year-old hospital is committed to caring for the community through good times and bad. but it exhibits the dedication of the sisters to the healing ministry. As the industry becomes more controlled through managed care and less focused on the individual, she adds, a values orientation takes on greater significance for the patients and the employees. An essential part of providing care in San Diego is forging a strong link with area residen ts to assess their changing needs. Sister M ary lo is that link for Mercy. Her involvement with countless boards and local organizations - such as the San Diego Lactation Program. the Older Adult Service and Information System, and the Regional Task Force on AIDS - has led to insights about the community's concerns and enabled her to serve as a conduit for ideas and solutions from residents. One result of her involvement is a new career program at M ercy for students at Lincoln and Hoover high schools. Many of these students have no vision of hope, Sister Mary Jo says, because there have been few job opportunities for them. The career program, which The Hospital Council of San Diego and Imperial Counties developed in partnership with the San Diego Organi zing Project, the Pri va te Industry Council and the San Diego Unified School District, inspires hope through job training in the health care industry. By the time participating students graduate from high school. they are prepared to work in an industry that has a wide range of opportunities and a promising future. Building such relationships with the community and with individuals is important to Sister M ary Jo, who believes that the love of God exists through those connections. "I believe that we understand God in relationship to one another." she says. "I hope that the love I reflec t for others gives them the sense that God is love. and that they can imagine how wonderful they are in God's sight. That's the joy of being on Earth."

s vice president of San Diego's only Catholic hospital, Sister Mary lo

Anderson, C.H.S.. '66 (M.A.) serves as a link between the church and the community. It's a role she knows well. In fact. it's one she's li ved since she entered religious life in the mid-1950s at age 17. At that time, life in a religious community was quite different, Sister Mary lo recalls. Not only were the sisters subjected to strict governance by their superiors, for example, but their li ving arrangements were decided for them, as were their career choices. Several years after Sister Mary Jo professed her final vows as a Sister of Mercy, however, she helped a new religious community settle in San Diego. The Community of the Holy Spirit developed new philosophies such as governance by consensus, choosing your work according to your talent and selecting with whom you wanted to live. Embracing this perspective, Sister Mary lo joined the Community of the Holy Spirit in 1972. "During that time. many women were leaving religious life because we were living in old formats," Sister Mary lo says. "Our community decided that religious life didn't have to be that way. We tried to develop a religious life that was consistent with the 20th century." In Sister Mary Io's earl y years as a nun, she planned to become a history teacher and went back to school for her master's and doctoral degrees. During her first semester in the graduate history program at the University of San Diego, Sister M ary lo learned firsthand about rigorous academics - she wrote 27 papers - and developed an appreciation for the faculty. "They were scholars and wonderful teachers.'' she says, "and you often don't get that combination in academic work." Sister Mary lo also learned some lessons outside of the classroom, such as the vi tal rol e an environment plays in one's success. "One thing that was important to me at USD was the peace of the rose garden and being able to find natural beauty in the surroundings.'' she says. "That enriches a soul." After earning a master's degree in history, Sister Mary Io's vocation took an unexpected turn. The head of her order suggested that she consider hospital administration instead of teaching. Sister Mary lo had always been interested in health care - but not in the traditional role of nursing that sisters usually filled - so she jumped at the opportunity. She quickly earned a master's degree in hospital administration from the University of California at Berkeley. Sister Mary lo launched her career as an administrator at M ercy Healthcare in 1968. O ver the years, she also worked for a health planning association and Children'sHospital and

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Perhaps because of his experiences in social work. or maybe because of his feelings about justice and the law. Jones has never strayed far from those who need help the most. As a young lawyer. his first two jobs were for California Legal Rural Assistance and Defenders Inc.. organizations that work on behalf of disadvantaged clients. From there he continued into private practice. forming what he notes was ""the first truly multiracial law firm in San Diego,"' Jones, Cazares, Adler t Lopez. Jones had his own firm for just two years before he was appointed a Municipal Court judge in 1977. From there he ascended to Superior Court with appointments to both the juvenile court division and the criminal department. In September 1994. he was appointed to the U.S. District Court. Southern District of California. by President Bill Clinton. Each of those positions has been a step toward fulfilling the dream that began when Jones was growing up in San Diego's Linda Vista and Logan Heights neighborhoods. His memory of his own childhood dreams may be one reason children have remained so important to him. ''I've always been concerned about treatment of our children. because our society will onl y be as great as our children,"' he says. From his days as a social worker with abused and neglected children to his work as a juvenile court judge, Jones has spent much of his time making sure children have a better future. He currently co-chairs - along with Sharon Kalemkiarian '89 (ID.). supervising attorney of USD's Child Advocacy Clinic - a San Diego County Bar Association group set up to help children at risk. "'We're creating a blueprint to allow attorneys to interv ene in a meaningful way when children are at risk,"' Jones sa ys. Another committee Jones created awards a scholarship of $1,500 each year to an inner-city youth who demonstrates need, leadership potential and academic success. The scholarship is named for Jones' son, Napoleon Ill, who was killed in a ship accident in Greece. Jones also acts as a mentor to law students and serves on the board of directors of the San Diego City College Foundation. "The foundation recruits people from all over the city who have the potential but not the means to go to college,"' Jones says. "Now these people who never thought they could go to college can go."' But Jones also returns the good fortune he has earned by keeping to a very simple philosophy each day he is on the bench. "'When I was at USD, a professor named John Winters told me there is no such thing as a small case. only small judges and small attorneys,"' he says. ""When people come into court. their case isn't small to them. It should never be small tome."'

hen asked about the workload for a United States District Court judge.

Napoleon A Jones Jr. '71 (I.D.) gestures briefly at the wall next to his desk, as if that says it all. There is not much to see, however. but wood paneling and some bookshelves. It is not until you see the other side of the wall, where files stacked floor to ceiling hold the intricacies of some 250 current cases. that you realize the significance of the gesture. "'We're not hurting for work,"" Jones sa ys simpl y. That may be an understatement. but Jones is a somewhat understated man. Soft spoken. quietly reflective about his achievements and quick to smile, Jones is nonetheless a commanding presence. He speaks with the authority of a person who believ es strongl y in justice. and there is no doubt that in court he runs a tight ship. "'No one should have an upper hand in court,"' Jones says. ""My job is to maintain a level playing field and create an atmosphere where justice can be pursued."' Those may seem like lofty ideals. but to Jones they form the basis for a love of the law that began before he was a teen-ager. 'The law piqued my interest as early as junior high,"" he says. "'I can"t put my finger on why, because I didn"t know any lawyers. but it was something that intrigued me. It was more like a dream I had, that one day I could become an attorney."' Jones' dream might never have come true, except for his determination to see it through. After graduating from San Diego State University with an undergraduate degree in social welfare and a master's degree in social work. he worked for two years in foster home placement and child protective services for Santa Clara and San Diego counties. Then he applied for and received a scholarship to attend USD's School of Law. "'I was working full time, was married and had one child with another on the way,"' Jones says. "'Despite all that. my wife's position was. Take advantage of it while you can.' .. The same advice that came from his first wife - she is deceased and Jones is remarried - also came from another important woman in his life. "'My mother used to chide me when I would talk about my job,"' Jones says. "'She would say, 'That's great. but you wanted to be a lawyer.' .. With the scholarship, money from the G.I. Bill and part-time employment. Jones worked his way through law school. Not content to just get by. he helped found the Black American Law Students Association and served as the organization's president, was a member of the San Diego Law Review and was awarded a community service law fellowship. Through the years. he's stayed close to USD. serving on the law school's board of visitors and as director of the USD Law Alumni Association board.

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United States District Court Judge San Diego, California

THE HONORABLE NAPOLEON A. JONES JR.71 Q.D.)

etsy Myers '82 grew up believing in opportunity. Her mother returned to col-

When the federally appointed SBA position opened in 1993, it was a perfect fit for Myers, who worked in politics as a press secretary on the 1984 Mondale-Ferraro presidential campaign and the 1985 Tom Bradley mayoral re-election campaign in Los Angeles. She and her husband, Eric Orland, moved to Washington, D.C., eager to experience a change of pace from Southern California, where Myers had spent most of her life. The couple's town house in the district makes for an easy commute to Pennsylvania Avenue and a quick ride home after 12- to 15-hour workdays. A full schedule of meetings, speaking engagements and event planning creates a whirlwind of energy around Myers. The Women's Initiatives Office is dominated by five staffers bustling from front to back rooms, briefing each other on meetings and prepping Myers for her next appointment. Backpacks and open soda cans strewn on wooden desks are reminders of the youthful and energetic people who surround Clinton. Over the next several months, the activity will focus on a campaign called "At the Table," which is designed to pull women back into the political process - female voters stayed away from the 1994 polls in dramatic proportions. Roundtable discussions among 10 to 20 average citizens and female political appointees will be staged throughout the United States. These meetings will continue the process of listening to constituents and educating voters about the achievements of the Clinton administration, Myers says. "Seventy percent of the population is disenchanted with government,'' she says. "But the average woman out there isn't sitting around reading newspapers. She's working and taking care of her family, and so there is a disconnection from all the incredible accomplishments of this administration." In its first months of operation, the Women's Initiatives Office produced several major events that highlighted the role the president and Hillary Rodham Clinton have played in supporting women's rights. The Clintons attended an August suffrage celebration in Wyoming, the office staged a roundtable discussion in the White House following the United Nations Fourth World Conference on Women and the president declared October domestic violence awareness month. "There are moments when you realize the impact of what you're doing, working for this country,'' Myers says, "like when the president was standing in the East Room talking about domestic violence and how our country will no longer tolerate men using force to control their wives and children. "I've been fortunate enough to pass through these walls - all of us know we are just passing through - and I realize it's an opportunity not only to serve my country, but to make a difference.'' ~:.

lege when Myers was a teen-ager, earned a master's degree in psychology and taught women's re-entry programs at a local junior college. Along the way, Judy Myers taught her three daughters to believe they could achieve anything and that a woman's dream of success was as significant as a man's. With a deep-seated confidence in her abilities, Myers graduated from USD's School of Business Administration eager to work with women entrepreneurs. But even she was surprised when a six-year stint as owner of an insurance and financial services business parlayed into an appointment as one of President Bill Clinton's key advisers. ,. Since Myers' appointment as director of the White . , House Office for Women's Initiatives and Outreach in June, ,she has turned a two-story brownstone office into a bustling t~enter for education and clearinghouse of information. It's the first such office for the White House and has quickly become an important force in the Clinton administration's efforts to promote its pro-woman/pro-family agenda. Myers brings to her job a keen interest in what the women of America are thinking and a strong background in t~e economic plight of wives, mothers and female business myners. Prior to the White House appointment, a two-year P.OSition at the U.S. Small Business Administration introduced Myers to the workings of federal government and the resources available to women entrepreneurs. She traveled extensively during those two years, acting as the eyes and ears·_of the director. This experience, coupled with her six years as a financial adviser to small-business owners, made - Myers acutely aware of women's concerns about raising caP.i~al for their businesses, supporting children and older P.arents, and caring for themselves financially after retirement. ·:we know that today, women's issues are economic issues," Myers says. "What women care about is: 'How am I going to have enough money to pay the bills?' 'How can I make.sure my kids have the best day care?' and 'I have ' senio~parents. I want to make sure they are taken care of.'" Myers' office is responsible for tracking these concerns ana representing the voice of American women to Clinton ana liis policymakers. She meets frequently with the P.resiaent, making the short walk across Pennsylvania ~- Avenue to White House gatherings and press events. f\'.\yers first met Bill Clinton in 1991 when she drove young'er sister Dee Dee to an interview with the then-candi- aate. Clinton was on his way to a fund-raising event and ~~ ned to speak with Dee Dee en route in his limousine. ifne P.residential hopeful asked Betsy to follow in her car and I transP.ort one of his staffers. That staffer became director of Wnite House personnel, which proved fortuitous for Myers, a succe~sful Los Angeles business owner and knowledgeable source on women-owned businesses.

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Vargas has built on that hope and spread it a little wider in his district by showing he's not afraid to confront problems head on. When his constituents complained about a local liquor store that was violating numerous laws, Vargas himself went down to talk to the owners. "They literally threw me out the door,'' Vargas says. laughing and shaking his head at the memory. "But the people in the neighborhood and I managed to close the place down by tracking all the violations and keeping the public pressure up. It's amazing how much power you have if you work with people." The importance of hard work is something that Vargas learned at an early age from his parents. who emigrated from Mexico in the 1940s. One of 10 children. Vargas as a youth cleaned chicken cages at the McNee Egg Ranch. where his father worked as a laborer. While at USD. Vargas became involved in San Diego's Christ the King Church. eventually co-founding a youth retreat program for the Diocese of San Diego. It was this involvement that led to his years as Jesuit novice and scholastic. Vargas' experience with the Jesuits seems to have led to a different take on what politics is all about. He is more concerned with making a difference than making promises. 'Tm not seen as someone who breaks promises. because I don't make them,'' he says. "When someone wants something done. I tell them I'll look into it and see if it's possible. If it is, then I can deliver." Vargas has delivered enough to keep his constituents believing in him. whether it is fi xing broken streetlights. forming a citizen patrol. funding a new fire station or creating incentives for new businesses. He keeps in touch by meeting with community leaders and staying active in fund-raisers for civic groups such as the Urban League and the YMCA. But Vargas also gets to know people by simply going out and knocking on doors. He used this grassroots tech- nique in his first election to the City Council, a campaign in which he estimates he talked to 10,000 people. He's found that on occasion it's the only way to reach out. "I knocked on one door in the district and found a woman who was keeping all her kids inside,'' Vargas says. "She was afraid to let them out because a gang had taken over the house across the street." Vargas worked with police to coordinate a sting operation and evict the drug-dealing gang. The councilman was with the police when they raided the house and, much like the Lucky supermarket. still enjoys passing through the area when he wants to lift his spirits. "I want to know that families aren't afraid to come out of their houses,'' he says. "When I drive past that house now and see the kids playing outside, it makes me realize what people can do."

ost people have a ritual they practice when they feel a little sad or depressed.

something that cheers them up and gets them going again. When San Diego City Councilman Juan Vargas '83 feels down, he goes to the supermarket. Actually, Vargas only has to drive past the almost- completed Lucky supermarket in his East San Diego district to lift his spirits. It's the first large grocery store to move into a disadvantaged area traditionally shunned by major businesses. and Vargas played a key role in bringing it there. "It's exhilarating to know I was a part of getting that supermarket built," says Vargas. who worked to create an enterprise zone in the area and attract the new store with financial incentives. "It's something that's changed the lives of the people who live there." Vargas. who also serves as San Diego's deputy mayor, has made a habit of finding solutions to the problems his constituents face since his election to the City Council in 1993. His mobile office - essentially two chairs, a table and a sign set up at various places in the district - has made him accessible to the public. But the manner in which he listens to people and takes action is what prompted his re-election this year - in a contest in which he ran unopposed. Vargas recently announced that nex t year he will run in the Democratic primary election for the House of Representatives in California's 50th Congressional District. Vargas· popularity certainly has something to do with the man himself. He's personable. genuine and, as a former lesuit seminarian, carries with him the concern for people and dedication to hard work that typifies the order. In fact. he says the four years he spent with the Jesuits after graduating magna cum /aude from USD - rather than his Harvard Law School or private law practice background - is the best experience he's brought with him to political office. "Dealing with people and their problems is a big part of being a Jesuit," says Vargas. who worked as a hospital chaplain and soup kitchen coordinator while part of the order. "Then, I dealt with spiritual problems. Now. I deal with problems of a more physical nature, like streets. police and '•, businesses. But in both cases. you have to know people. care about people and work with people to find creative solutions." Vargas has had to be creative to find solutions in neighborhoods that for years have been considered San Diego's mean streets. But as a man who worked as a teacher for a year in the even-tougher neighborhoods of New York '- City's South Bronx. Vargas knows it takes time to do away '1 · with the bad and reinforce the good. "It feels good to work in these neighborhoods and to live here, too," says Vargas, who resides in the Golden Hill section of his district. "There are people who are poor but struggling to create a better life in their section of the city. In the midst of all the difficulties, you still find people with hope."

City Councilman San Diego, California

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into the overall organization and felt the excitement of seeing the unit change and evolve. "That's when I really got interested in executive medicine," she says. "Anyone who used to ask me what I wanted to do. I'd say I wanted to be an executive officer." Although an executive officer manages an operation. the position is second in command in any military organi- zation. A friend and colleague in San Diego eventually convinced Martin to shoot for the top instead. It was also in San Diego, as head of the nursing department for eight specialty clinics. that Martin developed an interest in famil y health. Active-duty military personnel and their families most often use the clinical setting to treat health problems. and Martin geared her graduate classes toward outpatient care and working with families after the sick member returns home. Soon after graduation in 1992. Martin was called to Port Hueneme. Calif., to serve as director of nursing services at the Ventura County post. A year later she was offered her first command at Naval Medical Clinic, Port Hueneme. Moving into a higher position in an organization where she already had worked for a year presented a unique challenge in a military community accustomed to meeting new commanders every three years. Martin says she was nervous about asking co-workers to switch from thinking of her as colleague to accepting her as commanding officer. but the offer to assume a subsequent command at a larger hospital spoke to her proven leadership ability. "Anybody who goes into a CEO- or CO-type position should feel an element of fear or nervousness," she says. Taking over in Charleston in July resurrected those feelings for Martin, reminding her that no matter how well prepared you are. a new job should always be taken as a serious challenge. One of the bigger tasks facing Martin in her three-year command of the hospital will be contending with downsizing the staff. a move that coincides with the Department of Defense's decision to pull a large contingent of naval personnel out of Charleston. The commander won't be alone in managing the many challenges. however. True to her nursing background. Martin relies on a team of experts to operate the hospital. which includes a 40-bed inpatient facility. From staff members who have been on board for years to newly assigned personnel. Martin coordinates and coaches the team, allowing each person to play his or her position to the fullest. As evidenced by the number of people who stop her in the halls, seeking advice or expressing thanks for help she gave, Martin is a gifted leader who knows when to call on other team members for support. "I want people to let me know when they need help," she says. "but I might not be the one to help them. I always look to where I can find the best help."

hen Capt. Kathleen Martin '92 (M.S.N.) enters a room, activity immediately halts

and all personnel come to attention. She is, after all, com- mander of Naval Hospital, Charleston. S.C.. a facility that employs 900 military and civilian medical workers. While holding a position of immense power, however. she is a commanding officer firmly rooted in her beginnings as a nurse. Martin spends an hour or two each day touring a different section of the hospital. visiting patients on ~' prolonged stay or outpatients at one of the numerous , clinics. A soft-spoken woman who commands respect yet ·quickly puts patients at ease. Martin falls easily into the role of nurse. offering words of encouragement to the sick. She willingly listens to concerns or accepts praise about the care administered at the hospital. At the same time. Martin assesses the morale of her troops by chatting with the doctors and nurses who work in the trenches of patient care. She is not there to tell the pro- fessionals how to do their jobs, but rather to offer support. 'Tm the type to act as a coach." Martin says. 'Tm not a P.erson who needs to have my fingers in everything. I really enjoy seeing other people succeed." Martin has refined her leadership style during a 22-year naval career that started when she graduated from Boston l!Jniversity in 1973. She says the military seemed like a good way to ease into the civilian work force after a lifetime of OP.erating within the structure of school, and chuckles when reflecting on a three-year commission that turned into a career. ifhe closest Martin has come to civilian life was from 1990 to 1992, when she attended USD full time to earn a dual

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Commander Naval Hospital Charleston, South Caroli

CAPT. KATHLEEN MARTIN '92 (M.S.N.) •

fourth and fifth grade. and announced to the sixth-graders that he would establish a scholarship to pay for their college or vocational educations. lust as important. he vowed to keep in touch with each of the students during the six years until high school graduation. He wanted to give these youngsters the gift of personal involvement that his parents had so richly bestowed upon him. lust as his mentors had encouraged !ones to achieve. he hoped to encourage this inner-city class. which. if statistics were to be believed. would lose up to half of its students before high school graduation. His program was dubbed Project I Believe. !ones kept his end of the pledge. maintaining close contact with the students and raising money from private sources to fund the scholarship. The students kept their end of the pledge by defying the odds. Of the 57 students who participated in the program, 85 percent graduated from high school. and of those. 65 percent have gone on to college or vocational school. !ones·education at Harvard was a success as well. and was followed by several years learning real estate investment management with the largest firm in the industry. By working in that corporate environment. !ones rounded out the skills he needed to achieve his ultimate dream - to create a company that would actively foster business development in the inner city. With start·up capital from longtime mentor Sol Price. Williams founded Citylink Investment Corp. The company's first project has been to design and finance a master plan for redeveloping the City Heights neighborhood, which has one of the highest crime rates and lowest home-ownership rates in San Diego. The plan features an urban village with a police station/community center at its core. surrounded by a park. a retail business district. and new and refurbished homes. Funded by !ones· company. the construction of the police station/community center has begun, and the city will reimburse CityLink when the construction is complete. !ones has worked with numerous community groups and individuals to develop a plan that residents can support and participate in. because their involvement will make or break the project. he says. That participation will include an opportunity to invest in the community through increased home ownership or by investing in the urban village itself. Taking his parents' lessons to heart. !ones believes communities can fight back against decay by creating a partnership of business. government and resident involvement. "In our society. we need to arrive at a better balance to permit business and government to function efficiently. but at the same time to allow the individuals who occupy the neighborhoods to do their part to maintain them," he says. "It's that nurturing. that caring and that balance that creates sustainable neighborhoods. sustainable cities and sustainable democracies."

hen recounting the milestones in his life. William D.!ones '80 doesn't point to his personal accomplishments. He points instead to the individ· uals who have guided him over the years. There were his parents. who stressed the importance of taking responsibility for one's community and family. then set an example through their own actions. Tm blessed with having a mom and dad at home who cared a lot about me.'' !ones says with warmth. "I don't think there was a football game. baseball game. speech contest or any significant event that when I looked out in the stands. my mother or father was not present. They arranged their lives in order to make that happen." There was former City Councilman Leon Williams. who took high school senior !ones under his wing in 1972 and encouraged his growth in city government for the next 15 years. More important to !ones. Williams became his father away from home. So influential was Williams that he convinced !ones to forgo a scholarship to UCLA so he could enroll at USD and continue working in Williams· City Council office. He wanted !ones to get a practical education and a college education at the same time. ': !ones took Williams·advice and counts that decision as qne of his best. "I was able to be close to my family.'' he says. "I was able to work for a man who was very gifted intellectually and who had the highest degree of integrity. t'.\nd being able to attend the University of San Diego was a treat. The small classes and the personal attention I received from the faculty and staff were more than I ever expected in a college environment. I was getting mentored on all levels: at home. at college and in a job environment." !ones earned a degree in economics and then. at 27. succeeded Williams as councilman for San Diego's 4th District, becoming the youngest city council member in any major American city. From then on. countless individuals encouraged !ones to set noble goals. He gained nourishment from mentors at e~ery stage of his life and in turn set goals that have nourished the people and the community he cares about. !ones' hallmark is that his goals stress long·term change over,short·term gain. :fhafs why. in an extraordinary move after five successful years on the San Diego City Council - including a year as aeP-uty mayor - !ones chose not to run for re-election. He elected instead to go back to school. "It was a very difficult decision because things were going very well.'' !ones says. "But I determined that the healthiest move I could make would be to strengthen my eaucation and to develop more skills in the business community." Before he left town in 1987 to pursue an MB.A. degree at Harvard, !ones made one more extraordinary move. He visitea.Kennedy Elementary School. where he had attended

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President and CEO Citylink Investment Corporation San Diego, California Secretary, USO Board of Trustees

Elizabeth Hirst Bruns '66 has found her career in biological and chemical research to be rewarding, both personally and professionall y. Perhaps that's not surprising when considering that a different type of reward got her involved in chemistry in the first place. "I attended the Academy of the Sacred Heart in El Cajon (Calif.). and the Sacred Heart nuns there thought it was important for girls to like chemistry," she recalls. "They had rewards for students who got good grades in subjects such as chemistry. and they encouraged the girls to excel in the sciences." The nuns who taught chemistry to Bruns during high school and her later years at the University of San Diego would be proud to know that their encouragement put her , on a pioneering career path in the field of biochemistry. A nationally and internationally recognized expert in human ' endocrinology. the study of human glands. Bruns has : authored 52 publications in her 25-year career. serves on the ·editorial boards of major journals and has received more than a dozen research grants from organizations such as the National Institutes of Health. But she's most excited about her current work. which has far-reaching implications for understanding human pregnancy. "We're working with a new hormone that's never oeen described before in human pregnancy," says Bruns. a research associate professor in both pathology and obstetrics/gynecology for the University of Virginia Medical School. "We're trying to get some ideas about how a aeficiency in this hormone may lead to premature birth." Although Bruns describes her current area of work as "so vast I could work on it until I retire," she sometimes gets siaetracked into other areas that prove beneficial. At one P.Oint her research team developed a new tool for their own study - an antibody - which turned out to have imP.lications for the fields of brain and tumor physiology. Such discoveries are part of what Bruns finds satisfying in lier work, as she's always been keen on working with the meaical side of her field. :"Endocrinology was appealing to me because it offered tlie opportunity for M.D.s and Ph.D.s to work together," sne says. "So much of the time we're separated. but in this area of medical research there's a lot of give and take 1:ietween the two." Collaboration between medical doctors and those with aoctorates is something Bruns speaks about from experience. iflie co-author on almost half of her publications is her liusl:i~nd of 26 years. David. a medical doctor. 'David can't be in the lab much. but he has a love of research and is a good theoretician. I'm more the biologist." Bruns says. "We complement each other nicely."

Bruns is accustomed to sharing her work, explaining that most of her projects require teams of scientists to complete. "Nowadays it takes a large group to do something new," she says. "You can't do it by yourself in science anymore; you have to work with a fair number of people. But then there are more people to share in the excitement. too." Outside the lab, however, Bruns has to face competition from other scientists for grant money. Although the amount of dollars available for research is shrinking and Bruns spends a good amount of time on grant writing. she can be relatively sure that her research will continue to be funded. Her most recent grant ranked in the top 3 percent of applications to the National Institutes of Health. indicating that her peers are enthusiastic about the new directions she is taking and have a great deal of respect for her track record. Such respect was earned by Bruns almost from the beginning of her work. After receiving her doctorate in biochemistry from Saint Louis University. Bruns spent five years as a postdoctoral fellow at Washington University Medical School in St. Louis, Mo., and worked as an NIH trainee in endocrinology. During that time she developed her expertise in the field of calcium metabolism. which led to groundbreaking research in the understanding of how vitamin D works within the human body. "The research I'm doing now is a logical extension of my training in endocrinology," Bruns says. "I studied vitamin D-type hormones and have moved into exploring other new hormones." Not long after she moved to the University of Virginia Medical School in 1977. Bruns' knowledge about vitamin D and calcium binding proteins led to her election to the boards of two leading journals. Bone and Mineral and the journal of Bone and Mineral Research. She also received a Young Investigator Award from the American Society of Bone and Mineral Research. and has been a visiting professor at a number of other universities. The honors aren't reserved solely for Bruns, however. Over the years. her fellows and students have won a series of research awards. including one female fellow who repeated Bruns' performance in receiving a Young Investigator Award. Such milestones recall the encouragement that Bruns herself received as a woman entering what at the time was a male- dominated field. "Many of the scientists I look to up to are women; they always have such high standards," says Bruns. who now is a scientist that other women can see as a role model. "There still aren't a lot of women in the field but those who do go into it usually do very well." ~,,,

Researcn Scientist University of Yirginia ~eaical Scliool Charlottesville, Virginia

M. ELIZABETH HIRST BRUNS '66

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n the coffee table in the lobby of Schmidt-Cannon International sits a copy

Enriching this team approach is an atmosphere that encourages not only customer service, but personal values. Giant purple letters painted in a stairwell at the California office spell out SCl's 15 "winning principles," which include teamwork, integrity, treating everyone with respect and fairness, and doing the little things right. The list was derived from Schmidt's and Cannon's business education and the way they were raised, Schmidt says. "The winning principles represent who Neil and I are as people." Similarly. their guarantee represents who they are as business people and explains the book in the lobby. A hand- written message on the inside cover asks visitors - who are most often vendors selling the gifts used in SCI promotions - to act according to the Schmidt-Cannon guarantee: What you expect. when you expect it. with no surprises. "Provide us with excellent service and 'Oh, the Places You'll Go!' " the message concludes. Schmidt acknowledges the values that guide his com- pany's day-to-day business practices are not revolutionary; however, living up to them. in many ways, is. He tells of a competitor's surprise when a client was outraged at receiving 80 percent of an order on time and the rest a few days later. "Their mind-set is that 80 percent is acceptable," Schmidt says. "Our mind-set is. unless it's exactly what you expect, when you expect it. with no surprises. it's not right." Oh. the places you'll go! There is fun to be done! There are points to be scored. There are games to be won. Perhaps the favorite winning principle of SCI employees is the last: "Fun. fun. fun until daddy takes the T-bird away." Clearly Schmidt and his partner understand that creativity and commitment from workers are natural by-products of a fun atmosphere in the office. For Schmidt. his love for fun and games begins at home with his wife, Debbie, and their three children: Catherine. 11, Mary. 4, and loe, 2. One of loe's and Debbie's favorite tasks is coaching Catherine's soccer team and watching the two younger kids join practices. When commitments to work, school. church or other volunteer activities don't demand their attention. the Schmidts head for the Colorado River in the summer and snow-covered mountains in the winter. While Schmidt knows his success includes some luck. he also knows he has earned the respect and financial success his company currently enjoys. "There have been so many times over the past 15 years that things could have fallen one way or the other and I think God just decided that Schmidt-Cannon is going to be successful." Schmidt says. "Every time something seems to go wrong, it always ends up in our favor. But it doesn't fall your way unless you're doing a good job for your client." }'.

of Dr. Seuss' book Oh. the Places You'll Go/Visitors to the Ontario, Calif., office building and warehouse cannot help but notice it. It's the only book there. You have brains in your head. You have feet in your shoes. You can steer yourself any direction you choose. Had these words been written 20 years ago when joseph j. Schmidt 111 '80 was a teen-ager with his own stall at a local swap meet. the young entrepreneur might have carried them around in his wallet. Dr. Seuss' clever rhyme would have reminded him of what he already knew, and reinforced that other people knew it too. From the day Schmidt set up his own jewelry stand at the swap meet, he knew that he would own a business as an adult. At 16, he chose a path that led him to USD's School of Business Administration and into a partnership with his boyhood chum, Neil Cannon. , With seed money from his father, Schmidt bought a supply of fashion jewelry and built a business that helped pay for his college education. On the advice of his high school football coach, he visited Alcala Park and immediately fell in love with USO and the people he met on campus. Despite not having enough college prep courses to gain admission. Schmidt proved his determination to attend USO by making up the classes in summer school. That fall he was admitted to USO, made the football team and promised himself he would make the dean's list within the next four xei:!rs. Schmidt kept his business alive by driving two hours north to Diamond Bar on weekends and selling his wares from 6 a.m. to 5 p.m. "All the guys at USO used to think I was nuts for driving home every weekend and working long liours at the swap meet." Schmidt recalls. "But it was fun tie~ause I would go back to class and when the business P.rofessors were talking theory, I'd ask how my real-life exP.eriences related." .· Schmidt's journey through college - where he was a ttiree-year standout on the football team. secretary of acaaemics his senior year, recipient of the Franklin Award or outstanding male senior and member of the dean's list - , p~ ed he had brains in his head, feet in his shoes and the clrive to turn his small venture into something much more grand. You won't lag behind. because you'll have the speed. You'lfpass the whole gang and you'll soon take the lead. if oday Schmidt is vice chairman of Schmidt-Cannon International, a retail promotions company that employs 105 work:~rs at offices in Ontario and Hong Kong. SCl's niche lies in clesigning promotions for such retailers as Sears Roebuck, Neiman Marcus and Avon. Using free gifts and giveaways as ttie'hook, the company utilizes its graphic designers, mark:e~ing specialists, sales executives and shipping experts to create promotions from the ground up.

Vice Chairman Schmidt-Cannon International Ontario, California

The 1995 Catholic Perspectives Forum series kicked off with a presentation by john F. Haught. professor of theology at Georgetown University. on "Science. Religion and the 'Big Bang.···The forum is an annual series of lectures in which scholars discuss contemporary Catholic issues. The dedication ceremony for the John M. Ahlers Center for International Business featured keynote speaker Philip J. Purcell. chairman and CEO of Dean Witter. Di scover t Co. The center was established at the School of Business Administration last year. Purcell serves as the first "execu- tive-in-residence" in a program that brings global business leaders to campus to meet with students. faculty and local business people. Victor Vi llasenor headlined USD's 1995 social issues confer- ence. "Communities in Flu x." Vi llasenor. author of the criti- ca ll y acclaimed novel Rain of Cold presented the keynote lecture at the two-day conference. In the annual US. News I:, World Report ratings of the coun- try's colleges and universities. USD was ranked among the top 100 universities in the nation. The Philip Y. Hahn School of Nursing was contracted by Point Loma Industries Inc. to help develop computer soft- ware and hardware for decision support in nursing. A ssistant Dean Colette Jones is USD's project director and will provide nursing expertise along with officials from San Diego State University and Scripps HealthCare. In April. USD hosted an unprecedented gathering of fi ve college and university presidents to alert the public about Congress· proposal to cut $20 billion in student aid. Citing the benefits of an educated work force to society as a whole. USD's President Author E. Hughes and the four other education leaders at the joint news conference urged the public to join in the fight against cutting aid. In a comple- mentary effort two days later. students held a rally encourag- ing their peers to voice their concern to legislators. The inaugural Author E. Hughes Career A chievement Awards were presented to four alumni who have attained outstanding success in thei r careers. Named in honor of retiring president Author E. Hughes. the awards went to: G. David Pollick 71. College of Arts and Sciences: Roy A Lechner 71. School of Business Administration; Gloria G. APRIL JUNE

Undergraduate communications students spent the fa ll semester teaching elementary and high school students how to be good media consumers. Funded as part of a Corporation for National Service grant. the program emphasized using critical thinking skills in evaluating journalistic points of view. Construction began on a fountain and landscaped courtyard in front of the lmmaculata. The pedestrian parkway. with its Spanish Renaissance fountain. benches and statue of Bishop Charles Buddy. connects the entrances of the Hughes Admini stration Center and the lmmaculata. USD celebrated the inauguration of President Alice Bourke Hayes with a week of academic lectures. fine arts events and a community service day in the spirit of a Renaissance fair. The Nov. 12 Inaugural Mass and installation ceremony coin- cided with Homecoming Weekend and was attended by fac- ulty. staff. students. friends. and college and universi ty repre- sentatives from across the country. The USD board of trustees welcomed four new members during the year:John D. Boyce. retired educator and business- man; Sandra A Brue. president and CEO of Sandicast Inc.; Sister Gertrude Patch. R.S.Cj.. director of the Center for Faith and Culture. Loyo la University Chicago; and William j. lures. president of The lures Cos. OCTOBER DECEMBER

De Ment 76 (M.Ed.). School of Education: and Dian Kotarba Doyle '83 (M.SN '88). Philip Y. Hahn School of Nursing.

SPOTLIGHT ON 1995

As part of USD's School of Education lecture series. Ronald A Heifetz. director of the Leadership Education Project at Harvard Universi ty's john F. Kennedy School of Government. discussed "Leadership. Creativity and the Pain of Change." Heifetz's research has helped him develop his own theory of leadership and guided his work with government and industry leaders. The campus community celebrated the M ay 12 dedication of the Author E. and Marjorie A Hughes Admini stration Center with an unveiling of a new building marker followed by a reception. Formerl y owned by the San Diego Diocese. the three-story building is being renovated to house the president's and provost's offices and various student ser- vices. Senior Jacob Slania. catcher for the Toreros baseball team. was named the West Coast Conference male scholar-athlete of the year. The award is the highest honor gi ven by the Di vision I athletic conference. to which USD belongs. A scholarship fund was established in Author E. Hughes' name with a $1million gift from Helen K. Copley. chairman of The Copley Press Inc. and publi sher of The San Diego Union-Tribune. Hughes Scholarships will be awarded to stu- dents who maintain high academic standing. A team of four students from the School of Law won the national championship at the Jessup International Moot Court Law Competition held in Philadelphia. The moot court team placed first among 140 U.S. law schools and student Elizabeth Pollock was named third best oralist in the world. M ore than 900 undergraduates received their diplomas at the May commencement and were congratula ted by com- mencement speaker and USD President Author E. Hughes. Retired Congressman Clair W. Burgener addressed the 300 graduate students at their ceremony. The School of Law Class of 1995 included about 360 students in a ceremony highlighted by an address from Elaine Jones. director-coun- sel. NAACP Legal Defense and Education Fund.

THE

YEAR IN

REVIEW

JANUARY

MARCH

USD's popular Walk on Water competition. sponsored by the Department of Engineering and Physics. was designated the finale to San Diego's Engineering Week by the San Diego Engineering Society. University and high school stu- dents from throughout California and the West designed human-powered buoyancy shoes and used them to cross the surface of USD's O lympic-sized swimming pool. As part of its Black History Month celebration. USD hosted "An Evening with Langston and Martin." a performance by actors Danny Glover and Feli x Justice. The program featured readings from the poetry of Langston Hughes and from Martin Luther King jr.'s "I Have a Dream" speech. Other events included a discussion by U.S. District judge Napoleon A Jones Ir. 7 1 U.D.) on "Community as Being a Role Model and People Giving Back to the Community." The uni versity established the Transborder Institute. which offers students and faculty opportunities to study the politi- cal and social issues. economic climate and culture of the United States/M exico border region. It is the first center at a San Diego university to focus on border issues. Daniel Wolf. TBI director. teaches Latin American studies at USD. Adeline M. N yamathi. associate professor and chair of acute care nursing at UCLA discussed "A Research Trajectory on Health Promotion among Impoverished Women of Color." at the Philip Y. Hahn School of Nursing Lectureship. N yamathi discussed findings that show poverty plays a major role in the HIV infection of women.

john A Trifiletti 78 received the fi fth annual Mother Rosalie Hill Award. presented each year at Homecoming.

The Torero Athletic A ssociation honored three new inductees at the second annual Hall of Fame dinner and cere- mony: the Rev. Patrick Cahill. C.S.V.. USD athletic director from 1979 to 1988; Jan Chapman '61: and Mike Whitmarsh '87.

SEPTEMBER

JULY

On Jul y 1. Alice B. Hayes took over as president of USD. fol- lowing the retirement o f Author E. Hughes. Hayes was previ- ously executive vice president. provost and a professor of biology at Saint Louis University.

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