University of Notre Dame - Dome Yearbook (Notre Dame, IN)

 - Class of 1967

Page 33 of 360

 

University of Notre Dame - Dome Yearbook (Notre Dame, IN) online collection, 1967 Edition, Page 33 of 360
Page 33 of 360



University of Notre Dame - Dome Yearbook (Notre Dame, IN) online collection, 1967 Edition, Page 32
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University of Notre Dame - Dome Yearbook (Notre Dame, IN) online collection, 1967 Edition, Page 34
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Page 33 text:

Opposite, Rev. Jerome J. Wilson, C.S.C., Vice-President for Business Affairs. Below, Rev. Paul G. Wendel, C.S.C., Assis- tant Vice-President for Business Affairs. Bottom, James E. Armstrong, Secretary of the Alumni Association. Right, James W. Frick, Vice-President for Public Relations and Develop- ment. 29

Page 32 text:

ACADEMICS ADMINISTRATION Vice-President for Public Relations and Development James W. Frick views the task of his office as securing both understanding and support for the three functions of the University education, research and public service. His division includes such units as the Notre Dame Foun- dation, the department of division units, public informa- tion, the Alumni Association, and the Placement Bureau. Never working solely for the present, Mr. Frick is always planning for the Notre Dame of five to ten years from now. Although his office is not charged with ex- penditures or allocations of funds, Mr. Frick necessarily works in close coordination with the Vice-President for Business Affairs. The present list of projections num- bers twenty-three items, ranging from endowment of professorial chairs and student scholarships to addi- tional dining facilities for the new dormitories north of the Library. To realize all of these hopes would require some fifty million dollars within five years. Notre Dame alumni are traditionally generous, but the University has also been fortunate in having Ford Foundation support in the two challenge programs. The publicity impetus as well as the matching funds have been beneficial to both campaigns, while the challenge programs have considerably broadened the general base of support. Although the University ' s bid for an un- precedented third consecutive grant for a capital gift campaign is still under consideration by Ford, another drive will be necessary in the near future with or with- out Ford assistance. The independent fund-raising drives of Notre Dame have been amazingly successful as well, and the office of public relations and development manages its own publicity and contacts, rather than hiring an outside agency. Its success is characterized by the Foundation, which since its inception in 1947 has raised 100 million dollars for the school. The Valley of Vision campaign raised some $1,850,000 in the St. Joseph Valley area at a time when President Johnson was visiting it on a poverty tour. The many supporters with no other con- nection with the school leads Mr. Frick to consider the famous Notre Dame mystique as absolutely real. For the office of business affairs, the change in gov- ernance of the University will have an immediate and direct effect. Although the office has already begun to move in that direction. Vice-President Rev. Jerome J. Wilson, C.S.C., feels the new Board of Trustees will be even more insistent on programmed budgeting. The forecasting of the University ' s needs, from new profes- sors to increased maintenance costs, requires difficult present decisions for the next five or ten years of the school. One indication of the new emphasis was the reorganization this year of the accounting department for greater efficiency and better control in all areas. Henceforth appointed by the Board of Trustees, the vice-president for business affairs will report to a board with governing authority, not to an advisory board. Under the office of business affairs are the areas of finance, including accounting, investing and auditing; auxiliary enterprises, such as the Bookstore, Morris Inn and golf course; plants and equipment; and other gen- eral departments. Contrary to much student opinion, the University fees for room, board and laundry do not cover the ser- vices offered, including maintenance. And of some four- teen million dollars annual academic expeditures, stu- dent tuitions including scholarships cover only ten and a half million. While gifts and other sources of income make up the remainder of academic outlay, however, there are also unromantic hidden costs, such as needed expansion of the steam plant, for which gifts are generally unobtainable. Notre Dame ' s operating budget this year neared 31 million dollars, while two years ago it was 27 million. Hopes for greatly expanded facilities and development of the graduate faculty in the next five years emphasize the crucial demands to be placed on the office of busi- ness affairs, as well as the necessity for yet another fund-raising program, probably beginning next fall. 28



Page 34 text:

ACADEMICS ADMINISTRATION Rev. Joseph B. Simons, C.S.C., Dean of Students, con- siders the degree of concern people have for one anoth- er the major problem in society in general, as well as Notre Dame. In this light, concepts such as Stay hall, student responsibility and judicial boards cease being the general panacea they are often taken to be. Fr. Simons is personally pessimistic about struc- tural problems, considering them as perhaps attempts to escape the real issues. He was thus not surprised that this year ' s much-heralded rule changes had neither the positive nor the ill effect predicted; they have led neither to universal active participation in the halls nor to wanton immorality. Yet the changes were important, and he feels they have brought Notre Dame to a point of reasonable regulations rule for order, not for re- striction. Only three offcial University regulations re- main, and two of these were modified this year. The re- striction of liquor from campus is a State law, beyond the control of the Administration. The others, no cars on campus and no girls in the rooms, were altered to allow cars for organizations and off-campus students and to admit girls to the halls, but not, excepting foot- ball weekends, to the rooms. Despite Father Simons ' feelings that the rule changes have not noticeably altered campus behavior, most stu- dents associate a new liberality with him. Support for this is found in such of his phrases as tempering mercy with justice. Similarly, he seems interested in temper- ing ideals with experiments, and prefers to talk in terms of facts and realities rather than theories. One such experiment this year was the hall judicial board, which attempted to transfer even the remaining rules to the sphere of student responsibility. In the first year, great variation in the activity of the various hall boards was the most obvious result, but recognizing the possibility of opposition to the boards, as occurred notably in Lyons, Fr. Simons was apparently not as concerned as student government members that every hall be forced to establish a board. He insisted, in fact, that a judicial board must be effective and functioning for its judg- ments to be respected, and overthrew one board deci- sion when he felt the hall had made up a board only for that particular case. The right of closure of a judicial board he reserved to both students and rector, as well as to himself. Yet he feels it could be a reality that stu- dents determine all campus penalties. But self-regulation is only one element in the cre- ation of a community. As a residence university, Notre Dame ' s task is to build a community which educates through the living process as well as in the classroom. Particularly because South Bend does not overlap with the campus in offering cultural opportunities, Fr. Simons feels the overwhelming advantage for the Notre Dame student is to be close to the University. Although the difficulty some graduates have faced in adapting to other graduate schools may be a disadvantage of the close community here, Fr. Simons ' more positive view is that close ties developed here should inspire a stu- dent to stimulate them elsewhere. At its base, a community is individuals reacting to one another ' s needs, and Fr. Simons recognizes that the Notre Dame student shares the pressures and needs of modern society. Psychological and psychiatric needs on campus are probably greater than most would surmise. A counseling center to be initiated next fall will hopefully provide a more permanent foundation, from which any needed professional psychiatry will be more effective. The concern of Fr. Simons is that the students them- selves develop concern, and his experiments and plans this year were an attempt to promote involvement and self-discipline in the university community. Long conversations with students last spring set the tone of much of this year ' s work for Rev. Joseph Hoff- man, C.S.C., University Chaplain. Although he personal- ly sees many students regularly, Fr. Hoffman considers his office as primarily administrative, directing and co- ordinating the University ' s various religious activities and relationships. This year, however, he worked main- ly with the priests on campus. The spring discussions revealed that the students wanted a priest in the hall who is a priest, and not a disciplinarian. In addition, the University ' s bylaws broadly state that the Holy Cross Fathers shall serve in a pastoral capacity, in additio n to faculty duties. This semester, a study program in pastoral care con- ducted by Fr. Henri Nouwen for campus priests consid- ered the general role of the individual priest as pastor. Twice-weekly seminars were supplemented by four monthly workshops, in which specialists in pastoral training led discussions on pastoral conversations, young people and group counseling problems, individual counseling and liturgical community. About one-half of the priests participating were hall rectors. The goals of the program were both the instruction and development of the priests themselves and the bringing together of the campus priests into a cohesive unit. The process of placing trained persons in the halls as rectors and prefects is slow, but Fr. Hoffman sees it as necessary to tap the potential for great change with the living situation. Since he became chaplain two years ago, Sunday hall Masses have been established and a religious tone has been stressed in hall commu- nity. But for the present, liturgy and retreats must be emphasized, since both break the hall community into small groups. Other than these, I don ' t see anything right now that will have any real contact with the stu- dents. The religious community needs a leader, a pas- tor, but this man is not trained overnight. 30

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