THE UNIVERSITY OFCHICAGO 9 EECORDDecember 1, 1976 An Official Publication Volume X, Number 6CONTENTS171 THE STATE OF THE UNIVERSITY, 1976184 REPORT OF THE COMMISSION ON INSTITUTIONS OF HIGHEREDUCATION OF THE NORTH CENTRAL ASSOCIATION OFCOLLEGES AND SCHOOLSTHE UNIVERSITY OF CHICAGOFOUNDED BY JOHN D. ROCKEFELLER©Copyright 1976 by The University of Chicago. All rights reserved.THE UNIVERSITY OF CHICAGO RECORDTHE STATE OF THE UNIVERSITY, 1976*By JOHN T. WILSON, PRESIDENTNovember 9, 1976In April of this year, a committee of twelvescholars from universities across the country visited The University of Chicago for the decennialaccreditation evaluation by the North Central Association of Colleges and Schools. The reviewcovered a wide range of subjects — from institutional goals and their achievement to campuscommunication as perceived through the pages ofthe Maroon. The report is favorable. It recommends continuation of full accreditation of theUniversity at the highest degree level. The recommendation is based upon: "... the generalexcellence of the institution, its faculty, programs, and administration." Perhaps the mostsatisfying finding is this statement about the University as a whole:The commitment to excellence is comprehensiveand all-pervading. This commitment is evident inboth research and teaching. The professionalschools — as might be expected — have gone beyondthis generalized posture and have formulated goalsof their own within the broader context of theUniversity- wide perspective. These specialized objectives appear to be in wholesome congruence withthe University's.The evaluation constitutes, in its own fashion, aState of the University message. It is included inthis issue of The University of Chicago Record.The CollegeTen years ago, when a committee of North Central e valuators visited the University, the Collegewas the main subject of its concerns. The currentevaluation finds that:?This is an expanded version of the State of the Universitymessage delivered to the University Senate, November 9, 1976. Ten years later, undergraduate education at Chicagoappears to be healthy and prospering. Such steps asthe establishment of chairs in the College and astress on joint appointments with the College haveserved to highlight a commitment by the University,shared by the faculty, to the importance of undergraduate education.Last year, you may recall, we were concernedwith a set of conditions in the College related tothe increasing size of undergraduate classes; thelimited participation of senior faculty in undergraduate teaching; and the number of CoreCourses which were, at the time, lacking in assigned staff.These problems touched off a series of discussions between the College and the Graduate Divisions. The Dean and the Masters of the CollegiateDivisions report that the results have been encouraging. We appear to have moved from a situation in which too few faculty had been acceptingresponsibility for teaching undergraduate coursesto one in which this function is now more widelyshared. For example, in the Division of the Physical Sciences there has been a significant increasein the number of faculty teaching Common Corecourses, exclusive of those, such as chemistry orphysics, which serve as introductory courses to aconcentration area. Similar responses were reported for the Biological Sciences and theHumanities Collegiate Divisions. In the latter, ofcourse, undergraduate teaching by the graduatedepartments has a strong tradition.In the Social Sciences Collegiate Division,there has been somewhat less progress. However,the persistent efforts of the Dean of the Divisionof the Social Sciences and the Collegiate Masterseem to be making some inroads. Several interesting new undergraduate courses are being offeredfor the first time, and an encouraging number ofdepartments have developed Core Courses.Although not intended primarily as a response171to the undergraduate teaching problem, the initiation of the William Rainey Harper PostdoctoralTeaching Fellow Program created a new form ofinstructional position within the College whichhas contributed to the enrichment of College life.The standards established for appointments inthis program emphasized, among other things, adedication to undergraduate teaching, a willingness to engage in it, and a commitment to thinkingabout it. Fourteen Harper Fellows have been appointed, equally divided in numbers between theHumanities and the Social Sciences CollegiateDivisions. Their primary responsibilities are toCore Courses. In addition, Fellows have beenencouraged to develop courses in their specialfields and to utilize the University's resources inpursuing their research interests. Fellows alsoparticipate in the Harper Colloquium on problemsof undergraduate teaching. The future of thisprogram is currently under discussion.With major relief from teaching problems, theCollege, during the past year, turned to anothercentral issue — the undergraduate curriculum. TheCollege Council, acting as a committee of thewhole, discussed the College curriculum as itsmajor agenda during the Spring Quarter. Thesediscussions are reported in detail in the minutes ofthe College Council and are summarized, in largepart, in the first two issues of the newly launchedCollege faculty Newsletter. An informative andsystematic discussion of problems of the undergraduate curriculum also is contained in a detailedand thoughtful report of the Student AdvisoryCommittee to the Dean of the College (February4, 1976).The Student Committee report and the CollegeCouncil discussions touched upon the CommonCore, other general education components of thecurriculum (the so-called Second Quartet), andmechanisms which might improve the relationships between the portions of the curriculum thathave been "College dominated" and those portions that traditionally have been the domain ofthe Divisional "concentration" programs. Particular problems which were highlighted includethe prevalence of writing disabilities among undergraduates; the need for more laboratory instruction in science courses; the place of chemistry and mathematics in the curriculum; and theneed for more exposure to science courses amonghumanities concentrators. The Student Committee report especially emphasized the need formore feedback from students on the deficienciesand problems of the curriculum and recommended the establishment of a student-faculty committee "to oversee general education on aninterdisciplinary level."The curriculum discussions in the Council indicate some rustiness in the machinery to reviewsuch matters. As Mr. Ralph Lerner observed inthe May Newsletter, ". . . It had been a longwhile since these people had met to talk aboutcommon concerns." Even so, many pertinentquestions were raised and aired, though somewere only skirted. We agree with Dean Oxnard'sview that the College Council should continue togive such questions further considerationthroughout the current academic year.To this observer, viewing the matter from somedistance, the problem of the undergraduate curriculum (encompassing the Core Courses, theother general education components, and thoseconcentration courses which have been the domain of the graduate departments) seems to be theabsence of clearly defined goals, particularly withreference to major programs. While much attention has been given to Core Courses and the general education components by the Masters, theCollege Council, and the Governing Committeesof the Collegiate Divisions, what appears to beneeded is a thorough review and considerationjointly with the Graduate Divisions of the concentration courses. The discussion might beaimed profitably at such problems as increasedparticipation by Divisional faculty in the whole ofthe undergraduate curriculum; a review of courseofferings that annually involve too many facultyand too few students; and an examination of thepossibility of permitting more Upper Divisioncourses to fulfill more than one concentrationprogram requirement. The suggestion of alternateyear course offerings, while perhaps offensive atfirst blush, probably would be a helpful innovationand no more traumatic than admitting students tothe College during Summer Quarter proved to be.It is possible that all of this could lead to morediscernible directions with respect to the undergraduate curriculum. We are encouraged that agood portion of the year was spent by the Collegein beginning to think through these basic issuesand that the discussions are continuing.The Graduate Divisions and SchoolsThe North Central evaluation states that"... much of the University's high reputation isdrawn from the achievements of its graduate faculty . . . [and] . . . the several professionalschools are, each in its own way, among thepreeminent schools in their respective fields."172The annual reports from these academic units,describing the programs and the scholarlyachievements, fully support this judgment. Thesereports, in the words of one of the Deans, are". . . confessions of our reason to be at the University at this time, of our inquiries into that partof the world about which we know most, of ourefforts to learn. If the reader would know us better, this is a good place to begin."The Programs. Like the College, the Divisionsand Schools spent much time throughout the yearreviewing and discussing problems. Indeed, inmany ways, these discussions were related tothose of the College. Ad hoc faculty committees,as well as advisory groups to the Deans, considered a wide range of issues, including internal arrangements and relationships between academicunits; Master's degree programs, both generaland disciplinary; special programs to enhance enrollment; potential funding sources; faculty-student ratios; improved procedures for facultyevaluations, and so on. External evaluation committees were formed to review specific areas,biopsychology, for example, and to advise onproblems that seem to persist despite our best efforts to resolve them.Particularly within the Divisions, there was acontinuing effort to confront, on both a short- andlong-range basis, the problem of faculty size andcomposition. That problem is, of course, directlyrelated to graduate student enrollment, aboutwhich we will speak in more detail later. Withinthe schools, the problem is not one of enrollment,especially in the Graduate School of Business andthe Law School. In these two Schools continuinghigh enrollment and reduced faculty levels haveresulted in excessively high student-faculty ratios.The Committee on the Size and Composition ofthe Faculty, appointed during the last academicyear and chaired by the Provost, is in the midst ofits study. A counterpart group in The PritzkerSchool of Medicine is reviewing problems of bothnumbers and types of appointments in that unit.We hope to have from both groups reports thatcan be reviewed with the Deans and with theCouncil before the end of the current academicyear.The physical facility problem is acute. The LawSchool and the School of Business are consideringphysical expansion plans to meet their needs, thebasic issue, of course, being funds. Within theDivisions, there are critical space needs, especially in Humanities and in Physical Sciences.The need for a new Music Building becomes more urgent every day. The Division of the PhysicalSciences has developed plans for a Center forPhysics and Astronomy, which is one of the priority capital items in the University's campaign forfunds. Renovation of the undergraduate chemistry and physics teaching laboratories has been ofsome help, but there are additional serious renovation needs throughout that Division.As we anticipated in our last report, the coalescence of the Graduate School of Education withthe Department of Education occurred smoothlyon January 1, 1976. Another most encouragingdevelopment is the initiation of program andcourse offerings this Autumn Quarter by theCommittee on Public Policy Studies. I am alsoespecially pleased to report that interactions between various departments and the Argonne National Laboratory continue to thrive across an increasing number of academic areas, to the intellectual advantage of both the University and theLaboratory.A major curriculum development is anticipatedas a result of the efforts of the Division of theBiological Sciences, The Pritzker School ofMedicine, and the College. It is a new program inthe Arts and Sciences Basic to Human Biologyand Medicine, with course offerings to be initiatedin Autumn Quarter, 1977. The. goals of the program include a reassessment and reformulation ofthe scientific prerequisites for the study of clinicalmedicine in the light of the extraordinary changesin the biological and medical sciences during thepast sixty years; an examination of the usefulnessof experience in the humanities and social sciences as a preparation for a career in medicine;and the diffusion of some of the concepts ofmedicine into other health-related fields. Thefour-year program will accept students after thecompletion of two years of college. It is expectedthat some of the graduates will go on to the studyof clinical medicine while others will continuewith graduate work in one of the traditionalbiomedical sciences such as biochemistry or insome appropriate aspect of the humanities or social sciences. The Commonwealth Fund hasawarded the University a two-year grant of $1.85million to support this program. The Fund hasassured the University that an additional $1 million will be available for the third year and thatsupport for the fourth and fifth years is possible,pending assessment of progress.Funding. Funding from federal governmentsources continues to be worrisome. Althoughlevels of support in the Physical and Social Sci-173ences remained steady, there has been erosion offaculty salary reimbursement and failure to recognize the effect of inflation on costs. The remarkable successes the Division of theHumanities achieved the preceding year werematched last year for the programs of the OrientalInstitute. Somewhat over $ 1 million was grantedby three government agencies (National Endowment for the Humanities; National Endowmentfor the Arts; National Science Foundation) tosupport the Assyrian Dictionary, the Hittite Dictionary, and the individual work of faculty members of the Institute. NEH also showed discriminating judgment in funding James Redfield'sHomeric Civilization project, as well as a numberof year-long and summer seminars under the direction of individual faculty in the Division of theHumanities. In the Biological Sciences and ThePritzker School of Medicine, the Cancer Centerand several other special centers for research received continuing support, as did various trainingprograms. Of special significance is a grant to theUniversity for the translation and publicationof about 50 Soviet books on the application ofcomputers to management. This will be a three-year project, directed by Izaak Wirszup.In all academic units, special efforts were madeto generate private gifts and grants, both individual and institutional, with varying degrees ofsuccess. Five-year commitments were receivedfrom IBM and ARCO for faculty development inthe Physical Sciences. A number of smaller long-term corporate gifts were also received, and stillother proposals appear to have encouraging prospects. Gifts from private foundations and individuals also were received to support a wide variety of programs throughout the Divisions andSchools. Among the more significant were theAndrew W. Mellon Foundation grants for thePress and for the work of young scholars inBiological Sciences; two unrestricted gifts fromthe Joyce Foundation; a grant from the RobertWood Johnson Foundation for national health insurance studies; two individual gifts in geophysical sciences to support course-related field tripsand research by students and to support researchand scholarships in the area of crystallographyand mineralogy. There were a heartening numberof new chairs established during the year, including a Distinguished Service Professorship inhonor of the late Glen Lloyd; the Fairfax ConeDistinguished Service Professorship; theRaymond W. and Martha Hilpert Gruner Distinguished Service Professorship; the Hermon Dun-lap Smith Professorship in SSA; a chair named for174 the late Homer J. Livingston; the FrederickHenry Prince Professorship in AgriculturalEconomics; and the Eli B. and Harriet B. Williams Professorship in Business.Special Problems. In our report last year wenoted the growing complexities within the Division of the Biological Sciences and The PritzkerSchool of Medicine, pointing out the need for aset of concepts and goals which could guide theUniversity in the planning, implementation, andassessment of biomedical programs. Severalsignificant steps have been taken, aimed at satisfying these needs. The organizational structure ofthe Division and School has been modified so thatthe Dean also serves as Vice-President for theMedical Center. Four positions as AssociateVice-President have been created, coveringacademic affairs, medical services, financial andbusiness management, and institutional development.Our commitment to superb clinical care wasevidenced during the year by an announced program to renovate Chicago Lying-in Hospital. Inaddition, the University has been designated bythe State of Illinois as a Regional PerinatalCenter, further enhancing our commitment toclinical excellence in Obstetrics and Gynecology.During the summer the faculty of The PritzkerSchool of Medicine engaged in an extended discussion to define its goals and plans for programsin Ambulatory Care. The exercise was conductedwith the realization that the medical practice ofthe future must increasingly avoid the use of expensive hospital facilities.Several years ago, the University entered intoan affiliation agreement between The PritzkerSchool of Medicine and the Michael Reese Hospital and Medical Center. Over the years, expressions of discontent about the function of theaffiliation have increased. Members of the staff atMichael Reese who have academic appointmentsat the University have complained about second-class citizenship. Members of the faculty of theSchool of Medicine have been concerned aboutthe extent of their involvement in the selection ofMichael Reese staff for appointment to academicpositions at the University. With this background,a reassessment of the affiliation with the intentionof either improving or dissolving it was initiatedlast year. As a result of this reassessment, a revised affiliation agreement is now under discussion within the two institutions. A significantevent for the future of the Michael Reese Hospitaland Medical Center and itVrelation to the Univer-sity of Chicago is the appointment as President ofDr. J. Robert Buchanan, formerly Dean of theSchool of Medicine at Cornell University.We continue to wrestle with difficult and time-consuming problems that stem from relationshipsbetween the Medical Center and the State of Illinois. Although some progress has been made inthe area of reimbursement for professional services to Illinois Department of Public Assistancepatients, we continue to have severe difficultiesregarding reimbursement for hospital services.The Illinois State Department of Public Aid earlyin September filed the "Illinois Proposed Alternate System for Reimbursing Hospitals under theState's Title XIX Program." The new systemproposes modified procedures for setting the ratescovering patient costs, for determining allowablecosts, and for changes in financial adjustments,accounting procedures, and methods for reportingfinancial and other information. The University,as a "provider of service," had no role in draftingthe plan and was informed of it only after it hadbeen completed and forwarded to Washington.There have been no public hearings by the state orfederal governments on the proposed system.Most importantly, the current freeze on rates ofreimbursement to our hospitals by IDPA, whichthreatens the financial integrity of the University,remains in effect under the proposed system.Now one may view our continued difficultieswith the state and federal governments in the medical service area (of which this is but the latest in along string of examples) as just another daily problem. After several years, however, a more persuasive view is that we have entered into a newway of life in regard to the operation of theUniversity's hospital system. Over and above theoperational problems, and in a more generalsense, I believe that we must face some very unpleasant facts involving the public climate affecting these matters. Whether the public attitude andpublic climate are just or fair is hot material. Theimportant point is that a very negative climate exists and we must deal with it. It is characterizedby a weariness in the citizenry and in legislativebodies of the escalation of health costs, for whatever reason. The general reaction is to blameanyone and everyone connected with health care.One finds expressed resentment and suspicion ofphysicians, of hospitals, of health administrators,and of institutions that are involved in the "delivery of health service." We find this attitude carrying over to a point where government officialswho are charged with administering federal andstate regulations view the University simply as another of several "pressure groups," no different from the American Hospital Association orthe American Medical Association.It would be extraordinarily difficult for ourMedical Center to deny treatment to the indigent,especially on the basis that adequate charges cannot be collected. That argument would not besupported by many members of our own medicalfaculty. Government officials responsible for theadministration of reimbursement programs proceed on the theory that the Medical Center willcomplain, but that it will eventually accept eitherwhat is offered or what is collectible and thatthe University will find some way of passing uncollectible costs on to other patients or on to itsown endowment. In my judgment, we are going tocontinue to have difficulties with issue after issuein the health field. A very probable end, withwhich we are threatened under the proposed system described above, is a further erosion of private control of our hospitals, and thus of a portionof the University.The LibraryFor the past several years budget constraints andthe negative effect of inflation on purchasingpower have been pervasive and difficult problemsfor the Library. Staffing levels have been onlymarginally equal to service demands. The automation project, which was celebrated prematurely, reached a critical phase in the transitionfrom the old to the new processing system, withhighly unstable and unpredictable hardware support. The Committee on the Quality of Life inRegenstein identified problems of public relations, user behavior, and building maintenancewhich demanded attention. The Library was inthe process of implementing a new organizationplan and recruiting new administrative personnel.These were the problems which the Library facedat the beginning of the year.It is gratifying to report that many of them havebeen resolved. The reorganization and the addition of new personnel have provided an improvedcapacity to handle problems. The Library has responded quickly and with grace to complaintsidentified by the QLR Report. Smoking, noise,and consumption of food and beverage have beenbrought under greatly improved control. Theproblem of a larger canteen has been resolved, atleast on an interim basis, and we are in a holdingpattern to determine the sufficiency of thechanges that have been made. Plans formodification of the building, which had been held175in abeyance until the canteen issue was resolved,are now in progress. Changes to the first floor ofRegenstein were executed during Summer Quarter and action to improve maintenance is also underway. With significant assistance from the Library Society, a formal fund-raising program hasbeen developed during the year. The most criticalneeds have been defined, a clientele interestedand supportive of the Library has been identified,and a vigorous effort to raise funds has beenstarted.The automation program for processing newmaterials is now stable and is helping to increaseproductivity in ordering and cataloging. Furtherrefinements are scheduled, but one can finallystate that this project is very successful and is oneof the most sophisticated programs of its kind tobe developed anywhere. The circulation modulehas been delayed, but it is now at the test stageand implementation throughout the Library is anticipated late this year. The system is unique andpromises to have significant value to other institutions.In summary, the Library has successfully confronted a variety of organizational, operational,and technical problems. Although inflation, backlogs, and budget constraints continue, they areless intense and the future looks more encouraging than at this time last year.FacultyWe had, in 1975-76, significant faculty recruitments. There also were several senior faculty departures: one each in Art, Physics, Anthropology, Geography, Behavioral Sciences, and theDivinity School. The deaths of Arthur Heiser-man, Herbert Anker, Ralph Johnson, Robert Miller, Kurt Rossmann, and Gustavus Swift are deeppersonal and intellectual losses within the University. Retirements included professors RobertBraidwood, Ignace J. Gelb, and Hans Giiterbockin the Oriental Institute and Kenneth Davis inLaw. Only the last has actually left the University.Despite the losses, the. University, I believe,has been strengthened by gains in severalacademic areas. Within the Humanities, DonaldDavidson, formerly of Rockefeller Universityand generally considered to be among thecountry's leading philosophers, has been appointed University Professor. In the Oriental Institute, Hermann Hunger has joined the facultyfrom the University of Vienna, and Simo Parpola,from the University of Helsinki, will join the fac ulty in January.In the Physical Sciences, David Arnett (Illinois) has been appointed in Astronomy andSpencer Bloch (Michigan) in Mathematics. TheDivision of the Social Sciences made five majorappointments: Gerald Suttles has rejoined usfrom Stony Brook in Sociology, after a protractedbut rewarding courtship; Nancy Munn (University of Massachusetts) has accepted a professorship in Anthropology; Brian Barry (University ofBritish Columbia) has been recruited in PoliticalScience; and we welcome the Conzens, Kathleenand Michael (Wellesley and Boston University),in History and Geography, respectively.In the College, Leon Kass has returned toChicago from St. John's and Georgetown, as theLuce Professor of Human Biology. And we takepride in a series of key appointments in the Division of the Biological Sciences and The PritzkerSchool of Medicine: we especially welcome homeDr. Henry Russe (Columbus-Cuneo-CabriniMedical Center), the new Associate Vice-President for Medical Services and Professor ofMedicine; from Harvard (MGH) we have recruited two new clinical department chairmen:Dr. Barry Arnason in Neurology, and Dr. ArthurHerbst, Joseph Bolivar DeLee Professor, in Obstetrics and Gynecology. Dr. Peter Dawson(Oregon) has joined the Department of Pathology, and Dr. Harry Schoenberg (St. Louis University) has come to the Department of Surgery.Lastly, Dr. Raymond W. Guillery (Wisconsin)has accepted appointment in the Department ofPharmacological and Physiological Sciences.In other professional areas, Gidon Gottlieb(New York University) has been appointed LeoSpitz Professor of International Law, EdwardMullen (Case Western Reserve) has joined theGraduate School of Social Service Administration, and Bruce McPherson has been appointedDirector of the Laboratory Schools.All of those mentioned are senior appointments. We are also favorably impressed with thequality of new junior faculty who have been recruited. My gambling instinct is not sufficientlystrong to mention them by name but all showcharacteristics that are associated with potentialdistinction. On all levels and in the various areas,I believe we continue to raise the quality of thefaculty as we continue our effort to reduce itssize.In addition to the annual flow of awards in theform of disciplinary and societal prizes andoffices, there have been, since my last report, anumber of extraordinary honors bestowed upon176individual faculty members. Foremost were theawards of two Nobel Prizes, the first to MiltonFriedman in Economics, and the second, a fewdays later, to Saul Bellow in Literature. JohnHope Franklin was honored by the National Endowment for the Humanities by being selected asthe Jefferson Lecturer in the Humanities. SaulBellow also won a Pulitzer for Humboldfs Gift.Elwood Jensen was a co-winner of the FrenchPrix Roussel for his research in the field ofsteroids, and Robert Clayton was selected for theExceptional Scientific Achievement Medal by theNational Aeronautics and Space Administration.Three faculty members were elected to the National Academy of Sciences, bringing our total inthat body to 51. Two were elected Fellows in theRoyal Society of Canada. Nine were among thoseelected as Fellows of the American Academy ofArts and Sciences. There are now 95 facultymembers from Chicago who are A A AS Fellows,and 18 who are members of the AmericanPhilosophical Society, including one elected thispast year.Students and Student LifeRecruitment and Enrollment. Last Autumn Quarter the University had over 8,000 students on theQuadrangles for the first time since 1969-70. Totalenrollment had risen from less than 7,500 studentsin 1973-74 to 8,022. College enrollment reached2,401 as compared with 2,254 students the prioryear.Based upon the March 1974 projections of theHildebrand Committee on Student Enrollment,and our experience last year, we planned for thisAutumn Quarter a total enrollment of some 8,200students, with a College enrollment of 2,500.Much to our disappointment we have not realizedthis projection, with final enrollment figures forthe current quarter approximating 7,800, including 2,400 students in the College. Although wehad anticipated increasing difficulty in sustainingthe enrollment increases which we have had since1973-74, the failure to maintain enrollment levels,let alone increase them by an anticipated 200 students, is disturbing. The problem centers uponreturning students in the College and both newand returning students in the Divisions. Our projections for entering undergraduates have beenmet, with slightly over 700 first-year and approximately 110 transfer students having registered.Furthermore, the incoming first-year class waswell in hand by the Candidates' Reply Date ofMay 1 for the third successive year. In addition, when measured by various standards of academicquality, the new class is better than the Class of1979, which, in turn, had shown improvementover the Class of 1978.In the graduate areas, the Divisions of theHumanities and the Social Sciences each experienced a drop of about 100 students. The Divisionof the Physical Sciences suffered a decrement ofabout 20 while the Biological Sciences Divisionheld its own. Among the Professional Schools,the Graduate School of Business, the LawSchool, and The Pritzker School of Medicine experienced capacity enrollments, and the DivinitySchool maintained its 1975 level. The enrollmentsin the Graduate Library School declined by 10and in the School of Social Service Administration by 40.All of this raises a serious question regardingthe general strategy that has guided our planning.We have assumed that the University, with strongand continuous recruiting efforts, could reach alevel of approximately 8,500 students, with a College of approximately 2,700 to 2,800. The assumption of a faculty of approximately 1,000 is basedupon these enrollment projections.Enrollment assumptions have been made withfull awareness that, following a long period of expansion, higher education in the United States isin a period which, for the next decade or more,will reflect either a steady state or a downwardtrend in undergraduate enrollments, dependingessentially upon future federal and state government policies governing student support. But wehave also been conscious of the University'sbasic academic quality, of its size, and of howlittle past national enrollment patterns — the 1950sare a good example — have affected our own enrollment, especially in the College.We are still sorting out what might have causedour failure this Autumn to realize enrollment estimates, after meeting and even exceeding themfor the past two years. The reasons are not thesame for all the academic areas where our hopeswere unfulfilled: in some departments there was adrop in applications and in newly admitted students; in others, advanced or upperclass studentsfailed to re-register; and in some areas it is notimpossible that last year's success generated adegree of complacency that resulted in reducedrecruiting efforts. It is my impression that almostevery area of the University agrees that the University as a whole should be able to meet its enrollment target; but it is also my impression thatalmost every area also feels that, for special andunique reasons, it cannot contribute the relatively177few additional students that, taken together,would achieve the University's overall enrollmentgoals.It is possible, of course, that we shall have tolower our aspirations and plan for a University ofapproximately 8,000 students, with a College of2,500. Obviously, this change will affect assumptions regarding faculty size.Following Graduation. In November of 1975, theJournal of Medical Economics published a studyof the difficulty of getting into medical school andreported that the College of the University ofChicago stood fifth in the country in terms ofentrant/applicant ratio. (The leader is the University of South Dakota, which has a two-year medical school to which all of the applicants from itsundergraduate college are admitted, followed byRadcliffe, Amherst, and Brown.) This year 62percent of our applicants to medical school havebeen admitted to at least one school; the finalfigure for last year was 68 percent. Our pre-lawstudents fare as well. Review of the plans of lastJune's graduates, done just after their convocation, indicated that 65 percent were going on tograduate or professional school; this figure breaksdown as follows: 24 percent are going on forMaster's degrees; 19 percent for PhDs; 8 percentfor J.D.s; and 14 percent for M.D.s andM.D./PhDs. The others are going directly intojobs or will spend some time traveling. Our college graduates do get jobs. They do have to worka bit harder at it, submit a few more applications,or perhaps accept a job in a city which is not theirfirst choice; but if any graduate is driving a taxi, itis because he or she has chosen to do so.With reference to graduate students, for thepast five years Mrs. Anita Sandke, Director ofCareer Counseling and Placement, has collectedinformation from the Divisions and ProfessionalSchools regarding the employment of studentscompleting the PhD degree. For the 1974-75school year (the latest completed survey), of the384 U.S. students (298 men, 86 women) awardeddegrees, 227 (59.1 percent) are in college or university teaching and/or research. When eight incollege or university administration and two insecondary school teaching and/or administrationare added to the above, we have 237 PhDs (61.6percent) engaged in the educational enterprise.Ten PhDs (2.6 percent) are engaged in businessand industry; 22 (5.7 percent) are in government;24 (6.3 percent) are in nonprofit organizations;and two (0.5 percent) are self-employed.Twenty-one PhDs (5.5 percent) are furthering their education. Twenty of these are from the Division of the Biological Sciences and all are involved in medical study, internships, or residencies. One woman from the Division of theHumanities has since entered Law School. Fivewomen are known to be "not seeking" employment.At the time of the study (April 1976) twenty1974-75 PhDs (5.2 percent) were known to be unemployed and actively seeking positions. Half ofthese individuals were awarded their degrees inSummer 1975. One could conjecture thatacademic vacancies tend to be filled during theearlier quarters, and that employers are now demanding "degree in hand" before making a commitment.Although we do not yet have 1975-76 data, it isclear that the PhD labor market remains difficult,but that Chicago PhDs continue to do relativelywell.Student Housing. The North Central report notesthe significant contribution of the housing systemto University life. With the addition of the Shore-land to the University's residence hall system in1975-76, the University housed the largest proportion of its students in its history. This year thatproportion is even higher: some 65 percent of thestudents in the College and over 28 percent of theUniversity's single graduate students live in University residence halls, including InternationalHouse. Another 1,100 married students, primarilygraduate, live in married student apartments. InAutumn 1975 we had to find space for an additional 400 students because of the larger enteringclass in the College and because more studentschose to return to College and graduate Houses.This year, despite our failure to achieve our enrollment targets, another 220 students have beenhoused, beyond last year's figures, and more than60 of these joined the 350 students who lived inthe Shoreland last year in what was, overall, aremarkably successful adaptation of a residentialhotel to a University residence hall. Last eveningwe celebrated a significant step in that adaptation,with a reception to honor the naming of six University Houses within the Shoreland; all werenamed for persons who have contributedsignificantly to the life of the University: the EthelVine Bishop House, the William C. Bradbury,Jr., House, the Gertrude A. Dudley House, theLloyd A. Fallers House, the Emery T. FilbeyHouse, and the Anna and Morris FishbeinHouse.The Residential Masters and the faculty and178advanced graduate students who have served asResident Heads have brought great distinction tothe University House System by imaginative andcreative programs. We celebrate this year the fifthanniversary of the Woodward Court lectureseries. The First Chair Series brought 10 of theChicago Symphony's leading instrumentalists tothe College Houses this past year forlecture/demonstrations. We are particularlyhappy to note that all four of the senior facultyserving as Residential Masters have returned totheir Halls for 1976-77 and that we can look forward to another good year in the Houses.Student Activities. Last year we reported that a$20,000 one-time gift to the University had beendirected to the Office of Student Activities in aneffort to see if a few major campus events couldadd to the richness of campus life. The experiment was a success. Administered by a group ofstudents, with advice and counsel from the Director of Student Activities, a year-long series ofmajor entertainments was provided, some attended by as many as 2,500 students, and all subsidized in some measure (but not fully) from theinitial grant. In the Spring Quarter, returning undergraduates were asked if they would be willingto continue the program through a Major Activities Fee of $4 a quarter. The answer was aresounding "yes." Graduate students can, ofcourse, attend the events subsidized by the undergraduate fee, but they will pay somewhathigher admission, or they can, if they wish, paythe activities fee on a voluntary basis.The Chicago Symphony came to the Quadrangles twice in 1975-76, and we look forward to itsappearances again this year. A central ticketoffice has opened in Mandel Hall this quarterwhich for the first time makes available in oneplace tickets to all University events, regardlessof sponsor. (We hope 1977-78 will bring the services of Ticketron to the Quadrangles and permitstudents, faculty, staff, and the entire Hyde Parkcommunity to purchase conveniently tickets forcultural and entertainment events throughout theCity.) The ticket office, we should note, is onlythe most recent manifestation of the generosity ofthe University's Women's Board.A faculty-student committee appointed byDean O'Connell and the Faculty-Student Committee on Campus Student Life last year reviewedthe uses of the Reynolds Club. Based on theirreview, a series of recommendations was madefor converting the Club to more direct studentactivity-related uses. These recommendations will be carried out as quickly as possible, and indeed one of the principal recommendations, converting the second floor of the Club to direct student use, will be effected once the very impo,rtantservices of the Office of Career Counseling andPlacement can be provided with comparablespace in a convenient location. With the absenceof a central "student union" on the Quadrangles,it is important, we think, to make the very bestpossible use of the two rather remarkable studentactivities and services buildings that we dohave — the Reynolds Club and Ida Noyes Hall.We are now well on the way to doing that.We are much in the debt of certain academicareas for the rich "extracurricular" life of theUniversity. Outstanding receptions were given totwo Contemporary Chamber Players concerts,the first comprising the world premieres of fourworks by leading Israeli composers and the second the premiere of Professor Ralph Shapey'soratorio Praise. And the David and Alfred SmartGallery has made its mark in the life of the University, especially with its special exhibition program. Rockefeller Chapel continues to present anoutstanding series of oratorios and other culturaland religious events.Our undergraduate students continue to be asource of great pride to the University. Themathematics team again won second place in theWilliam Lowell Putnam National MathematicalCompetition. One of our graduates was chosen tobe a Putnam Fellow — one of the five highest ranking individuals on a national basis. Another wonhonorable mention. Our principal competitors inthe team competition were California Institute ofTechnology, which came in first, and, followingChicago, Massachusetts Institute of Technology,Princeton, and Harvard, in that order.The intellectual ability of our undergraduates isa generally well-known and accepted characteristic. What is less well-known is the remarkablerange of other activities in which they are involved. A sampling turns up one student whoplays the viola in the Civic Orchestra, one who isa "cub reporter" for the Chicago Tribune, onewho is completing his degree while serving as aChicago fireman, one young woman who is a porter for Amtrak, and one who is directing a studyof high school student government organizationsfor the Illinois Board of Education. Perhaps themost unusual departure from the Chicago undergraduate stereotype is "into" body building. Hehas competed in and won many local and regionalcontests, and is currently the International Federation of Body Builders' "Mr. Midwest."179Athletics and Recreational Sports. We have givenmore than a normal amount of attention and effortthis year to activities relating to physical education, intercollegiate, intramural, and recreationalsports. In recent years a revival of interest in athletics has taken place at the University, involvingboth students and faculty. Intercollegiate and intramural functions have reached extraordinarylevels of popularity, and hundreds of students andfaculty make use of the University's limitedfacilities each day.The need had become clear for a governingstructure for these activities that would have adirect tie to the faculty, even as the Departmentof Physical Education and Athletics remains administratively and budgetarily under the University Dean of Students. Consequently, on the basisof a recommendation of a committee establishedto review the University's programs in physicaleducation and athletics and with the concurrenceof the (then) Departments of Physical Educationfor Men and for Women, the Committee of theCouncil, and the Council of the University Senate, the Trustees approved in June a new University Board, designated as the Board of Athleticsand Recreational Sports. The Board will providean instrument through which the views of the faculty can be brought to bear upon the problemsand policies arising in these areas. It replaces anad hoc faculty committee which had acted effectively in this capacity over the past several years.The year also saw the retirement of WalterHass, the University's third Director of Athletics. The faculty committee appointed to searchfor his replacement, in addition to recommendingon that matter, also strongly recommended thatthe existing two departments of physical education be merged. The traditional lines betweenmen's and women's physical education had become increasingly blurred over the last decade.Both men and women have played jointly on certain intramural and even intercollegiate athleticteams. In addition, athletic facilities formerly reserved exclusively for men or for women have forsome time been used by both. Recent federallegislation has speeded this process. In 1977-78,for example, separate physical education classesfor men and women will no longer be permittedunder federal regulations.Acting upon faculty recommendation, theBoard of Trustees established, effective July 1, asingle Department of Physical Education andAthletics. The merged Department encompassesmen's and women's intramurals, recreationalsports, the required physical education program, and intercollegiate athletics. At the same time,Harold R. (Jeff) Metcalf was appointed AssistantDean of Students in the University and Directorof Athletics, and Mary Jean Mulvaney was appointed Professor and Chairman of the new Department.The year also marked the beginning of a majoreffort on the part of the University to renovate itsathletic and recreational facilities. Edward Levi inhis last State of the University message (April 8,1974) described our situation as "woefully inadequate," pointing out that the most recently builtfacility was the Field House, dedicated in 1932.The Field House renovation project was initiatedwith a "groundbreaking" ceremony on June 3,1976. This, the first of two phases planned for therenovation, was made possible by two major giftsto the University. One of the gifts was made bythe family of Colonel Henry Crown, and the otherby a Trustee of the University, who prefers toremain anonymous. The second phase in the renovation, involving the reconstruction of thepresent main level of the building, will be undertaken when funds become available. A nationalCommittee on Athletics, chaired by Jay Ber-wanger, and including a number of alumni whowere prominent athletes at the University, isworking in the Campaign to raise the balance ofthe funds needed.Last year the women's basketball team sweptall before it, defeating Oberlin, Brown, Northwestern, and M.I.T. in the annual invitationaltournament held at the University last WinterQuarter. This year the team will go East to play inthe same tournament, now enlarged to includeWilliams, Swarthmore, the University of Pennsylvania, and the first women's team from theUnited States Military Academy. Our men's basketball team also won its annual Holiday Tournament, defeating Knox, Grinnell, and ColoradoCollege. And, perhaps appropriately in a University that is two-thirds graduate, the University's"club sports" continue to grow in number andvariety. At last count, including The Universityof Chicago Track Club, some twenty sports clubs(including men's and women's crew), are engaging the time and energies of our students and faculty.As a last item of interest in this area, the University of Chicago has accepted membership on atwo-year trial basis in the Midwest CollegiateAthletic Conference (MCAC). The University'svarsity teams began Conference participation thisautumn. Midwest Conference schools includeCoe, Grinnell, and Cornell in Iowa; Lake Forest,180Monmouth, and Knox in Illinois; Beloit, Ripon,and Lawrence in Wisconsin; and Carleton inMinnesota. The two-year trial period stems froma minor difficulty in our participation in the Conference. The difficulty is that the Midwest Conference does not allow athletic scholarships. TheUniversity offers three Amos Alonzo Staggscholarships to men and two Gertrude Dudleyscholarships to women each year. The competition for these awards is modeled after the RhodesScholarships and we do not consider them asbeing "athletic scholarships" in any commonlyaccepted sense of that term. The scholarships areawarded on the basis of academic ability, athleticexcellence, and leadership, as demonstrated atthe secondary school level. The winners are notrequired to participate in athletics. Althoughthese programs are fully consistent with the brandof amateur intercollegiate athletics the MidwestConference offers, they are of concern to theother Conference schools. We hope an amicableresolution to this issue can be found within thetwo-year period, because we are pleased to be anactive participant in the Conference.The Neighborhood and the University PlantSouth Campus. I reported last year on the possibility of acquisitions of land on the South Campuswhich would further a plan initiated in the earlyhistory of the University. In May we completedthe purchase of the balance of land on SouthCampus from the City of Chicago, under the 60thand Cottage Grove Redevelopment Plan. ThePlan was adopted by the City Council some yearsago after extensive public hearings beginning in1960. It envisages the development of the areafrom 60th to 61st Streets, Cottage Grove to StonyIsland Avenues as a campus for the University,available for additional academic and related usebuildings.Neighborhood Housing. Among the problems weface in the neighborhood is the cost of housing foryounger faculty so that they and their families canlive within walking distance of the campus. Thefact that more than 70 percent of our faculty livein Hyde Park-Kenwood distinguishes us fromother universities located in urban settings. Thebasic theory of "the Neighborhood Program," ofcourse, is to make it possible for our faculty, ourstaff, and our students to live here. But the success of the Neighborhood Program, the stabilization of Hyde Park-Kenwood, combined with theconversion of many rental units to cooperatives and condominiums, has resulted in escalatingcosts and a great demand for housing, not onlyfrom our own faculty and staff, but also fromthose of other institutions and nonaffiliatedfamilies. We must develop ways of making iteasier and more attractive for young faculty tolive in the area.University Plant. In addition to the Field Houseproject and other renovations mentioned earlier,two new major buildings are moving towardcompletion — the Surgery-Brain Research Pavilion and the Marjorie B. Kovler Viral OncologyLaboratories. Both are scheduled to open in 1977,the Pavilion in the fall (unfortunately 5 monthsbehind schedule) and the Laboratories in the latespring. In addition, a number of other important,albeit smaller, renovation projects in the Biological Sciences have been undertaken or completedduring the year. Thanks to a major gift from Dr.Jules Stein, we plan to remodel the ExperimentalBiology Building to provide a much needed facility for eye research.You are all aware of the extensive renovationsin the Bookstore. As part of that project, the University accepted from the federal government assurplus property the building at 5020 Cornell. Weexpect to move the Printing Department there.The "New Theatre" in the Reynolds Club SouthLounge now provides small but excellent spacefor our theatrical group headed by Nick Rudall.The "C" Shop has been refurbished. The dome atYerkes Observatory has been replaced. Thefourth floor of Gates-Blake has been remodeledfor the new Humanities Institute. Finally, the effect of the Regenstein Foundation gift to maintainthe Regenstein Library in its original condition isnow visible in the public areas of the Library.Although it has been an active year for renovation, there is much yet to do.The Budget and the Development CampaignThe Budget. I have put off speaking of the budgetuntil late in this report because, despite this year'sdisappointing enrollment, I believe the Universityshows encouraging signs of decreased preoccupation with the budget as compared to the past sixyears. The Provost's annual memorandum has informed those of you who are interested of thedetails, ^et me only say that this is the third in thethree-year thrust toward eradicating the shortfallbetween unrestricted income and unrestricted expenditures. We have been gaining a little eachyear, and we closed last fiscal year with a181"deficit" of some $875,000 as compared to abudgeted underwriting of slightly over $2 million. For the current year, the budget as constructed and as subsequently adjusted for enrollment income is in balance. The elusive zero underwriting requires continued tight control of expenditures and an increased level of annual unrestricted gifts. To achieve this objective will require forbearance throughout the University.This is reflected in limited salary increments andthe continued squeeze on logistic support expenditures. I repeat what I said in last year's State ofthe University message:I do not believe for a moment that the history of theUniversity during this period will be embellished because we achieve a balanced budget, if we do. Abudget is merely a means to an end, and our concernhas been to insure that the means will be adequate toenable the continued existence of a University withends that have characterized The University ofChicago from its beginning. I believe the budgetarypractices of Mr. Harper, that always pressed thelimits of the University's resources in the interest ofachieving academic distinction, will probably alwayscharacterize this University. The key in this fiscaldrama is the attainment and maintenance ofacademic distinction, which is the criterion againstwhich history should and will measure us.The Development Campaign. An important factor in our aspirations is, of course, the Campaignfor Chicago, Phase II. Last year I reported thatthe Campaign had reached $100 million. As ofnow, gifts, grants, and pledges total slightly morethan $130 million.Stimulated by the challenge pledge from Mr.and Mrs. Robert O. Anderson, the UniversityAlumni Fund recorded a new high in gifts re-ceivedj as did the alumni funds for the LawSchool, the Graduate School of Business, theMedical School, and the School of Social ServiceAdministration. Not counting the Andersonpledge, the combined total of gifts to these fundsincreased 47 percent to approximately $2.5 million. The test for this coming year, of course, willbe to maintain a further increase in the alumniannual giving program without the specialstimulus of a challenge gift.Other aspects of the Campaign having to dowith annual giving are also encouraging. Corporate gifts and pledges rose to a record high of approximately $6 million. Very importantly, theyreflect a sympathetic understanding of the role ofunrestricted gifts to the University. ThePresident's Fund, another avenue for annual giving by friends of the University, showed continued growth. Members of the President's Fund contributed close to $600,000 in unrestrictedfunds, an increase of $175,000 over the previousyear. This total represents gifts from some 363people as compared to 276 the prior year. Mostsignificant is the fact that the President's Fundshowed a "repeat" giving pattern of slightly over90 percent, which is the kind of solid base neededin annual giving programs to insure the futurehealth of the University.About two years ago, a number of facultymembers formed a committee to communicatewith their peers about the Campaign for Chicago.I have recently been advised that contributionsfrom members of the faculty and their familiesnow total over $1.25 million, a truly remarkablesum. These gifts to the University are enormouslyimportant, not only in the vital dollars they provide, but also in the confidence and commitmentthey represent on the part of the faculty. Thesignificance of such strong internal support is feltby our Trustees, by our alumni and other friendsacross the country who offer us their continuingtrust and support. I extend my personal gratitudeto all who have contributed to the Faculty Campaign.We have previously commented upon the factthat Phase II of the Campaign must be more thana drive to raise funds. Its success will be measured by our ability to stimulate a continuingcommitment to annual giving from all componentsof the private sector and especially from alumni.With this thought in mind, we gave greatly increased attention this year to alumni affairs ingeneral and to the Alumni Fund in particular. Theresponses have been gratifying. The love and affection for the University shown by its alumni hasbeen reflected on all sides, not only in the form ofgiving but, just as important, in the form of responses to our needs in the area of student recruitment. In no small measure the AlumniSchools Committees are responsible for the encouraging state of affairs with respect to the sizeand quality of our entering first-year class in theCollege.Continuing study is being given to the structureof the Campaign. The purpose is to generate aninterrelated development and campaign effortwhich is in touch with reality and which will servethe needs of the University over a period of timelonger than the inherently short-term conceptionof periodic fund drives.Before closing, I should like to report one actionby the Board of Trustees which is a significant aswell as a pleasurable one — the establishment of an182award to be known as The University of ChicagoMedal. The purpose of the award is to recognizedistinguished service of the highest order to theUniversity by an individual or individuals over anextended period of time. The award is to be madeby the Board of Trustees, through an appropriateCommittee of Trustees, on the basis of recommendations arising within the Board itself or fromthose brought to the attention of the Board by anofficer of the University. The award representsthe highest honor that the University can bestowupon an individual or individuals for services tothe University which evidence an unusual andsympathetic understanding of the unique qualitiesand character of this University and its aims. Atits meeting in June, Mr. Gaylord Donnelley, inhis last action as Chairman of the Board ofTrustees, presented The University of ChicagoMedal to Mrs. C. Phillip Miller and to Mrs. HelenRegenstein.In another action, which relates to the governance of the University, the Board of Trustees, atits meeting of June 10, 1976, elected Mr. RobertReneker as its new Chairman and Mr. Robert Ingersoll as Deputy and first Vice-Chairman. Thisaction followed the resignation of Mr. Gaylord Donnelley from the position of Chairman of theBoard, in which he had served with distinction fora period of seven years. Fortunately, Mr. Donnelley will continue as an active member of theBoard of Trustees and as Chairman of the VisitingCommittee to the Libraries.One of my predecessors remarked some yearsago that the strength of purpose and the sense ofmission within the University have always beensufficient to withstand any impact from the comings and goings of chief executive officers. I havethe greatest confidence in this observation and,therefore, have no fear for the future of the University. Meanwhile, the agenda is to do our bestto maintain a state of affairs which will allow theUniversity, through its faculties and students, topursue the commitment to intellectual excellencewhich our North Central visitors found so pervasive throughout all of the academic units. That isthe basis for their assertion that "... Chicago isstill one of the nation's — and perhaps theworld' s — great universities . ' 'John T. Wilson is President of the University andProfessor in the Department of Education.183REPORT OF THE COMMISSION ON INSTITUTIONSOF HIGHER EDUCATION OF THE NORTH CENTRALASSOCIATION OF COLLEGES AND SCHOOLSTo: President John T. WilsonApril 14-16, 1976IntroductionThe University of Chicago, now in its eighty-fourth year of operation, a charter member of theNorth Central Association of Colleges andSchools, was reviewed by a North Central teamin 1966. That team observed that "in an institution of the quality of the University of Chicago,there is no need to provide a long laudatory comment." Ten years later there is no need and nooccasion to differ. Chicago is still one of thenation's — and perhaps the world's — great universities.Yet much, of course, has changed in the lastdecade and it would be unusual indeed if thesechanges had not, in some ways, affected TheUniversity of Chicago. The extent and theconfiguration of external support, both public andprivate, for higher education in general and research activities in particular is significantly different today from what it was ten years ago. Thepublic's regard for higher education, barely questioned in the early sixties, has been sharply tempered by doubts and misgivings. An era of studentactivism affected the folkways of colleges anduniversities, including The University ofChicago. Overcrowding of the academic profession and predictions of declining enrollments haveled to self-examination and introspective reviewson most campuses.The present team approached its task with fullappreciation of the imposing record of the institution under review. Perhaps its strongest impression is that virtually every concern noted in thisreport is already known to the University's administration, with active planning underway inmost instances to cope with it. This in itself is, ofcourse, eloquent evidence of quality in an educational institution.The Report is — deliberately — organized in precisely the same categories ordinarily used in reporting decennial review visits by NCA teamsand, as is customary in such reports, emphasizes "strengths" and "concerns." It differs from suchreports in that laudatory recitals of academicstrengths are not paraded in detail: we would assume that readers of this Report would remainmindful throughout of the comments contained inthe first paragraph.I. Institutional GoalsThe commitment to excellence is comprehensiveand all-pervading. This commitment is evident inboth research and teaching. The professionalschools — as might be expected — have gonebeyond this generalized posture and have formulated goals of their own within the broader contextof the University-wide perspective. Thesespecialized objectives appear to be in wholesomecongruence with the University's.II. Progress and Achievement in Terms ofInstitutional GoalsA. Such instruments as the Roose-Anderson report and the reports on professional schools published by Change magazine clearly bespeak thehigh reputation of The University of Chicago inthe American academic community. There is, ofcourse, always some variation in the quality of thecomponent parts of a large organization; atChicago, too, there are some departments that arenot as strong as others. But the administration isclearly (and, obviously, keenly) aware of thesefew "soft spots" and has taken steps to bringthem up to expectations.B. The whole area of the Health Sciences is, inevitably and inextricably, enmeshed in the generally chaotic circumstances of health care deliveryin this country. One has to expect that the involvement of federal, state, and local governments in health care delivery will only increase inthe future and the complexities in this area willbecome further aggravated. Chief executives ofuniversities having medical schools and teachinghospitals find that more and more of their time and184energy is taken by health care problems. TheUniversity of Chicago has not remained immunefrom this trend. It may well be that some organizational adjustment may become necessary to assure that the President's involvement in the healthcare maze does not impair his ability to provideleadership for the other parts of the University.C. The several professional schools are, each inits own way, among the preeminent schools intheir respective fields. Business emphasizes basicdisciplines and deliberately avoids the concentration on applications common to most othergraduate programs in business. Divinity has astable program of strong interaction with neighboring theological institutions. Law, housed in anexcellent facility, points to such orientations aslaw and economics as nationally recognized undertakings. The Library School was the first (andfor many years the only) school in the nation tooffer a PhD in library science. Social ServiceAdministration is not only one of the oldest suchschools in the country but reflects, in its facultyand in its curriculum, a considerably larger viewof the field than is found in the usual school ofsocial work.D. Although Education is no longer a separateschool, having been successfully (and apparentlysmoothly) transformed into a department of theDivision of Social Sciences, it deserves mentionin this context if for no reason than that its outputof graduates constitutes about eight percent of theUniversity's total. Its faculty, embracing manyrelated disciplines, has a long record of outstanding contributions to theory and applied research.A number of its most distinguished scholars arenow nearing retirement. A major grant has, however, permitted the addition of a group of promising young scholars capable of continuing the traditional role of the Department within its discipline.E. The four graduate divisions (Humanities, Social Sciences, Biological Sciences, Physical Sciences) are, in many ways, the core of the University and much of the University's high reputationis drawn from the achievements of its graduatefaculty.F. The College was the subject of one of the fewconcerns noted by the 1966 North Central team.Ten years later, undergraduate education atChicago appears to be healthy and prospering.Such steps as the establishment of five chairs inthe College and a stress on joint appointments with the College have served to highlight a commitment by the University, shared by the faculty,to the importance of undergraduate education.The result receives strong approval by both facultyand students.G. The University makes use of external committees to evaluate its several programs. The reports of these visiting committees — and, withoutexception, they are both candid and comprehensive — are published in The University ofChicago Record which has wide distribution oncampus. In a subtle way, they thus serve as a kindof quality control throughout the institution. Aperhaps minor question is whether there wouldnot be some advantage to a regular scheduleunder which each program would expect to beevaluated at periodic, known intervals.H. University Extension has historically beenimportant at Chicago. The University was established at a time when there was much debateabout adult education and university extension. Itwas an early leader in the use of correspondencestudy and other extension programs. Althoughthe ideals of education for the adult and the partially employed continue to be asserted (see, forexample, the 1972 Faculty Committee Report tothe President), in practice University Extension'spresent (and future) role appears to be neitherclearly defined nor strongly supported.III. Educational and Learning ExperiencesA. Each entering undergraduate student is expected to take the core curriculum in thehumanities, social sciences, biological sciences,and physical sciences. The students we talkedwith thought the core curriculum of structural andcomplementary courses contributed greatstrength to their educational experience. Theynote, in particular, the involvement in the teaching of the core curriculum of some of theUniversity's most renowned scholars and, generally, the absence of instructors who are notfull-fledged members of the faculty.The balance of the undergraduate curriculumpermits the specialization common to many institutions although Chicago's flexibility affordsprobably more choice among majors than a student might encounter elsewhere. Requirementsfor a major are, apparently, entirely within theprovince of the respective unit (department orcommittee). We heard some comment to the effect that some departmental requirements were185overly restrictive and not in keeping with the institutional stress on flexibility.B. Closely related and significantly contributingto the undergraduate academic program is thehousing system. This has received marked attention within the last five years, with excellent results. The University House system consists of 30houses in 13 buildings with a total student capacity of 2,200. There are eight graduate houses for750 students, and these range in size from 37 to194 residents. Graduate houses are coeducational, and five are open to students fromany of the professional schools or divisions. Oneis reserved for students in the Graduate School ofBusiness and two others are reserved for studentsin the Law School. There are 22 UniversityHouses for undergraduate students, and approximately 65 percent of all undergraduates live oncampus. Each College house has as a residenthead a member of the faculty, an administrativeofficer, or an advanced graduate student. Thegoverning body of a house is its elected council,which plans lectures, seminars, musical events,and opportunities for informal interchange withfaculty members as an integral part of the totaleducational experience. Three-quarters of thefaculty live within walking distance of the maincampus, which contributes to the strong sense ofcommunity among graduates, undergraduates,and members of the faculty.The positive response of the students to theHouse System appears to offset the absence of acentral facility such as a student union. Since thelack of a union was noted by the 1966 team, wepursued this question with most of the studentswe spoke to but found no strident clamor.Neither was there much concern about the absence of the traditional forms of student government. Since 1967 there exists a Faculty-StudentAdvisory Committee on Campus Student Life,which is composed of five faculty members appointed by the President, and eight studentselected from the following academic areas: threefrom the College: two from the professionalschools; one from the Division of Humanities;one from the Division of Social Sciences; onefrom the combined Divisions of Biological andPhysical Sciences, including the School ofMedicine. The candidates are endorsed by at least30 students in their electoral constituency. Thiscommittee comes closer than anything to servingthe purposes that might otherwise be consideredthe realm of Student Government.However, because of the strength of the House System, it has been difficult for Student Government to make a significant contribution to campuslife. Still, the Faculty-Student Advisory Committee during this past year has concerned itself witha wide variety of topics, such as the quality of lifein the Regenstein Library, renovation of theField House, student services in Ida Noyes Halland Reynolds Clubhouse, and the desirability ofinstituting an activity fee to provide continuingsupport for functions presented by the StudentMajor Activities Board.C. Students in the College are assigned to anacademic adviser on the staff of the Dean of Students of the College who assists in planning aprogram which will enable the student to complete a degree program in a reasonable timeframe.The number of graduating seniors in the College for 1975-76 shows an increase in the following areas: Biological Sciences; Classics; Disciplines of the Humanities; English; Far EasternLanguages and Civilizations; Religion and theHumanities; Civilizational Studies; Politics,Economics, Rhetoric, and Law; Chemistry;Geophysical Science; Mathematics; Physics; Anthropology; Economics; Geography; Human Behavior and Institutions; Political Science; RussianCivilization; Sociology; Business, ProfessionalOption; Law, Professional Option. The areas thatshow a decline or are the same as 1974-75 are: ArtHistory; Germanic Language and Literature;Linguistics; New Testament and Early ChristianLiterature; History and Philosophy of Religion;History and Philosophy of Science; Ideas andMethods; Philosophical Psychology; TutorialStudies; Statistics; Far Eastern Studies; GeneralStudies in Social Sciences; Indian Civilization;Public Affairs; Psychology; Library Science, Professional Option; Fine Arts. One interpretationthat was offered by student leaders of the shift instudent interests was that there was more concernnow with pragmatic programs which would leadto employment, but that many students chose majors because of distinguished professors withwhom they had had contact during their first orsecond year at the University.All students in the College have the opportunityto take some graduate courses which they indicated were beneficial as many of them intend tocontinue with graduate work in the near future.D. Students are provided with comprehensiveoutpatient care in the facilities of the UniversityHealth Service and The University of Chicago186Hospitals and Clinics. All students are required tohave hospitalization insurance with theUniversity's own Student Blue-Cross/Blue ShieldPlan or an alternative group insurance plan. Inaddition, the Student Mental Health Services dealwith personal and emotional problems. Duringthe 1974-75 school year, the total number of students using the Mental Health Clinic rose by 21percent, and 11 percent of the undergraduates and7 percent of the graduate students consulted theClinic. This is a relatively low usage of the facilityfor a residential campus. Greater usage might wellresult if the Mental Health Clinic established oneor two "outposts" that would make its servicesmore centrally available to the student body.E. A student ombudsman is appointed by thePresident of the University after a screeningcommittee consisting of three members of thefaculty, appointed by the Provost; three students,one appointed by the incumbent Student Ombudsman, one by the Student Government, andone by the student members of the Faculty-Student Advisory Committee on Campus StudentLife; and the University Dean of Students hassubmitted a panel of names. The reports of theactivities of the Student Ombudsman reflect concern with the validity of grading practices, thede- valuing of grades, the various typical studentcomplaints about the campus environment.The matter of campus communications is aidedby the publication of a student newspaper, published twice a week, and by a campus radio station which carries informational as well as varietyprograms of interest to the campus community.F. Undergraduate and professional school enrollments have shown a slight increase in 1975-76 but, as indicated in a report of the Faculty Advisory Committee on Student Enrollment prepared in the spring of 1974, past enrollment projections have not always been met andthis presents budgetary problems and has implications for institutional planning.It appears that the pool of applicants, althoughincreasing, is small at the undergraduate level andthat the 41 percent of applicants accepted whoentered as freshman in 1975-76 could be improvedby more visibility at the secondary level. Bettercoordination between acceptance for admissionand the offer of student financial aid is indicatedas 60 percent of undergraduates and 80 percent ofthe graduate students received financial assistance and this was named as a determinant by anumber of students in the decision to attend The University of Chicago.The reputation of the institution seems to bemore prestigious in areas removed from Chicagoand the undergraduates who attend are generallypleased with the educational experience but appear to have chosen the institution without muchpersuasion from alumni or campus personnel.The institutional stance, traditionally, is that itsquality and reputation are such that recruitment ofstudents is, for all practical purposes, unnecessary. It is evident that the process of self-selectionworks fairly well now; the question is whether,given demographic trends and the swings in student interest, it might not be advisable to plan forthe day when the situation may be less favorable.G. In view of the major role which graduate education plays in the University, the question ofplacement of PhDs in a tight job market seemedto be deserving inquiry. It is evident that ChicagoPhDs continue to find employment. A study ofrecipients of doctorates conducted by the Officeof Career Counseling and Placement over afive-year period indicates that 227 (59.1 percent)of 384 PhDs earned in 1974-75 are in college oruniversity teaching and/or research, eight are incollege or university administration, and two inschool teaching or administration, for a total of237 (61.6 percent) engaged in the educational enterprise. A further indication of the successfulplacement of these degree-holders is the fact that57 percent are employed in institutions holdingmembership in the Association of GraduateSchools, Council of Graduate Schools, or Canadian Association of Graduate Schools. Thirty-nine (10.2 percent) are on postdoctoral fellowships; 10 (2.6 percent) are engaged in business andindustry; 22 (5.7 percent) in government work; 24(6.3 percent) in nonprofit organizations; 2 (0.5percent) are self-employed; 21 (5.5 percent) arefurthering their education.On the other hand, graduate students withwhom we talked were every bit as apprehensiveabout the job situation as those on our own campuses. Indeed, many of them expressed the viewthat they were at an added disadvantage intoday's market because most of them lacked theexperience of classroom teaching.The University traditionally avoids the use ofgraduate students in the classroom and, as notedpreviously, the undergraduates applaud this policy. There may, however, be ways in which theUniversity may be able to facilitate the acquisition of teaching experience by its graduate students. Some individual members of the faculty are187now providing internship-type opportunities totheir graduate students. Especially in disciplineswhere university teaching and research is virtually the only way to put one's education to work,the use of such internships or systematic encouragement of teaching experience in nearby collegesmay deserve consideration on a broader basis.IV. Institutional ResourcesA. Budgetary considerations produced a decisionfour years ago to reduce the total faculty strengthby approximately six percent. This reduction hasbeen partly accomplished, largely by not replacing retiring or departing members of the faculty.At the same time the University undertook tofind external funds to relieve the situation. Threemajor grants were thus received which have permitted the addition of junior faculty in anticipationof future vacancies resulting from scheduled retirements. This device effectively counteracts the"steady state"; its psychological impact has, apparently, been felt beneficially in areas beyondthose directly affected.B. The esprit of the faculty appears to be uniformly high. There is a pervasive pride in theinstitution which communicates itself readily tothe students. (Indeed, some students reportedthat they had been exposed to a kind of "overkill" on that score.)There is a strong sense of community within thefaculty, remarkable for an institution of this kindand particularly for one located in an urban environment. Maintaining the Hyde Park communityas a residential focus for the faculty has producedvaluable interactions of an informal nature to reinforce the professional associations on campus.Facilities like the Laboratory School, in turn, contribute to the viability of Hyde Park — and thus tothe well-being of the University.C. The physical facilities are, with exceptions tobe noted, spacious and comfortable. There issome evidence that, in the drive to bring thebudget into balance, housekeeping has beensomewhat reduced.The Field House, designed for a much smallerstudent body, is currently scheduled for remodeling. The facilities for the Department of Musicare in dismal contrast to the impressive AlbertPick Hall for International Studies across thestreet. The need for improved space for this Department (and also for Physics) is high on the listof priorities for the University. D. With the completion of the Regenstein Library, the University possesses an outstandingfacility. Some problems in its use — all known tothe administration — persist. A "Committee onthe Quality of Life in Regenstein" has looked intosome of them. Other problem areas may be a matter of policy — possibly outside the library's province: we heard questions from students about theunavailability of the reserve book room after 8p.m. and a loan policy which allows bound periodicals to be checked out for three weeks. We didnot have the opportunity to determine whetherthere was any substance to these queries but record them merely as unverified statements of concerned individuals.E. The University has a good record in terms ofanticipating — and reacting to — changing financialconditions. It appears to have adapted itself to thechanged environment of the seventies without theneed for major dislocations. It is currently engaged in a major drive to bring about a significantenlargement of its endowment which, given theinflationary spiral, appears to be a desirable goal.These adjustments have been, and are being,undertaken without the use of the kind of planningmechanisms to be found elsewhere throughouthigher education. (Nor, for that matter, is thereany separate agency to conduct institutional research.) Obviously, the results indicate that, inthe private sector at least, a university can manage without elaborate formal planning arrangements. The use of multi-year financial projections, on a systematic rather than the present occasional basis, might be given some thought. Thiswould not require the development of any intricate process but would be helpful to the institution as it undergoes changes in order to cope withcurrent financial strains.V. The Dynamics of the InstitutionA. Structurally, The University of Chicago differs from most major universities in that there are,instead of one graduate school, four graduate divisions. The undergraduate College is organizedin five divisions, four of them paralleling those atthe graduate level. In addition to traditional departments, there are also a number of committeesoperating instructional programs and the creationof such interdisciplinary groupings is encouraged.Although — as is often the case in privateuniversities — the professional schools enjoy aconsiderable amount of autonomy, faculty mem-188bers of the schools are also often involved ininterdisciplinary programs and, again, such interaction is encouraged.Most faculty members appear to believe thatthis structure, at once loose and complex, is responsible, at least in part, for the openness tochange which they believe is a hallmark of theinstitution. Whether this can be empirically established, we do not know and lacked the time toverify. But this is probably less important than thefact that, operationally, this belief is widely heldand relied upon.B. The University, or at least its faculty membersand administrators, point to frequent changes aspart of what they view as strengths of the University. Impressionistically they appear to be rightthat there is more willingness to change and actualchange than in most institutions of higher education. Surely, the fact that the University's Boardof Trustees seldom seeks detailed accountabilityreports of the kind often required of public institutions (or even of private institutions where thetrustees feel more immediate checking of fiscaland academic matters is their proper role) mustaccount for some of the ease of change.Not all change is necessarily for the better andChicago is vulnerable, as are other universities, tothe sometimes questionable wisdom of departmental aggregate decision-making. One examplemight be the radical shift in emphasis of the Political Science Department. Chicago had the leadingscholars in the nation during the 1920s, 1930s, andinto the 1940s in public administration. Its subsequent emphasis on international relations andpolitical theory left it without scholarly leadershiptoday when administration and policy analysisagain have assumed a leading place in the field.At the same time, this example also serves tosupport the University's dedication to structuralflexibility, for when the possibility of a major giftfor a school of public administration arose and thefaculty was less than enthusiastic about the prospect, a committee reporting directly to the Provost studied the issues and (without the benefit ofthe proffered gift) produced a plan, about to beimplemented, for an interdisciplinary program inPublic Policy Studies (which might well bestronger with appropriate participation from Political Science).In a similar vein, the pros and cons of a highdegree of autonomy and flexibility can be seen inthe recent decision of the School of Business tolimit tenure to full professors. In this day of concern over excessively high percentages of tenured faculty, it is easy to see the advantages to allowingunits within a university to set their own policies.On the other hand, one can also perceive adverseramifications — in joint appointments, recruitment, morale, etc.C. The heart of faculty influence is in the departments and the College. Appointments, promotions, nonreappointment and tenure recommendations, merit increases, etc., arise at this level. Individual and collective curriculum decisions aremade here. As is frequently true elsewhere, moredirect democracy exists in the departments and inthe College than in the professional schools wheresome deans, even with active faculty advisorycommittees, may act with much less input fromfaculty members than do any of the departments'chairmen. Whereas each of the professionalschools (as does the College) has its own dean reporting to the Provost, the departments are subordinate to one of the divisional deans. Thesedivisional deans traditionally come from the faculty, serve limited terms, and return to the faculty.The Faculty Council is composed of facultyrepresentatives from the professional schools, thedivisions, and the College. It meets once a monthto consider an agenda established by the President and the President chairs the meeting. ThePresident, usually after consultation with thecouncil's executive committee ("Committee ofCouncil"), appoints the necessary faculty committees and boards.The Faculty Spokesman (the nearest thing to achairman of the faculty) and two other membersof the Committee of Council expressed satisfaction with the role of faculty members in academicdecision-making. (Other tenured faculty membersappear to share this view.) While administratorscontrol budget and fiscal matters, they keep thefaculty well informed as to trends and the effectson academic programs. This presently accepteddivision between academic and budget decisionmaking can continue in the future if both facultyand administration maintain fairly continuousconsultation. More formal rules may not be desirable but, if understandings become too diverse,they may lay up future problems. We found, forexample, varied understandings of when and howthe total strength of the Chicago faculty was to bereduced.Another area of possible conflict may lie in thepresent and possibly growing differences in practices between the professional schools and theCollege and divisions. Chicago, as is the case ofmany universities, permits its professional189schools to establish faculty hiring, promotion,salary, and governance arrangements differentfrom those in the College and departments. Therelative freedom to secure outside funds for a professional school's own use may immediatelybenefit a school but might create serious disparities among the schools and departments overtime that do not reflect the intentions of either theUniversity's administrators or its faculty. Nordoes this motivate toward cooperation with otherunits.There is the possibility that too widely separateroads may result in grounds for divorce.D. We wish to stress that we applaud (and envy)Chicago's flexibility. We note only that themaintenance of flexibility, like the preservation ofliberty, requires constant vigilance.RecommendationThe Committee recommends continuation of fullaccreditation at the highest degree level.This recommendation is based upon the generalexcellence of the institution, its faculty, programs, and administration.Visiting TeamMay Brodbeck, Vice-President for Academic Affairs and Dean of Faculties, University of Iowa. John Caughey, Jr., M.D., Dean Emeritus ofStudent Affairs and Professor of Medicine andMedical Education, Case Western Reserve University.Horst Frenz, Distinguished Professor of English and Comparative Literature and Chairperson, Comparative Literature, Indiana University.Fred Harcleroad, Professor of Higher Education and Director, Center for the Study of HigherEducation, University of Arizona.Francis H. Heller (Chairperson), Roy A.Roberts Professor of Law and Political Science,University of Kansas.Henry Koffler, Vice-President for AcademicAffairs, University of Minnesota.Lynne L. Merritt, Jr., Special Assistant to thePresident and Dean for Research Coordinationand Development, Indiana University.Rev. Daniel C. O'Connell, S.J., President, St.Louis University.Clara Penniman, Oscar Rennebohm Professorof Public Administration, University of Wisconsin, Madison.Richard Spies, Associate Provost and Professor of Economics, Princeton University.Alfred W. Swinyard, Associate Dean,Graduate School of Business Administration,University of Michigan, Ann Arbor.Dorothy Truex, Vice-Chancellor for StudentAffairs, University of Arkansas at Little Rock.190THE UNIVERSITY OF CHICAGO RECORDVICE PRESIDENT FOR PUBLIC AFFAIRSRoom 200, Administration BuildingA-lbert TannlerSpecial CollectionsJRL 130FAC EX$% rtlf iirar oeroerao32.ONW_ o zTJ I om S C 33D P ¦o5£ ¦o» oHOO i-r-2z >s O— CO0 SB3inT" O m•* r- O05 3