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Page 18 text:
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Page 17 text:
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The University of Detroit is trying to make some hard de- cisions this year, decisions forced upon it by the changing situation of higher education that has af- fected so many other U. S. col- leges and universities. In retrospect, U. of D. seems to have reached its peak in the years around 1960. Enrollment at that time had reached a high of 12,000 students. The football team was still nationally known and com- petitive. The campus was still beautiful, covered with trees and free of fear and violence. The leadership of the Jesuits was strong, and their ranks were not yet depleted as they are today. The surrounding neighborhood was still handsome and well- kept. Most important, it was per- fectly clear to students, faculty and administrators alike why they were all here and what they were trying to accomplish. There was a security of purpose at U. of D. In the years that followed, events at U. of D. closely paral- leled the experiences of other re- ligiously affiliated colleges and by analogy, of events in the entire nation. Enrollment began to drop. As the neighborhoods around the University began to decay, crime rose further and further and spread inexorably to the campus itself. As their numbers and stat- ure shrank, the influence of the Jesuit priests diminished also. Students began to seriously ques- tion the tradition they upheld. By the end of the decade, the student protest movement had hit U of D, disrupting its operations for near- ly two weeks on one occasion. A very sizeable debt had been accumulated from several years of deficit operation. By 1970 the University was having difficulty in justifying its purpose when the degrees it conferred did not bring quick employment as they used to. The business of attracting enough freshman students each year had become a tough one. U of D secured the services of an advertising agency as the compe- tition between colleges for the dwindling number of students became more intense. For awhile it appeared that the University might try to meet these problems with a philosophy of minimalization. Special proj- ects and programs were set up on an ad-hoc basis. There was a marked unwillingness on the part of many to admit to a realistic as- sessment of U of D’s true situa- tion; this reluctance still persists in some areas. Too many allowed themselves the comfort of believ- ing that in spite of certain dif- ficulties, U of D was a large, cos- mopolitan school, with a wide reputation and a high academic standing. There was simply no justification for this belief. U of D is not well-known outside of the Midwest circle of Catholic col- leges. Even there, its reputation is solidly respectable, but not at all outstanding. This pretension pre- vented U of D from facing its problems for some time. In the end, the fiscal crisis fi- nally forced the University of De- troit to pause to take stock of its situation. With the assistance of a business and management con- sultant, Mr. William Nance, the University succeeded in eliminat- ing more than one million dollars from its yearly budget, and in bringing its accumulated debt under control. U of D’s over- structured and inefficient admin- istrative staff was trimmed by 80 people, and many of the part- time faculty and service staff were released. Titled the Finan- cial Improvement Program (FIP), this retrenchment was the most severe budget cut in the Universi- ty’s history. In at least a prelimi- nary way, it forced the University to set some priorities and make some realistic evaluations of its programs. As a survival measure, it has been successful; U of D’s budget is balanced this year, and should continue to be in the near future.
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