268 The History of Wake Forest
In late July, construction began on a two-story addition to Wingate Hall for the
new Divinity School. Slated for completion in spring 1999, the 2,000-square-foot
rotunda was part of a $4.25 million renovation that would include a new entrance
to Wingate, complete with limestone columns, and improvements to the adjoining
Wait Chapel. Eight new offices would house the school’s dean, administrative staff,
and faculty.
The two-story, 70,000-square-foot Information Systems building opened in
August and was officially dedicated November 3. Just north of the Worrell Profes-
sional Center, it housed Information Systems staff; the ROTC department; a dining
area and food court offering Chick-Fil-A, Boar’s Head Deli, Pan Geo’s, Starbuck’s
Coffee, and Krispy Kreme; a bookstore for law and business students; and the Inter-
national Center for Computer-Enhanced Learning (ICCEL).
National recognition continued. In its annual survey of “America’s 100 Most
Wired Colleges,” a detailed guide to Internet use in higher education published
in May 1999, Yahoo! Internet Life ranked Wake Forest third among all schools,
after Case Western Reserve and MIT, and first among liberal arts institutions.
The Admissions Office sent a postcard announcing the rankings to student
U.S. News & World Report ranked the University twenty-ninth among national
universities in its 1999 “America’s Best Colleges” issue. Wake Forest received high
marks for its small class sizes, low student/faculty ratio, high graduation and reten-
tion levels, financial resources, and percentage of alumni giving. Among “schools
that offer the best value,” Wake placed thirty-sixth. The May 5 issue of the Princeton
Review ranked Z. Smith Reynolds Library among the top ten great libraries in the
nation. During the year, the library moved from the Dynex catalog system to the
Voyager online catalog system.
U.S. News & World Report also ranked the Babcock Graduate School of Man-
agement thirty-sixth in its annual survey of America’s accredited business schools.
The Babcock School was included among Business Week’s top fifty graduate business
schools for 1998–1999, perhaps due to the implementation of its 3/38 plan, which
was in its second year. The plan divided the entering class into three sections of
thirty-eight students each. Students would take the same courses but be better able to
work closely in groups. Career concentrations were increased to thirteen, and sixteen
new professors were hired, knocking the student/faculty ratio down to 3-to-1. The
student job placement rate was 99 percent, and scores on the Graduate Management
Admission Test (GMAT) improved from 615 to 633. Overall, the school had 148
full-time MBA students: 55 in the executive program, 48 in the evening program, and
45  in the Charlotte-based program.
Although the University played down its rankings, President Hearn conveyed
their importance in a March 2 memo to the Board of Trustees:
“Were Wake Forest to fall from the top tier of private institutions in the region
and the nation, our future would be compromised. . . . We must compete on
value, not price, by offering quality educational programs that public universi-
ties do not and will not be able to provide. . . . Private universities are the stan-
dard of excellence for all higher education. . . . The only strategic outcome for
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