IN THIS ISSUE

" Where's Your Card? " For the Chilean Intellectuals

" Report of the Task Force on Athletic Policy " Volume 20, Number 12November 13, 1973 Goals & Timetables: Correction, Additions

Published Weekly by the University of Pennsylvania " COUNCIL: Report IX. OPENINGS " THINGS TO DO

Dr. Foster is survived by his wife, the former Albertine Ramseur, and their daughter, Marsha.

New Alumni Trustees Three alumni elected to terms as MARCUS A. FOSTER have been five-year alumni Trustees of the University: Mrs. Margaret R. 1923-1973 Mainwaring, Phoentxville, for the metropolitan Philadelphia "...a tragedy for all of us." region; Warren S. Griffin, Atlanta, for the southern region; and Anthony S. Minisi, Paoli, alumni Trustee at-large. Mrs. Mainwaring is the first woman to serve as an alumni-elected Trustee here. Mrs. Mainwaring, Ed '47, succeeds Julian S. Bers. Death of Marcus Foster She has served as president of the Association of Alumnae and of the CW Class of 1947. Mrs. was also Dr. Marcus A. Foster, a University Trustee and alumnus Mainwaring chairman of the 1973 Alumni She is a vice who became famous for converting tough; troubled city College. president of the General Alumni and has received its schools into and productive ones, was killed Tuesday Society proud Award of Merit. night in Oakland, California, where he had been superintendent of schools since 1970. Mr. Griffin, W '43, is a former president of Penn's alumni Dr. Foster and his aide, Robert Blackburn, were shot in club in Atlanta, where he is general agent for the National of He is a trustee the lot of their administration building by persons Life Insurance Company Vermont. parking Chamber whose names and motives remained unknown to Oakland of the Lovett School of Atlanta and of the Atlanta of Commerce. Mr. Griffin succeeds James W. Jr., police by the end of the week. Gray Marcus Foster's name became a household word in of Tampa. Mr. Minisi, W '48, L '52, succeeds James A. after his work as principal of Gratz High School. Salinger Philadelphia of Cincinnati. was an back and a member What had been called "the worst school in the city" became He All-American of Penn's last undefeated football team in 1947. He is a under his leadership one of the most thriving, and its truancy in the law firm of Wolf, Block, Schorr and rate dropped to a tenth of what it had been. Earlier he had partner Solis-Cohen; vice chairman of the Committee worked a similar transformation on the Catto Disciplinary Philadelphia of and a member of the school School. After the Gratz experience, he served as associate Seventy Tredyffrin-Easttown board and the Eastern Association of Football school superintendent for community affairs until Oakland Intercollegiate him in 1970. officials. He is a former president and reunion gift chairman tapped of the Class of '48. For his achievements he received the 1969 Philadelphia Award and then the 1971 Award of Distinction of Penn Education Alumni. SPECIAL SENATE MEETING As a Trustee, Dr. Foster served first on an urban affairs The Senate Advisory Committee has called a special committee, then on educational policy and student affairs meeting of the Senate on Wednesday, November 28 from 3 to 6 The order of business will be the unfinished committees. Trustees Chairman William L. Day expressed p.m. shock at the news of his death. "He was a close friend items on the agenda of the Senate meeting of October 31. personally, an educator highly respected by all of us in NOMINATING COMMITTEE Philadelphia," said Mr. Day. "We are going to miss him as a The Senate Advisory Committee has issued a call for Trustee and an advisor." nominations to the Nominating Committee. Names of can- "Marcus Foster was a distinguished educator, a devoted didates to serve on the Committee, which will nominate alumnus and Trustee, and a warm friend," said President the slate of 1974-75 officers, may be sent to the Senate Martin Meyerson. "His death is a tragedy for all of us who Chairman at 303 College Hall, or to any other member of have known and worked with him." the Senate Advisory Committee. -Paul Taubman. Chairman of the Senate A native of Georgia, Dr. Foster did his undergraduate work at Cheyney State College, then took his Master of OPEN MEETING ON TENURE Education degree here in 1949. He completed his Ph.D. at The Senate's Subcommittee on Tenure (of the Committee Penn last year, on using the Sellin-Wolfgang Index to on the Faculty) will hold an open meeting Monday, measure treatment programs for predelinquent and delinquent November 19, to discuss the Proposed Changes in Tenure boys. Dr. Ralph Preston, a longtime friend and chairman of Rules. All faculty-tenured and untenured, partially or fully his dissertation committee, spoke of the "brilliant, strong, affiliated-are invited to the meeting, scheduled 4 to 6 p.m. warm he was,'and of his for in the Benjamin Franklin Room of Houston Halt. person gift leadership -Maria Z. Brooks, the Subcommittee that crossed racial lines. Chairperson of

WHERE IS YOUR PLEDGE CARD? When the United Fund pledge cards were sent out this year, Senate Chairman Paul Taubman and Director of Memorial Programs Ray Saalbach promised you wouldn't be deluged with junk mail, begging letters, coy reminders slyly asking for an impossible allotment from your (we know it) dwindling paycheck. No. And what have Penn's United Fund leaders got for their reticence? Not enough. Certainly not enough for an organization which supports 250 agencies in Philadelphia and Montgomery, Chester and Delaware counties. A 5 percent projected increase in Penn's contribution (raising it to $80,000) is not too much to help so many, particularly when so many are our neighbors. Much of what we give will come back to West Philadelphia to finance community services for youth, for families, for health care. But you have seen the advertisements and the commercials describing United Fund services. We don't need to tell you again how necessary the United Fund campaign is. Where did you put your pledge card? If you don't know call Ext. 6173 and ask for one. And, remember, it's not junk mail.

FOR THE CHILEAN INTELLECTUAL COMMUNITY We have the names of a number of possible people in mind- several of whom earlier had distinguished themselves at letter sent Preside,:: on Following is the text of a to Meyerson universities in the United States. We request the opportunity to October 12 and to Senate on October 31 along with Dr. Alfred present these to you, and look forward to your affirmative and Kutzik's motion, below. The motion is scheduled for discussion supportive action. at Senate's November 28. special meeting Jere R. Behrman Daniel D. Perimutter Dear President Meyerson: Robert E. Davies Charles C. Price The Chilean intellectual and academic community suffers Lawrence R. Klein Thomas A. Reiner deeply from the tragedies of the military coup, symbolized by the William L. Kissick W. Allyn Rickett sacking of the home of the late Nobel Laureate Pablo Neruda and the militarization of the universities. While there is much we Alfred I. Kutzik Donald E. Smith cannot do, it is in our hands at least partly to counter the assault John S. Morgan Henry Wells upon intellectual freedom in Chile and upon the integrity of the worldwide academic community of which we are a part. PROPOSAL FOR FACULTY SENATE Many of Chile's university members saw the Allende faculty In view of the and situation of government as a vehicle for societal regeneration. They worked tragic dangerous many with it to mold what they saw as a model of an alternate academicians and students recently ousted from their universities in Chile, it is development style. Now they have their studies and careers hereby proposed: interrupted if not destroyed, their means of livelihood eliminated I. that the Senate support the request of fourteen of its and in many cases themselves imprisoned, their possessions members to President Meyerson to enlist the efforts and resources ransacked, books burned and their very lives in peril. of the University to provide places here for a number of scholars and Our own University, like many others in the USA, has the students now unable to work and study in Chile for political reasons; enriching and ennobling tradition of offering asylum to scholars in need of refuge. It has on its illustrious rolls refugees from 2. that the Senate urge each department and school to consider many dictatorships. We therefore believe our University has an appointment for the coming term of one or more Chilean obligation, and an opportunity, to extend a welcome to a number academicians as visiting professors or lecturers and that the of scholars now unable to work in Chile for political reasons; to University seek special funds to supplement existing departmental admit a number of Chilean students who have similarly had their resources for this purpose; studies terminated; and urge that the prestige of the President's 3. that the Senate the office be used to enlist the efforts and resources of the entire urge University administration to arrange for admission during the coming term of a number of qualified University in this cause and encourage similar action by other Chilean students; institutions of higher learning. 4. that the Senate call upon members of the University Offered a sanctuary, an opportunity for regeneration, at the of the community in a position to do so to volunteer home hospitality University Pennsylvania, talents and insight of scholars and work for such and students until are able who in many cases were observers of some of the space faculty they participant to make other arrangements, and; most significant events in the developing world, could be put to excellent use in our own University and shared with the larger 5. that the Senate call upon the administration to provide community. We know that many of our students and faculty leadership for University action in this area. would benefit from close interaction with Chilean scholars. -Alfred I. Kutzik, Assistant Professor of Social Work

2 ALMANAC November 13, 1973

The following report, submitted to the President and to the Provost this fall, is being circulated to various University committees and consultative groups for comment. Responses may be sent to the Office of the Secretary, 112 College Hall.

Report of the Task Force on University Athletic Policy

I. PROCEDURES AND METHODOLOGY

On March 16, 1973, President Meyerson appointed this Task September 30, 1973 Force on University Athletic Policy in accord with the final recommendations of the University Development Commission. The spirit of this report is one of conservation and The purpose ofthe Task Force, as described in the Development consolidation. This posture entails a redefinition of Commission report and in the subsequent implementation the role of intercollegiate athletics and recreation document, was to recommend policy for establishing proper in a major educational institution with its particular levels of University support for athletics and recreation. social base and environment. If the recommendations In its final report of January 1973, the Development Com- mission the for such of this report are into force, we believe that the gave following background recommending put a Task Force: present athletic programs can be expected to assume a major role in the educational and intellectual life ....The Department of Intercollegiate Athletics received a of this University subvention of approximately $1,300,000. Controversy rages over The context which we our analysis whether this is justified. Many claim that athletics are im- from approached to alumni of the others are and portant support University; skep- and prescription is the history of the University tical. With the development of a large undergraduate student the aspirations for its future. In addition to our population in residence, athletic events are increasingly awareness of historical considerations, we were popular and attractive; they encourage intramural athletics; valuable On the other hand, some conscious of the circumstances that led to the creation and they are to the athletes. and some students feel that the is too this task The has faculty present program of force. University undergone costly when academic activities face financial cuts. Over the and is now in the midst of considerable change. This past few years, eight freshman and five junior varsity sports change called for a review of the athletic sector and have been dropped and the budget committee has continuously its within and without the scrutinized the department. Furthermore, since Pennsylvania relationships University. to the and in athletic events as of a belongs Ivy Group plays part We have concluded that continuing support for its membership, it is aware of the variety of considerations strong athletic program will benefit the University which motivate its sister schools in athletics. as a whole and will facilitate the achievement of its goals. The Implementation Report of February 20, 1973, added: "Such a study should be charged with recommending policies for support of athletics and recreation. The Task Force will Chat Blakeman have to consider Pennsylvania's possibilities in the light of Ivy Henry Teune practices and policies. The Council and others will be asked to Ralph Preston, ex-officio comment on the findings and recommendations." Philip Mechanick, chairman This addition reflected the opinion and advice of the University Council in response to the preliminary draft report of the Development Commission, which had recommended that the University's athletic subvention be left unchanged.

ALMANAC November 13, 1973 3

The Task Force set out to define its goals in terms of these 4. "Faculty Perceptions of Intercollegiate Athletics at recommendations. It interpreted them to be: Pennsylvania," November, 1971 1. To formulate a philosophy and rationale for recreation and athletics for a university such as Pennsylvania. 5. Minutes of the University Committee on Recreation and 2. To recommend policies that would realize these goals. Intercollegiate Athletics and the Council Committee on 3. To identify components of the recreation and in- Recreation and Intercollegiate Athletics. tercollegiate athletic department activities so as to provide a In addition, the Task Force received a wealth of financial data basis for budgetary allocation and planning. from the administration, including the DRIA (the Division of The Task Force was charged with completing its work by Recreation and Intercollegiate Athletics). The data offered not September 30 and we decided to make every effort to comply only a broad overview of DRIA expenses and income, but also with this deadline. With this time constraint, we had to decide showed the approximate costs of each of its programs, the upon realistic and efficient procedures to accomplish our goals. amount of financial support each program received from The way in which we sought to gather information and ideas alumni and other friends, and so forth. was to define groups and constituencies within the University. As stated earlier, interviews with members of the community First, we ourselves determined the most obvious of such were not intended as a poll of various opinions. Rather, we organizations and areas and solicited individuals with key roles wished to elicit new ideas and perspectives on the athletic in them to meet with us. Second, we consulted with program at Pennsylvania. A summary of these ideas follows. knowledgeable people in the University administration and Ours has been a small task force, and we recognized from the facultyto identify others who would provide useful perspectives outset that any pretense of representativeness was unrealistic. on the issues involved. Third, those who appeared before us The three members of the Task Force had no history of direct were asked to suggest additional individuals. Finally, we involvement with the athletic program, except insofar as Mr. communicated to the entire University through notices in the Blakeman's previous tenure as editor-in-chief of the Daily Daily Pennsylvanian and Almanac the nature of our un- Pennsylvanian may be viewed as such. The ex-officio member dertaking and solicited all ideas and views. We were open to all of the Task Force was appointed because of his position as written communications and, as time permitted, we met with chairman of the University Committee on Recreation and In- those who responded. In addition, in order to reach alumni, we tercollegiate Athletics and of the Council Committee on asked for the assistance of the Vice President for Development Recreation and Intercollegiate Athletics. We agreed from the a similar and Public Relations, whose office sent out com- beginning that (a) we could present our own judgment only and munication to alumni. (b) we couldnot offer expert or professional judgments. The Task Force takes full responsibility for the selection of The Task Force interviewed members of the University the groups and individuals with whom it communicated. We are community during regular semi-weekly meetings. These in- fully aware that there are many other people who could have terviews were advertised in campus publications and every contributed, had there been time. The procedure we adopted attempt was made to schedule early those who would be away was designed to elicit ideas and perspectives, rather than from campus during the summer. In addition, the Task Force opinions and attitudes. Although we explored the possibility of met with several alumni and received numerous letters from systematically gathering opinions by polling within the other alumni. we were value University, decided that such surveys of dubious Three main themes appeared in the interviews: the ad- because the cost and time constraints prohibited our doing so in ministrative relationships of the DRIA; the scope of the in- a professionally acceptable way. tercollegiate program at Pennsylvania; and the recreation and The Task Force held hearings approximately four hours a intramural athletics programs at the University. week, in two sessions, from April through June. Interviews varied generally from one half hour to one hour in duration. Because we were under substantial time pressure to meet with A. Administrative those who would be leaving campus at the end of the academic Relationships students and certain faculty members were scheduled year, 1. members andmembers early. Faculty of the administration who testified to Task Force often commented on the DRIA's We were aware that publicity of our deliberations and un- the from the administrative structure of the dertakings could have created difficulties and misun- estrangement Students also indicated that a derstandings, especially among those not situated on the University. indirectly problem exists comments that the administrative staff of the campus. Wemade every effort, therefore, to prevent this. through The Task Force worked from internal sources. The DA are inaccessible to them. entirely We learned that the administrative structure of for Task Force did not consult with outside the University reporting persons the DRIA involves to several different senior officers of nor attempt a detailed comparison of Pennsylvania's athletic relating the University who are concerned with different The program with others. budgets. testimony of all parties concerned, including the Director of the DRIA, indicated that this arrangement is unsatisfactory. Several modifications were suggested:

1. That the Director of the DRIA report directly to the II. DATA COLLECTED Provost, emphasizing that athletics and recreation are essentially part of the academic program; 2. That the Director of the DRIA report directly to the Vice The data base of the Task Force consisted primarily of in- President for Management, emphasizing the role that athletics ternal reports and documents and interviews with members of plays in public relations and Commonwealth relations; or the University community. Among reports at our disposal were: 3. That the director of the DRIA report to an administrative 1. "The Ivy Group Agreement," 1954 and as revised group, consisting of the President, the Provost, and the Vice 2. Report of the Athletic and Physical Education Survey President for Management. Committee, January, 1965 One consistent theme was that the current structure, in which 3. "Report of the Faculty Committee to Study Athletic the Director of the DRIA is directly responsible only to the Policy of the University of Pennsylvania," June, 1965 President, is unsatisfactory. 4 ALMANAC November 13, 1973

B. Intercollegiate Athletics at Pennsylvania where students, faculty members, and administrators can meet informally and in a way that is not often possible in other areas. That successful teams enrich life was a Testimony to the Task Force made one thing perfectly clear campus point seldom The University should remain in the Ivy League disputed. very early: The external benefits from the are more varied. There was nearly unanimous agreement on this fundamental program athletics form a vital link between alumni and point. 'Beyond that, opinions differed. Intercollegiate the University. Whether this translates into more successful fund-raising is an unanswered question. As one person stated: "The factors affecting the productivity of the University's 1. Level of competition within the league sources of gift fundsare too many and too diverse to permit the with who testified the level of com- correlation of fund-raising results any single factor, Nearly everyone thought whether it athletics activism." within the is too for it is a be or petition Ivy Group high, approaching It a of those for such fund- of that notwithin the of the was general feeling responsible degree professionalism is spirit Ivy however, that a successful athletic serves Most also felt that it would be unwise for raising, program League agreement. not to create an of enthusiasm and to act on this matter and that the only atmosphere optimism, Pennsylvania unilaterally a forum at which alumni can renew their ties to the reduce this level is for the Presidents of the but also only way to Members ofthe and Public Relations member schools to such a reduction on a University. Development negotiate League- office were able to demonstrate that, at the least, wide basis. Administrative officers from the DRIA and very athletics constitute a link between the and athletes were most in that it would be strong University emphatic stating wrong some of its most benefactors. to send athletes from into in which generous Pennsylvania competition A number of alumni with various associations with teams had an Others commented that large opposing advantage. the wrote to the Task Force about the in- could act A few that, University Pennsylvania unilaterally. suggested athletic Almost said since for the current tercollegiate program. unanimously, they Pennsylvania is significantly responsible that reduction in the size of the escalation and is the athletic force in the it they opposed any program. strongest League, expressed enthusiasm that Pennsylvania teams, could take certain on its own without disadvantaging our Many steps especially in basketball and football, were finally having athletes. seasons, and remarked that a return to the time Another was to eliminate round-robin tour- winning they suggestion when these teams were not winning would be most unwise. naments within the the Ivy league structure, League, keeping Many commented that they attended games and felt a strong but a League "champion." It was suggested that eliminating bond with the teams and expressed pride that Pennsylvania the University could schedule half the members of the League was now the a numberof on It was leading Ivy League in sports. one year and half the next, an alternating basis. Commonwealth relations were also mentioned as an area that this would soon reduce the level of suggested procedure to which athletics makes a contribution. Members of the competition. legislature do follow the won-lost records of Pennsylvania teams and are favorably impressed by winning teams. 2. The scope of athletics at Pennsylvania Moreover, as with alumni, legislators often attend sports events, especially basketball and football games. Some ad- There was considerable discussion as to whether it was ministrators commented that the games provided a unique wise for the University to field seventeen male teams in in- and important forum for meeting with legislators and other tercollegiate competition. Those in favor of the status quo felt political leaders. it would be most difficult to keep and attract qualified per- sonnel to an athletic program which appeared diluted in any way. Such personnel are interested in the total athletic and not the individual sports. Also, some com- program just C. Intramural mented that Pennsylvania's ending its Ivy League competition Sports in those which do not usually enjoy a large audience or sports The third major theme which emerged these interviews receive much publicity would appear to the public as a brand in The current a wide was intramural sports. Generally, students felt that the in- of "commercialism." program emphasizes receive deserves. of said, which reaffirms tramural program does not the attention it variety sports, they Pennsylvania's While there are a number of students desire to involve the largest number of spectators and par- great who participate, these programs receive little publicity, and there is a lack of ticipants possible. related to various residential houses. Students others, students, and also felt that programs Many especially faculty to the need for a central for the minor other than football, basketball, specifically pointed place daily sports (those hockey, of results and team and soccer) should be fielded on a local basis saw posting game standings. They suggested only. They that a member of the DRIA's staff have the administrative few benefits from in such as resulting Ivy competition sports for that this is done. baseball, and They commented that responsibility seeing golf, fencing, wrestling. The was also raised that discontinuation of the travel and costs could be reduced if competition in point physical coaching education requirement has left a void not effectively filled by these were on a local level. sports put the current recreation program. No one suggested a return to mandatory physical education classes, but many felt that a 3. Benefits from the current program program more strongly linked to the academic sector is in or- der. Thisconsideration would seem especially importantin such Those who testified before the Task Force pointed out carry-oversports as tennis andswimming which can be enjoyed benefits both internal and external to the University resulting throughout life. from the current intercollegiate athletic program. Internally, We also found also that, for a great many students, the in- it was agreed that successful teams contribute to a sense of tramural program does not offer a level of competition com- unity and bolster morale. The successofthe basketball team in mensurate with their abilities and experience. For example, recent years wasa case in point most often cited. Such success many studentp who played varsity sports in high school, some is beneficial not only to the participants but to the many even recruited for their athletic abilities, are not able to make spectators as well. The athletic events also provide a forum the varsity team at Pennsylvania. Others are sufficiently

ALMANAC November 13, 1973 5

talented but do not wish to devote the time necessary to varsity sylvania, Cheyney, 1940). After two decades, this policy of competition. Based on the interviews it would seem that an stressing amateur participation was replaced by a new em- appreciable number of men and women, both graduate and phasis on success in intercollegiate competition: "Victory with undergraduate, fall into this category. For them the present honor will continue to be the objective of the Red and Blue in intramural program is not sufficient. Many of those for whom intercollegiate athletics. A competitive spirit should be en- regular intercollegiate competition is inappropriate would like couraged, and teams should never be content with defeat." to compete on a less competitive scale with other schools. (From the Report to the Trustees by President H.E. Stassen, Women's varsity sports are also offered under the Depart- 1953). ment of Recreation. The women with whom we felt that spoke In the year, however, the University the Ivy this has resulted in their not the kind of following signed arrangement receiving Agreement which regularized competition among its and feel It should be noted League coaching supervision they necessary. members and espoused the philosophy of the scholar-athlete. that were confident that the DRIA was attention to they giving Pennsylvania subscribed wholeheartedly to this philosophy and their endeavors, but they felt that it would be more appropriate subsequently again de-emphasized varsity athletics. administratively for their varsity sports to be classified under intercollegiate athletics rather than recreation. As it is now, The decline of athletics which followed this agreement also there are eight womens' teams, each of which plays a local reflected the primary concern of the University in the 1950's schedule of about 7 games. We were told that the program is not withthe development of academic programs and facilities. The developed enough, from either the player or coach standpoint, consequences of the decline of athletics at this time were ex- to engage in Ivy League competition in thenearfuture. pressions of dissatisfaction on the part of alumni, poor at- Overall, then, we were told that the intramural program, tendance at athletic events by students and faculty, and wide- while serving the needs of many, contains a potential for spread concern aboutthe public image of the University. unifying the student body which is not being realized. Many In 1964, President Harnwell recommended to the Trustees students remarked that, given a little more attention, the in- that a broadscale survey be made of the entire athletic program tramural program could be a unifying force as strong as the at the University. Upon formal authorization by the Trustees, an intercollegiate program, especially given the evolution of the Athletic Survey Committee of twelve was appointed. Trustee residential life of the University. members were designated by the Chairman of the Trustees, faculty members by the University Council, and alumni by the D. Costs of the Current Intercollegiate Program. General Alumni Society and the Varsity Club. In January 1965, it presented its report, recommending, among other things, a A number of faculty members commented that the athletic faculty-student-administration-trustee athletic council that program costs an inordinate amount of money and that the would be given authority for concrete action, a director of recruitment of athletes damages the quality of incoming athletics responsible to the President, more effective recruit- classes. On the other hand, officers responsible for admission ment of students with athletic ability, increased financial aid to and financial aid stated they do not feel that the current every student who needs help, an improved tutoring program, program hurts the quality of incoming classes in any dramatic an eligibility policy that would be more therapeutic and less way, although the average recruited athlete has test scores penal than the one then prevailing, and improved athletic and below the average. recreational facilities. Others said that the current program was so strong that it A Faculty Review Committee, chaired by Professor Dan overpowers other activities, such as theatre and music, so that McGill, was appointed by President Harnwell to evaluate the it damages the intellectual climate of the University. They Athletic Survey Committee's report. It supported some of the pointed out that attention seems riveted to the performance of latter Committee's conclusions, differed on others, and offered certain teams at the expense of non-athletic activities. Still some of its own. other faculty members expressed their strong support of the present intercollegiate athletic program, feeling that it Some of the recommendations were: significantly enhances the academic experience and con- structively complements other extra-curricular activities. 1. That the Athletic Council give highest priority to a re- examination of the University's programs in intramural athletics, informal sports and physical education. 2. That the President discuss with other members of the Ivy III. THE PRESENT CHARACTER AND PURPOSES League whether additional controls can prevent escalation of undue competitive pressures among members of the Group. OF THE ATHLETIC PROGRAMS 3. That the athletic and physical education activities of the University be organized within a single department. A. Historical Context 4. That an Athletic Council be appointed by the President to advise him on Athletic Policy. The Council was to be composed It is necessary to be aware of the evolution of the present of 21 members: five administrative officers, including the athletic programs at Pennsylvania, for that evolution has been President, Provost, and the Assistant to the President for decisive in shaping the choices we now have. We have reviewed Athletic Affairs; seven faculty members nominated by the the relevant events and trends in the recent history of the Steering Committee of the University Council; three trustees University, and we have based most of our conclusions on our nominated by the Chairman of the Board of Trustees; three interpretation of these historical developments. alumni nominated by the President of the General Alumni In considering the recent history of the athletic program, we Society; and three students, at least one of whom would be a started with 1931, when the so-called "Gates was woman. ".. plan" ap- proved: intercollegiate athletics, heretofore practically 5. That the Chairman of the Department of Athletics and under alumni management, became a budgeted department of Physical Education report to the President through an Assistant the university....Not only were professionalism and doubtful to the President for Athletic Affairs. The Assistant to the practices in football and some other sports eliminated or much President should be appointed from faculty members on the diminished, but the number of students taking part in com- Athletic Council and should serve concurrently as Chairman of petitive games and in ordinary outdoor exercises was much the Athletic Council and a member of the University Council. increased." (From the History of the University of Penn- These were the blueprint for the present intercollegiate

6 ALMANAC November 13, 1973

program. By the end of the 1972 academic year, these goals B. Implications j These Historical Considerations related to the intercollegiate athletic program were essentially with Respect to Athletics. realized. A and 1965 determination of the character purposes of athletics Shortly after the reports were issued, the academic and was cannot be made independent of these historical contextual status of the physical education program relegated to that and all the factors, for athletics is involved with relates to of them: of a voluntary recreational program, managed by newly- 1. Recruitment of Students: Excellence and unified DRIA. The of the new of Recreation Achieving Diversity goals Department Crucial fulfillment of for the set forth were to achieve wide in a of to the the goals University program participation variety in the ofthe Commission the recruitment all members of the University community, with report Development is sports by of a diverse student body of academic excellence. The professional instruction in those activities where facilities and full in University must necessarily, therefore, providethe range of demand justified. During the subsequent years participation available at the institutions with which we are has and has included opportunities intramural sports become extensive for these students. At all For the most competing present, Pennsylvania cannot almost sectors of the University community. attract these students on the basis of its academic excellence of the recreation have been part, the original goals program alone. Our to lies in other factors fulfilled. ability compete effectively which are difficult to assess. Our judgment is that, among these Another significant aspect of the historical context is the factors, a successful intercollegiate athletic program and full transformation of the University from a partially residential range of athletic activities are instrumental in making Penn- institution to one that is primarily residental for students and sylvania attractive to applicants and in inspiring them to come has an identifiable and coherent campus. Concurrent with this here. There is some evidence that a strong athletic program is development, there was a decline in the traditional especially attractive to students from middle-income families, organizations for undergraduate life, such as fraternities and particularly those in small communities. This is one of the sororities. Moreover, the University embarked on a program to groups that the University aspires to attract in order to diver- diversify the characterof the student body. Still another related sify the student body. The point has also been made that change was the abandonment of the in locoparentis policy. As athletics are one arena in which some students from minority students came to be viewed as members of the academic and socio-economically deprived backgrounds may be able to community, the University sought to provide facilities and distinguishthemselves and thereby foster their college careers. programs to enrich its community life. In the face of these changes, each making a greater demand on University 2. The Changing Character of Campus Life resources, sources for new funds have decreased, and many of One of thedecisive changes at the University in recent years has the old sources have diminished or disappeared. been the evolution ofa student body that is primarily residential The concept of the University of Pennsylvania as an urban and for whom the campus is the focus and center of their per- university has taken shape during the last decade. This sonal lives during the academic year. Our evidence is that in- development has been shaped by the twin goals of maintaining tercollegiate athletics and recreation meet the need for on- coherence in the campus community and of reaching out to the campus activities, having unanimous support from all sectors. surrounding community. As a result, there has been an increase For young people in particular, sports provide an important in costs and expectations that strain the capacity of the means for active physical expression, which in turn has University to build community internally and establish new significance for their physical and emotional well-being. The relationships externally. wide participation in intramural sports at Pennsylvania is a measure of the success of the policy decision to discontinue the required physical education and to provide, in its stead, a Also important has been the changing relationship of the broadly based voluntary recreation program. It is not clear, Commonwealth to higher education. In particular, the creation however, whether this transformation has also been successful of new and the expansion of old State-related universities in instilling interest in carry-over sports, as had been hoped. highlighted the need for the University of Pennsylvania to The changing character of our campus life has also had im- justify its continuing support by the Commonwealth. The in- plications with regard to the inter-collegiate athletic program. creasing demandson the State for its resources have resulted in Given the diversity and size of the University, there are very an actual decline in the proportion of the University budget few opportunities for people to come together on the basis of supported by the Commonwealth. Furthermore, public their shared membership in the University community, rather universities throughout the country have dramatically im- than as students, faculty, or administration. Intercollegiate proved their quality, so that they areattracting many of the best athletics is one of the few focal points for community par- of students. The rising costs of private education have ticipation. Because of the increased residential nature of the challenged acceptance of the distinctive benefits of private campus and decline of fraternities and sororities, the University education. Finally, the relationship of the University with its has recognized the necessityof building sub-communities within alumni has undergone significant change in the past several the University. One ofthe bases for such small sub-communities years. Increasingly, the alumni are maintaining on-going is the fostering of their identities by reinforcing internal social relationships to the University. structures through intramural athletic competition and through attendance at spectator sports. Partly in response to these developments, but chiefly due to a deteriorating financial situation, the University undertook to 3. Relationship to Alumni formulate a policy for the future through the work of the Our evidence isclear that the alumni view athletics as a critical University Development Commission. The thrust of the report link to their University. This attitude appears to be universal of this Commission was that the quality of the undergraduate among the alumni who respondedto our inquiry. (They included experience should be strengthened and improved through alumni who did not appear to have a primary emotional in- renewed emphasis on undergraduate education and the enrich- vestment in athletics) We have found that a good athletic ment ofUniversity life. The integrity and unity of the University program is highly important to alumni, although we cannot was a key theme, with emphasis on the significance of all judge its precise relationship to Annual Giving. There are no aspects of campus life, both academic and non-academic. The hard data available to clarify this question. Our impression, success in achieving these goals is dependent on the Univer- gained from members of the administration who work with sity's attracting the very best students in the face of an an- alumni, is that there is such a relationship and that our athletic ticipated decline inthe total available pool of such students. program has a calytic effect in fund-raising. ALMANAC November 13, 1973 7

4. Relationship to the Surrounding Community program successfully fulfills its task with respect to the The University is no longer considered by the local community University community may divert attention from alternate as an entity unrelated to its interests. The University's means of achieving these goals, such as performing arts, in- programs, activities, and facilities are increasingly utilized by tellectually-oriented societies, participation in contemporary this section of Philadelphia and by the wider community, as issues of national and international importance. A successful well. The athletics area serves as one important vehicle by athletic program can, by its sheer size and impact, overshadow which Pennsylvania has served the community, without im- these alternate modes. (4) The requirements of a successful pairing the University's primary commitment. We see this as a intercollegiate program are distinct from those of an in- significant contribution which athletics have made to the tramural athletic program that successfully contributes to the University's goal of reaching out to the community. quality of campus life. In many respects, the two sets of needs 5. Relationship with the Commonwealth are mutually complementary, but there are also inherent Our intercollegiate athletic program has provided an important tensions in attempting to balance them. means by which the name of the Commonwealth has been enhanced regionally and nationally. While athletic success cannot by itself Commonwealth it does justify support, provide IV. INTERPRETING AND UNDERSTANDING an areaofinterest common to theUniversity and to political and other leadership in the Commonwealth that has facilitated PROBLEMS RELATED TO ATHLETICS communication and understanding. It is our opinion that there are no equivalent alternatives to an attractive athletic event A. The Problem of Ambivalence toward Athletics andto an effective athletic program forthese purposes. 6. The Public Image of the University Perhaps, of all the programs at the University, the one that The University's membership in the Ivy League, which is has been singled out most for scrutiny and study is athletics. essentially an athletic conference, put the University in a Virtually on a cyclical basis there have been periodic re- category with several of America's top schools The Ivy League evaluations and resultant shifts in policy. We viewed these has been a consistent and significant means by which the alternating attitudes as reflective of intense ambivalent feelings University has come to the attention of the general public. We toward athletics in the various sectors of the University. recognize that we receive academic prestige through such an Illustrative of this ambivalence is the individual who en- athletic association, and we also recognize that this benefit thusiastically attends basketball games while opposing, in embraces the danger of relying on athletic achievement as a principle, the University's support of a strong athletic program. substitute for academic excellence. Although the University We felt we could best understand the nature and basis of this obtains substantiallymore media coverage through its research ambivalence by considering the component issues. endeavors, sports news probably has a more extensive, and a 1. The values of a competitive athletic program under greater emotional, public impact. Sports are, in the American professional guidance are incompatible with many of the values setting, an important means by which most universities and that characterize inquiry and scholarly investigation. At the colleges relate to the general public. riskof overstatingdifferences, we wouldpose the following: a. In scholarly investigation uncertainty and ambiguity must be tolerated. Inathletics decisiveness in the framework of win- Thus far we have viewed athletics with respect to the variety lose is characteristic. ofwaysin which it servesthe University. We must also consider b. Scholarly inquiry is generally dispassionate and demands the resultant problems in cost, both financial and non-financial. objectivity. Competitive athletic involvement is passionate The University has achieved the goal established in 1965 of a and partisan. successful athletic program that yields a variety of important c. Scholarly inquiry takes place within the privacy of the benefits. During the intervening years, however, the major laboratory and the library. Athletics takes place in the public developments we have discussed have directly impinged on the arena and seeks notice and attention. fulfillment of these goals: the rising cost of the athletic program d. The argument is made that the personal qualities of the in theface of declining resources; the relatedneed for increased athlete and the scholar are parallel, in that they share such Commonwealth support; the development of a campus life that common characteristics as perseverence, cooperativeness, requires investment in new social structures; the commitment and determination. The requirements for success in the two to local community outreach; and, most recentlyin the work of areas are, however, basically different: one is deliberative, the Development Commission, the goal of achieving "One the other decisive. One demands contemplation, the other University," which integratesthe various divisions and which is demands training and automatic responses. One is in- hailmarked by academic excellence. tellectual, the other is physical. One is based on persuasion, These changeshave brought to the fore a number of questions the other on physical dominance. and problems: (1) The fulfillment of the goals adopted in 1965 2. The goals and purposes of athletics and academics are required that Pennsylvania matriculate students who could different. Sports, at the very minimum, attempts to demon- successfully compete in what are now seventeen varsity sports. strate superiority in physical accomplishment and to enhance The overall impression is that the academic standing of these the physical well being ofthe participants. Academic efforts are students is less than the average of the student body. We have in the service of advancing and transmitting knowledge. no been able to assess this cost in a precise way but note that 3. The orientations of the two areas differ. Academic this situation contrasts with the goal of upgrading the academic departments have their primary direction internally through quality of the student body. (2) The extent to which the in- their campus constituencies. Athletics are primarily directed tercollegiate athletic program is successful may offset or be a externally through its competition with outside institutions and substitute for the image of academic excellence to which we through its concern with public relations. aspire. Where a university has manifest academic quality as 4. The styles and moth operandi of the two areas are also well as successful athletic teams, such success is viewed as different. The fundamental principle of the academic sector is consistent with the superiority of that institution. Where equality collegiality. Athletics must necessarily be hierar- academic excellence is less strikingly evident, investment in chical. We wish to stress that these discrepancies do not, in our successful athletic teams may be viewed as compensatory and opinion, carry value judgments. They simply reflect the dif- even as a sign of deficiency. (3) The fact that the athletic ferent goals, values, orientations, and styles, that are inevitable 8 ALMANAC November 13,19"

in two widely differing endeavors. These differences do, opportunities for participation in sports at the level of their however, lead to misunderstandings and tensions, even though competence are presently limited. both converge in their commitment to the welfare of the Another element segregating intercollegiate athletics is the University. These differences serve to explain the unease of Ivy League requirement that participants be undergraduates. many faculty and students with a highly visible athletic Thus, graduate students, regardless of their abilities, are program, on the one hand; and, on the other, the sensitivity of relegated to the recreational program. There is no middle members of the athletic department to attitudes and opinions ground. Manymembers ofthe University community have, as a about athletics expressed in the academic sector. result, come to view the varsity athletes as a special and vir- tually separate group within the community. B. TheProblem Relating tothe IvyLeague

At the levelof the Ivy League, there wasan attempt to resolve D. The Problem of Recreation these conflicting principles bylegislating a re-affirmation of the classical ideal of the totally rounded individual, the competent Both recreation and intercollegiate athletics are administered scholarwith athletic prowess. TheIvy League agreement states as departments in a single division. As a whole, this as follows: arrangementhas led to substantial efficiencies in the utilization of personnel and facilities. With these advantages in mind, we see a problem in the fact that the rewards to the DRIA for each The Group affirm their conviction that under proper conditions of these two activities is quite different. Success in in- in athletics offers intercollegiate competition organized tercollegiate athletics leads to enhancement of professional desirable development and recreation for players and a healthy careers of staff, and status their and the focus of These conditions that the respect among peers in collegiate loyalty. require at and and satisfaction players shallbe truly representative of the student body and not community large, appreciation from the composed of a group of specially recruited athletes. They fur- individual athletes with whom they work. In recreation, on the ther require that undue strain upon players and coaches be other hand, the rewards for a successful program are much eliminated and that they be permitted to enjoy the game as moresubtle andless compelling: appreciation by the University participants ina form of recreational competition rather than as community, statistical indication of a high degree of par- professional performers in public spectacles. In the total life of ticipation, and personal satisfaction from successful programs. the campus, emphasis upon intercollegiate competition must be Indicative of this difference in rewards is the discrepancy in kept in harmony with the essential educational purposes of the which each Some members of the institution. publicity activity enjoys. University community have questioned whether the DRIA pays sufficient attention to its recreation component. We have found no case in which a reasonable need or request for a recreation This agreement did not, in our opinion, confront the fact that activityhas gone unmet. What we have found, however, is that resources were not equally able to attract athletes. Members in the policy of the University towards recreation is perceived as less favorable positions, therefore, felt compelled to recruit one of passive response to demand, rather than active initiation more intensively in order to be competitive. This situation in and stimulation of programs. This perception is reinforced by turn, has led to higher levels of competition within the League. the reward system. Another factor in this tendency has been the impact of the trend The importance of a strong recreation program is intimately in American professional athletics to increase the quality of linked to the need for diverse activities on campus. Closely teams and escalate competition. This trend directly affected linked to this consideration is the challenge of meeting these intercollegiate athletics, inasmuch as professional teams are needs in a University which is located in the midst of an urban keenly interested in and recruit college players. One result of setting. this has been mounting pressure at the intercollegiate level to provide performance that is increasingly better than amateur and, thereby, achieve a greater degree ofpublic interest. E. The Problem of Administrative This problem of mounting escalation has been recognized by Linkage themembers of the but there is no indication of Ivy League, any there imminent resolution of it. As a is Because of its diverse functions, is no obvious way that consequence, Pennsylvania of the faced with the dilemma of either to be the DRIA can fit into the administrative structures continuing competitive Under the the of with its peers or unilaterally effecting a change, either by University. Ivy league agreement presidents the member institutions retain ultimate over downgrading its intercollegiate program or from authority League withdrawing which mandate a of access between the director the League. policies, degree of intercollegiate athletics and the president. Because of its important role in relation to the alumni, and the the DRIA C. The Problem Appropriate Opportunities Commonwealth, local community, region, its activities for CompetitiveofAthletics must necessarily coordinate fund-raising through the Development Office. At the same time, the DRIA is inex- in life, both The pressures which led to highly competitive intercollegiate tricably involved student officially through athletics have created a situation where students not in varsity questions ofeligibility, and unofficially in terms of the quality of sports are confined to the category of recreation. In this campuslife. Therefore, it must relate closely to the Provost and category are intramural athletics, which have engaged a membersof his staff. Finally, the DRIA isofficially linked to the significant number of students, particularly men. We have University Council through the latter's Committee on evidence that there are a number of students who were Recreation and Intercollegiate Athletics. Illustrative of the recruited on the basis of their academic and-or diversity complexity of these relationships is the arrangement in recent qualifications who are skilled and motivated athletes, but are years whereby the Council Committee has functioned as part of below the level of Ivy League competition. In addition there are a larger University Committee on Recreation and In- students who were sought by the University because of their tercollegiate Athletics, which included Trustees. athletic abilities but who, for various reasons, do not make the The 1965 reports implicitly recognized some of these com- team once they matriculate. The students from both these plexities and the problem involved in attempting to work out groups are athletes, in the traditional amateur sense, whose appropriate administrative linkage for the DRIA, and par- ALMANAC November 13, 1973 9

ticularly its relationship to the academic programs of the athletics. We believe that this state of affairs has reached the University. To solve these problems, the office of Assistant to point where these activities are viewedas mutually exclusive, in the President for Athletic Affairs was created. This officer was brief, a zero sum situation-a dollar for athletics is a dollar taken to advise the President on athletic policy and to "handle day-to- away from academics. day problems in the Department." The University has some of the finest athletic facilities in our This hoped-for solution ultimately did not succeed, and region, with significant implications in the University's concern eventually the office itself was abolished. What evolved in its about being a resource for its surroundings. As we have noted, stead were a variety of informal and formal arrangements, making available its recreational facilities to members of the many on an ad hoc basis, by which the Director of the DRIA local communities has been a major component of the related to the various administrative officers as needs dictated. University's outreach. This effort does, however, create ten- Asfar as we can judge, these informal arrangements have been sions in terms of the University's ability to provide adequate adequate from the standpoint of the DRIA. Regardless of the availability of these facilities to all students. Moreover, we have inherent difficulties, the Directorhas managed to work out a set found expression of concern by some of our students about the of functional solutions. All those concerned in administration consequent dilution of the sense of University community. and in the DRIA recognize that these makeshift arrangements are less than optimal for planning and communication. From the standpoint of the faculty and students, there is a sense of G. The Problem of the Budget for Athletics isolation and inability to affect in an orderly and policy to a number of productive way. The University Council Committee on We have identified and attempted interpret these Recreation and Intercollegiate Athletics has not, mow opinion, problems in relation to the athletic program. Ultimately fulfilledthis need. The Committee has perceived its role largely questions become encapsulated in the financial aspects of the as advisory to the Director and the President and is not able to program, both as they reflect current fiscal pressures on the respond to the concerns and expressions of the students and University and the development of the new University budget faculty. As a result, effective bilateral communication between system. These fundamental financial issues now confronting the Council and the DRIA is not evident. University are reflected in the question ofthe size and scope of the athletic program. The DRIA is viewed by many members of the University community as a financially excessive activity which is con- F. The Problem the between of Relationship trolled poorly from the standpoints of both fiscal responsibility the DRIA and the Academic Sector and University policies. The undercurrent that we perceive in these concerns is that the moneys expended for athletics, and Until the mid-sixties the athletic department was governed by now we speak primarily of the varsity athletic program, cannot the the rules and standards familiar to the other departments of be justified in the face of curtailment of academic programs. University: it contained a teaching faculty subject to the The issue was epitomized in the demand that, at the very least, general requirements and procedures of faculty appointments. the athletic department be subject to the same degree of There had been a continuing question about the appropriateness budgetary cutback as other sectors in the University. Many felt of physical education meriting academic credit. This question that the athletic program should not be exempt from the same was resolvedin the late 1960's when required physical education budgetary constraints and controls that are now being imposed was abolished and the academic status of the department was throughout the University. Out of these considerations came the withdrawn. A new concept was advanced in the form of a broad recommendation that the DRIA should be a budgetary recreational program that would encourage widespread par- responsibility center. ticipation and, hopefully, prepare students to develop interest in sports that could be carried through into later life. Crucial to We believe that there are significant problems in making this this change, however, were the restructuring of the athletic division a responsibility center, in that it has significantly dif- department for managerial effectiveness. Fromthe information ferent characteristics from those of schools and other academic data we have developed, we find that the DRIA has excelled in units: managing its affairs and in fulfilling its mission. The success of the DRIA has manifested a high degree of 1. It has a heavy current expense cost which involves two managerial competence. This style of operation is, however, and three year commitments in terms of the Ivy League incongruous with that of academic departments, and con- schedule, over which the DRIA has minimal or no control, e.g., sequently, members of the academic community perceive the the costs relating to scheduled travel. DRIA as alien and even inimical to academic interests. The 2. The DRIA is a hybrid division, with both recreation and DRIA seems to regard most faculty and many students as no- intercollegiate components. The recreation program is a ser- comprehending of the responsibilities and demands made on it. vice ofthe University to its members and has limited capacity to As a result, there has developed some degree of mutual generate income. Indeed, many have even questioned the ap- suspicion and uneasiness between the staff of the DRIA and propriateness of requiring token fees for usage of facilities. It members of the academic community. To be sure, there have would seem unlikely that increasing such fees to fund recreation been several notable exceptions among faculty and students from users would be realistic. Such an approach would require who have felt at home in both sectors, but these have been discretion to curtail or abandon certain activites. Like such relatively few and have not had much impact in the academic facilities as the library, we are concerned with encouraging use sector. and not inhibiting its availability through direct cost to the Ambiguous and uncertain administrative linkages have consumer. compounded these difficulties. The DRIA has related to the 3. From the standpoint of performance criteria, it is office of the Provost only in regard to specific issues, such as necessary to segregate recreation from intercollegiate athletics eligibility or the budget for recreation. We note that the recently costs. To do so requires interpretation which must necessarily adopted proposal for an office of University Life leaves the reflect opinion and is, therefore, imprecise. The economics relationship of athletics to academics unresolved. The debate in which ensue from integrating these two programs through the University Council which led to the appointment of this Task same personnel, and facilities must be maintained. Force was, in our opinion, symptomatic of the state of 4. We feel that there are important consequences to be estrangement and misunderstanding between academics and considered, even if intercollegiate athletics were to be

10 ALMANAC November 13, 1973

separated out through accounting means as a responsibility V. RECOMMENDATIONS center: In the past several years many changes have occurred in this a. The DRIA would have to be given the freedom to develop University that have highlighted a sense of need to make While there are its independent sources of income. some changes in the athletic program. Nonetheless, we see no need limited funds given to the DRIA for its own use, they are not a for any substantial change in the University's basic policies on significant amount in the overall budget. University policy has athletics. In our view, the most recent fundamental shift in been to control andmanage external gifts to the DRIA, so as to policy toward athletics was the 1965 decision to make athletics subordinate athletics to overall development goals. To ask the strong and competitive and an important part of University life. DRIA to fund itself as a responsibility center would require The rationale for that decision is still valid and compelling some relaxation of these constraints. Moreover, other sources today. In fact, it isonly nowthat the goals sought then have been of income, such as additional charges for attendance, would achieved. It has taken the intervening years of effort and in- need be put at the discretion of those responsible for this vestment to reach this point, and we are persuaded that we are budget. Such charges might curtail the role of athletics as an now benefiting significantly from this outcome. In many all-University activity and a meeting place for the University's respects, the nature of the specific recommendations which external constituencies. In brief, we believe that the respon- follow are an attempt to fulfill further the goals of the Athletic sibility centered structure for the DRIA conflicts with the Survey and McGill Reports and to rectify certain failures in University's policies regarding the role of intercollegiate their implementation. athletics. - We have commented on the ambivalence which has attitudes toward athletics. We see this conflict as move of athletics from the characterized b. We have noted that the away inherent and inevitable. We do not feel that the interests of the the source of of the current academic sector was many arewell served, however, if toward athletics those which stem from the University policies problems, particularly are characterized vacillation, from one side of the character of the In our by swinging management-oriented department. ambivalance to the other, as various sets of and issues view, to make athletics a center feelings intercollegiate responsibility come to the fore. In our view, such vacillation is would serve to it even further from the central extremely carry away and detrimental. Worse it and educational mission of the It would additional costly yet, ignores history University. give us to what been learned and to the need for success on a national scale and for compels repeat has laboriously emphasis our We the serious attention. implemented by predecessors. recognize public concerns with which the University is faced in an era of con- with even to its value as a Coming hack to the question of the size and scope of athletics, stricting support, challenge private then, we believe these must be determined on the basis of the institution. We believe that these difficulties, at least insofar as relate to athletics, can be resolved a com- aims and purposes to the University related to its resources. The they largely by first order of consideration here is our membership in the Ivy mitment to: 1. A and competitive intercollegiate athletic League. Realistically speaking, we see no indication that strong members of of the constituencies would program. any University support 2. An of athletics as an integral part of withdrawal from the To be sure, there are us- acceptance Ivy League. University life. welcome consequences to this membership in terms of the 3. An appreciation of the value of participation in athletic escalating level of competition and its particular impact at activities, particularly those that can be carried on through life. Pennsylvania. The necessary solution to this problem cannot 4. A recognition of the role of athletics in the University's effectively occur at the local level and must be addressed relationship to itsalumni and to its external constituencies. through the Ivy League itself. The primary cause of the issues concerning the athletic We do not see any viable or realistic alternative to our program lies in its ill-defined and vaguely structured remaining in the Ivy League. Given this decision, we must then relationship to the remainder of the University. As the result of consider what sort of a member of the League we wish to be, the relative isolation of the DRIA within the University, com- that is, at what level of competence we choose to perform. With munication and collaboration have been impeded. Common regard to this question we found a full range of opinion. In interests and goals are viewed as discrepant and discordant. It general, there was no wish that we should be a weak member. is unhealthy to continue a situation in which athletics is viewed Many with whom we spoke felt that the most appropriate as a drain and detraction from the educational purposes of the solution was for Pennsylvania to be competitive in a few sports University, in the face of evidence which points to its integral but not in others. There is a question, though, whether we have a role. realistic choice here. To attract the quality of both students and The thrust of the recommendations that follow is to move staff that will provide strong performance in a few sports toward making the DRIA a recognized and legitimate part of requires that we offer an athletic program of equivalent status Universitylife, rather than an alien and competitive appendage. to our Ivy League competitors. An essential component of that The perception of the DRIA as an uncertain and perhaps equivalent status is a full range of good to excellent varsity unqualified member of the University community fosters the sports. We believe that the various components of a successful dynamics of suspicion, hostility, and misunderstanding. athletic program are interrelated and that, therefore, our ap- The success of the athletic program in contributing to the proach must be holistic. Further, how well Pennsylvania can goals of the University requires that the DRIA be effectively compete depends on our competitors, and the level and nature of integrated into administrative operations and that it receive this competition shifts over time. We must, in short, have the ongoing attention by the administration. Of all the recom- flexibility to determine where we can excell. mendations that are to follow, we believe that the most crucial Related to these considerations were a number of proposals involve these administrative relationships. made to the Task Force to place internal constraints on the Establishing appropriate accountability and clear lines of DRIA, e.g., setting the level of expenditures for a specific sport responsibility for the DRIA was recommended in the McGill and restricting financial support to the "major" spectator report. An appropriate administrative structure has not been sports (football, basketball, soccer, hockey). We believe that created for the DRIA, nor has consistent and explicit ac- approaching athletics through a high-quality integrated countability been required from it on an ongoing basis. The program allows for allocation of resources that is effective and rather loose and, at times, ad hoc administrative arrangements which is responsive to the changing requirements of in- have, in our opinion, encouraged the DRIA to operate in- tercollegiate competition and to shifts in interest in recreation. dependently and to focus on its particular needs and interests.

ALMANAC November 13, 1973 11

A. Administrative Reorganization 1. We recommend that the DRIA be made directly respon- a. Provide for a more adequate level of competition and sible to the Provost, and that the Director, thereby, become a recognition for athletes than is possible in intramural sports. member of the Provost's staff. The necessary liaison with the President would be maintained through the Assistant to the b. Create appropriate relationships with institutions and President, in his dual role as the President's staff officer and as publics in our immediate area. a member of the Provost's staff. Nothing in this arrangement would impede linkages with other administrative officers such c. Realize better the ideal of the scholar-athlete. as the Vice President for Management and the Vice President for Development and Public Relations. C. Maintaining a Competitive Stance in the Ivy League This recommendation will provide a clear line of respon- 1. We recommend that we maintain a sibility to the academic sector of the University and should strong competitive reduce the ambiguity of the DRIA's relationship to that sector. position in the Ivy League. 2. We recommend that the Assistant to the President be an 2. We recommend that financial support for the in- ex-officio administrative member of the Council Committee on tercollegiate athletic programs be maintained at a level con- Athletics and that the Council Committee should function as an sistent with maintaining this competitive position. of DEJA separate from the University Committee on Recreation 3. We recommend that the Director the continue to entity which on the and Intercollegiate Athletics, which includes trustees, alumni, determine in sports we should compete varsity and members of administration. level, and at what level, as consistent with an overall athletic This recommendation will serve to strengthen com- program. President, in with the munication between the faculty and student committee mem- 4. We recommend that the conjunction bers and the administration in the formulation of policy. Director of the DEJA, continue to pursue his efforts to reduce Separation of the Council and University Committees will the intensity of competition within the Ivy League through its clarify roles and make the Council Committee a more effective policy-making body. We recognize that this must be a gradual instrument for expression of student and faculty opinion and process of negotiation. concerns. D. Clarifying our Commitments to the Local Community B. Strengthening the Recreation Program be in the access the recommend that the DRIA, We recommend that priority given to 1. We through budgetary of on be incentives initiate, and athletic facilities to building a sense community campus. processes, given greater to expand, the and in relation to its in recreation. We should like see the We recognize commitments potentialities diversify programs to the but we feel that the success of our DRIA take a more and active stance in originating, surrounding community, aggressive whole efforts rests on the creation of an as and programs. Such an assertive ap- development identity organizing, maintaining "ONE UNIVERSITY." proach would be more congruent and compatible with educational objectives, which are to provide opportunities to E. Resolving the Budgetary Question individuals alternatives and define their interests help explore that the DEJA be increased and rather than them o 1. We recommend given ap- capabilities, solely to provide financial incentives modes of to interests. propriate through approved portunities express existing as increased from the 2. with such a incentive, producing income, such gate receipts Specifically, regard to budgetary and fees from the media. we recommend that the administration seek means reward outside public to of the unstable fluctuations in its and increased and of recreational 2. Because expense quantity diversity participation recommend that the DRIA be a members of the We believe that income, we cycled through by University community. rather than the should be on in carry- three-year budget, present yearly budget. special emphasis placed participation 3. At the time, we donot see that the DEJA over This recommendation entails what would probably present budgeting sports. on a center basis is justified. We recommend, be a modest increase in the recreational budget, but we believe responsibility therefore, that its budget be structured as before, with its the increase in terms of the benefits to the quality of is justified subvention determined through the deliberation by relevant campus life. officers. that there a need administrative 3. We recognize is specific to provide addressed the of whether there a formula in recreation and in for We have question is stronger programs varsity sports found which the subvention could be identified the the above recommendations for ad- to be by by women. We believe that of this We have concluded that and for a more role for contributions activity. perhaps ministrative restructuring aggressive no such formula can be found because of the of what will the basis for this need. We complexity the DEJA provide addressing called athletics and the we want them to serve. A been oriented men, but is purposes realize that athletics has traditionally to formula, even if constructed, would not substitute for the that the DRIA has been flexible and its we find present deliberation and intrinsic to to women, both in recreational and necessary political decision-making responsiveness varsity this multi-dimensional We use the word What we are is a more and active enterprise. "political" sports. seeking aggressive to the of in for effort in this emphasize high degree uncertainty planning regard. athletics, in considering its relationship with the University's it our belief that the of our recom- is implementation external environment, which ranges from our supporters to our mendations for a more assertive stance on the part of the DEJA the thrust of the recent recom- competitors. would be consistent with We believe that our recommended administrative restruc- mendations of the Women's Athletic Group. turing would permit better budgetary deliberations by allowing 4. Consistent with this increased level and quality of par- for retrieval of information from the DEJA, and by improving ticipation in recreation, we recommend that the DEJA endeavor its sensitivity to the needs of the University. Indeed, the very to establish within the Philadelphia region regular in- fact that this task force was asked Lo define a formula for the tercollegiate competition for men and women, embracing in- DEJA's budget is symptomatic of the problem of its present sofar as possible graduate students as well as undergraduate administrative relationship. What we have recommended is students. Certainof these activities could be organized on a club that the budget be responsive to the academic mission of the basis. We believe that this approach would, for a very modest University and still allow enough flexibility to the DRIA to be sum, achieve the following: responsive to the University's external relationships. 12 ALMANAC November 13, 1973

piled a list of the faculty members in this category. The chair- COUNCIL man sent each of these a letter pointing out the problem and re- questing reconsideration. A number of answers was received, which were of intrinsic interest; and at least some of the faculty IX. Bookstore agreed to send their lists to the Bookstore in the future. Year-End Report The Committee hoped to explore the possibility of some kind The first eight council Committee reports for 1972-73 appeared of cooperation with the Drexel Bookstore, which will move into in ALMANAC September 18 and 25. Since the Bookstore Committee new and larger quarters in autumn 1973. However, a prolonged had no opportunity to meet over the summer, Professor Graham strike at Drexel preoccupied the Drexel management and no notes that this is a Chairman's report rather than a Committee positive action was taken. This should be an active topic for the report. future. At the of the Committee on Committees, a five one suggestion public The Committee met times during the year, including meeting was held in April. The meeting was advertised in the public meeting. Almanac and the Daily Pennsylvanian, but only three persons The Committee believes that the University has an outstand- outside the Committee attended. ingly good bookstore, probably the best in the Philadelphia area. -C. D. Graham, Jr. The University is fortunate in having an intelligent, active, knowl- and innovative director in Joel Allison. The Committee edgeable, FACULTY DATA' CORRECTION AND has found Mr. Allison well-informed and helpful and has been DEBATE able to work very effectively with him. In Almanac October 30, Dr. Phoebe Leboy questioned the net effect of the and timetables that The Bookstore is badly crowded and needs additional space goals project Penn's Committee has not dealt hiring of some 60 women over the next three years. An or new quarters. This year's explicitly error in the she + with the of but it endorses the previous commit- table published (-267 instead of 267) problem space, was Almanac's. In addition, Provost's Executive Assistant tee's report stressing the need for additional space. Dr. James Davis said that her figures do not reflect the The weakness in the Bookstore's operation is in greatest present projected retirement of some 63 faculty members, "probably the trade (i.e., non-text) book department. The selection of books 60 of them men," and that her table overestimates the control in many sections is haphazard, and the inventory system attrition of women. Dr. Davis said that the data is inadequate. The Bookstore management is well aware of the used are in need of if and level being greatly refinement problem, and attributes it to limitations on the size pay affirmative action goals are to be with of the Bookstore staff. It is, indeed, unreasonable to an projected any expect degree of accuracy. Dr. Davis added that the necessary data intelligent selection of scholarly books to be made by inexperi- are obtained, and that he and Dr. will consult enced and untrained minimum and being Leboy personnel paid wages subject on the preparation of a new table to be published to frequent turnover. in Almanac. Mr. Allison has made a strong case for relieving some of these problems the installation of an automated and computerized in- by PERSONNEL CHANGE ventory control system. This should at least provide for a current listing of titles in stock and allow prompt reordering of books Omitted from the November 6 administrative appoint- sold. The Committee feels that such a system would be a step in ments was the naming of Scott Lederman as Executive the right direction and favors its installation providing it can be Assistant to Vice President for Management Paul 0. Gaddis. shown to be economically feasible. The Committee did not feel Mr. Lederman, former director of administration and that it was competent to judge the economic issue. planning at the Wharton Graduate Division, has been Mr. Gaddis's assistant for more than a Early in the year, the Committee was concerned with the effects year. of replacing the Bookstore's internal charge account system with the commercial BankAmericard and Master Charge systems, NONFACIJLTY DATA: ADDITIONS which occurred in September 1972. Experience through the first In the Nonfaculty Goals and Timetables published term was generally good, and this is no longer a major problem. October 9 as part of the Report on Affirmative Action, Difficulties continue to exist in the issuing of credit cards to un- two areas of the University were not reported: dergraduate and graduate students, and there has been some de- crease in total sales which may be attributed to the change in EXPECTED WOMEN AND MINORITY GROUP APPOINTMENTS charge systems. TO NONACADEMIC POSITIONS, 1973-74 TO 1975-76 A of the Committee was to recommend a Ext. new Ext. new Ext. new major activity change TotalNumber Number hires women minorities in the discount structure of the Bookstore. Our suggestion was Job Category number women minorities next next next to make all discounts at the register (rather than in the marked 12/1/72 12/1/72 12/1/72' 3 yrs.t 3 yrs.3 yrs. price of the books), to simplify the variety of discounts on dif- HEALTH AREA SCHOOLS ferent classes of merchandise and to different classes of customers, - 1 losses in Sr. Administrator 18 1 11 2 and generally to reduce discounts in an effort to reduce - the store. The revised discounts were to have gone into effect in Administrator 54 28 3 28 4 the summer of 1973, but new budget limitations decreed that Al Professional 95 30 2 79 8 3 even smaller discounts be instituted. The Committee reluctantly A3 Professional 203 160 9 199 - 9 agreed. Secretary 137 137 22 215 - 12 A perennial problem is the allocation of space and staff to Secretary/Admin. 164 161 20 141 - 8 various classes of merchandise. Some members of the University feel strongly that the Bookstore should sell only scholarly books SCHOOLS (AGGREGATED) and perhaps stationery. Others favor the addition of non-scholarly Sr. Administrator 7 - 1 6 1 - books, records, sundries, but to items phonograph etc., object gift Administrator 57 29 3 55 1 3 and clothing. This is an endlessly debatable question, and the Committee has spent a good deal of time in debating it. The Al Professional 61 21 2 54 2 4 consensus of this Committee was that gift items have proved A3 Professional 12 4 2 13 - - their popularity by their sales and that the profits on gift items A3 Technician 64 23 12 46 1 1 are to offset losses on book sales. necessary help Secretary 166 165 27 253 - 10 Mr. Allison out to the Committee that certain pointed faculty Secretary/Admin. 171 168 16 110 - 15 members do not give the Bookstore their lists of required texts, 'Includes Negro, American Indian, and Spanish-surnamed American only, preferring to send their students to competing stores. At the re- as reported on employee census. quest of the Committee, Mrs. DiFabio (textbook manager) corn- tEstimution bused on turnover for the pad years.

ALMANAC November 13, 1973 13

OF RECORD CLASSIFICATION OF A-i, A-3, A-4 POSITIONS

Following is the University's new Salary Administration Policy and Procedure governing the classification of all full and part time A-i, A-3 and A-4 positions.

I. Purpose above) if the content of the job has changed or is about to This statement is for the guidance of department heads and change. supervisors. It sets forth currently existing policy and pro- cedure for the orderly processing of requests for classification b. Position Occupied by an Employee of positions. I. The department asks the incumbent to complete the ap- propriate portion of a "Position Classification Questionnaire" H. Policy if the duties and responsibilities appear to have changed. A The University seeks to assure equitable salary administra- supplemental form is also needed if the department believes tion. Such administration is based upon the establishment of the position should be reclassified to Administrative Assistant appropriate position classifications. Such classifications must be or Business Administrator. The employee's immediate super- in relation to classifications of other positions in the visor and the department head or dean complete the indi- equitable the department and also in other departments of the University, cated portions of the Questionnaire. A cover letter by based upon the relative difficulty of the duties and responsibili- department head or supervisor may be used, if desired, to ties of the positions. emphasize major responsibilities. The department forwards this material to the Salary Administration Section. (Classifi- III. Administration cation Questionnaire and supplemental material should de- scribe the duties and responsibilities of the position and the Department heads and supervisors share responsibility with to them. Comments on the for the establishment of qualifications necessary perform the Personnel Office appropriate po- incumbent's and do not aid in sition classifications. Classification Committees are re- performance qualifications Salary evaluation of relative difficulties of positions.) sponsible for making final decision when there is disagreement on classification between the department head and the Person- 2. The Administration Section studies the material nel Office. Salary submitted by the department and makes comparison with other in the If a IV. Procedure positions University. necessary, representa- tive of the Personnel Office interviews the supervisor and/or A. New Position the employee to secure additional information. I. The department submits a written position description to the Salary Administration Section of the Personnel Office, 3. The Salary Administration Section notifies the department normally accompanying the "Request for Employee Serv- of the classification for the position. If the department agrees, ices". The position description should summarize the func- the classification is established; if not, the Salary Adminis- tions of the position and specify the duties and responsibil- tration Section refers the case to the Salary Classification ities in sufficient detail to provide a basis for evaluation. Committee for final decision in accordance with the pro- cedure outlined in paragraph V below. 2. The Salary Administration Section studies the position description and makes comparison with other positions in V. Resolution of Disagreements the University, contacting the department if additional in- The Salary Classification Committee reviews the material formation is needed. submitted to it. If necessary in the Committee's opinion, it may assign an audit team to review the case. The audit team may 3. The Salary Administration Section notifies the depart- meet with the supervisor and/or employee if desirable in order ment of the classification for the position. If the department to clarify the material submitted to it. The audit team makes agrees, recruiting to fill the position begins; if not, the its recommendation to the Committee. If the Committee deems Salary Administration Section refers the case to the Salary it necessary, it may ask the supervisor and/or the employee Classification Committee for final decision in accordance and a member of the Salary Administration Section to meet with the procedure outlined in paragraph V below. individually with the Committee to present their respective po- sitions personally. The Committee, acting as "the court of last 4. The classification must be established and the salary to appeal", makes its decision and communicates it to the Salary be offered must be agreed upon by the department and the Administration Section of the Personnel Office which notifies Personnel Office before any offer may be made to a pro- the department. spective candidate from inside or outside the University. VI. Forms B. Position Existing A supply of the forms referred to in this statement is avail- a. Position Vacant able in the Personnel Office. 1. Before recruiting to fill the position begins, the same pro- cedure as for a new position should be followed (see IV, A -James I. Keller, Director of Personnel Administrative Services

14 ALMANAC November 13, 1973

do strenuous work at times. Experience preferred. $6,000-$6,925- OPENINGS $7,850. MTST OPERATOR, Undergraduate Admissions (11/6/73).

Dates in parentheses refer to publication of full job description NURSE TECHNICIAN, to be responsible for the orientation and in ALMANAC. Those interested should contact Personnel Services supervision of patients in hemodialysis unit. Assembling and at Ext. 7285 for an interview appointment. Inquiries by present setting up equipment used for hemodialysis; also on call for employees concerning job openings are treated con fidentiallv hr emergency dialyses at night and on weekend. Qualifications: Personnel staff. Previous nursing experience on a medical service with acutely ill patients. $8,600-$9,850-$11,075. PROFESSIONAL ADMINISTRATIVE/ (A-i) RESEARCH LABORATORY TECHNICIAN III to perform ACCOUNTANT HI responsible to appropriate authority for operations on brains of small animals. Electronic experience operations of accounting installations and the management of would be helpful. Qualifications: Electronic instrumentation with personnel. Qualifications: Graduation from a recognized college experience in small animal surgery. BA with science major. or university with major in accounting. At least five years' pro- $7.525-$8,825-$10,100. responsible accounting experience including significant gressively II, Morris Arboretum, Chestnut Hill supervisory duties. Comprehensive knowledge of the field of SECRETARY (10/30/73). university accounting and proven competence in management of SECRETARY 11(2) (10/30/73). a department. $11,800-$14,700 (midpoint.) SECRETARY III (4) (10/30/73). ADMISSIONS OFFICER, Law School (10/16/73). TYPIST IT, Dental School office APPLICATION PROGRAMMER (3) (11/6/73). (11/6/73). ASSISTANT DIRECTOR FOR EMPLOYMENT AND AFFIR- PART-TIME positions: 2 Secretarial, I Keypunch Operator MATIVE ACTION (10/30/73). (11/6/73). ASSISTANT MANAGER, Contract Accounting (10/30/73). PENN TEMPS: temporary assignments for people who have ex- cellent and, in some cases, shorthand or In- BUSINESS ADMINISTRATOR II, typing dictaphone. Family Study Department formation: Clare Trout, 130 Franklin Bldg., Ext. 7287; hours: (11/6/73). weekdays, 9 a.m.-noon. BUSINESS ADMINISTRATOR IV (10/23/73). ELECTRICAL ENGINEER 11(9/18/73). PROJECT MANAGER (11/6/73). RESEARCH SPECIALIST 11(11/6/73). OPERATION SUPPORT STAFF (A-3) IDENTIFICATION ASSISTANT I, ALL ITEMS OF VALUE ON THESE PREMISES ADMINISTRATIVE continuing engineering HAVE SEEN MARKED FOR READY IDENTI- studies. Coordinate all office functions. Editing, rewriting course FICATION BY LAW ENFORCEMENT AGENCIES brochures, coordinating their layout and publication. Obtain mailing lists, courses and maintain financial records; pay bills, The Wei Phdodelphi ce,p,an submit cost analysis and assist in preparing budget. Qualifications: At least three years' office experience, excellent English skills, knowledge of calculator, proofreader's marks and simple account- ing procedures. Typing skills and ability to deal with people. The West Philadelphia Corporation's "Operation $6,250-$7,350-$8,450. Identification" program is hearteningly successful in ADMINISTRATIVE ASSISTANT II, Houston Hall (10/30/73). deterring burglary, according to a survey published by the Corporation. Ninety-three percent of the University City ADMINISTRATIVE ASSISTANT H, medical research depart- residents who returned the have not ment survey questionnaire (10/23/73). been burglarized since joining the program, although the ADMINISTRATIVE ASSISTANT II, Veterinary Department homes of 54 percent had been robbed at least once in (Lippincott Bldg.). Administers V.M.D.-Ph.D. training program, the years before. keeps financial records for training and research grant budgets, Under the plan, which has been in effect for a little more orders supplies. Responsible for personnel transactions, typing than a year, West Philadelphia householders use engraving manuscripts, grant applications and routine correspondence. tools loaned by the Corporation to mark valuable Qualifications: Five years' progressively responsible office experi- possessions. A sticker for doors or windows warns that ence. Excellent language skills, typing, shorthand /dicta phone, "All items of value on these premises have been marked for bookkeeping knowledge. Medical terminology helpful. $6,725- ready identification by law enforcement agencies." The $7,950-$9,150. system is so effective because a permanently marked camera, for would be difficult for a to DATA CONTROL CLERK, Data Processing office (10/30/73). example, burglar pass on to a fence and, if stolen, could be more quickly DATA CONTROL COORDINATOR, Dental area (10/9/73). and easily returned to the owner. ELECTRON MICROSCOPE TECHNICIAN 11(9/18/73). Researchers further found that 70 percent of the 88 percent of residents who felt their blocks were safer since ELECTRONIC TECHNICIAN/ENGINEER (11/6/73). "Operation Identification" began live on streets organized LAB EQUIPMENT ENGINEER, research area on campus. To by the Block Association of West Philadelphia, Among the be responsible for operation and maintenance of equipment; Association's crime-prevention efforts, which might be assisting and instructing in use of equipment and related duties. termed generally a good neighbor policy, are monthly Qualifications: Ability to evaluate equipment, perform reliable meetings to exchange information and ideas, nightly patrols experimental functions and evaluate results from technique used. to check on vacant houses and shut-ins, and an emergency Ability to assist and communicate with investigator. Must be able warning system using small freon horns. to recognize and correct malfunctions in highly complex equip- The Corporation's engraving tools were all on loan at the ment. Experience in inorganic materials processing /preparation time of writing, but University City residents who want to preferred. $8,800-$10,050-$1 1,275. join "Operation Identification" can call the West at EV 6-5757. MECHANICIAN, College department. Qualifications: Ability to Philadelphia Corporation operate power and hand tools. Ability to lift heavy materials and

ALMANAC November 13, 1973 15

MUSIC PROGRAMS COHR RESEARCH University Symphony Orchestra, Eugene Narmour, conductor. Center for Oral Health Research will receive proposals for Shostakovich, Symphony no. 1; Brahms, "Tragic Overture"; financial support of oral health research by February 22, 1974, Haydn, Symphony no. 97. Hopkinson Hall, International House, for work to begin June 1, 1974. Inquiries as to the form of the November 16, 8:30 p.m. proposal and other requirements may be made at the Office St. Cecilia Concert. Pennsylvania Pro Musica, Franklin of the Business Administrator, Henry Gimpel, Room 115 Zimmerman, director. Purcell's ode to the patron saint of music, Levy Building, Ext. 6571. Welcome to all the pleasures, and first modern performance of a COHR's Visiting Scientist Program is open to Penn faculty Handel serenata. Old Pine St. Church, 4th and Pine streets, in of seven members as well. Participants would be involved one November 18, 2 p.m. Tickets: $2.75. Student tickets on sale day continuing Center projects with one or more senior investigators. of performance. the academic Applications will be reviewed throughout year; Museum String Orchestra, William Smith, director. Music of be based on and on the applicant's acceptance will physical space Georg Phillip Telemann. Museum, November 18, 2.30 p.m. career interest in Center programs. Applications should include vitae, a statement of area of research a detailed curriculum THEATRE interest and the name of the principal investigator with whom work is desired. Correspondence and information: director's Repeat Performance, by Slawomir Mrozek. Annenberg office, COHR, Ext. 8986. Auditorium, November 13-17, 8 p.m. Film of Mrozek's The Police, Studio Theatre, November 13, 8 p.m. The Au Pair Man, by Hugh Leonard. First of the New York THINGS TO DO Shakespeare Festival productions. Joseph Papp is producer; Gerald Freedman director; Julie Harris and Charles Durning are LECTURES the leads. Zellerbach Theatre, Preview November 24, 8 p.m. Chairman of the National Endowment for the Nancy Hanks, Opening November 26, 7:30 p.m. Performances November 26- Arts, will give the seventh and last Tiffany Lecture on Design for and 14, B-I Fine Arts, 4:30 December 1, December 3-8. Matinees Wednesdays Saturdays America's Third Century. November p.m. at 2:30 all at 8 Tickets: be obtained in advance from the deans' offices, p.m.; evening performances p.m. Tickets must Annenberg Center box office; Ext. 6791. E-l 11 or E-l 16 Dietrich Hall, or the Graduate office, Vance Hall. Evidence. Dr. Lester W. Luntz, Connecticut state Bite Mark FILM police surgeon and Hartford (Conn.) police dental surgeon, will Nanook the North Dead Birds. speak and show slides on the use of teeth marks in indentification of and Robert Flaherty's 1922 and criminal investigation. Zellerbach Theatre, November 14, 8 film about daily life among the Eskimos and a 1964 film by not p.m. Faculty and students of Dental Medicine and Law Schools Robert Gardner which we hope is about deceased avian invited; open to public. Sponsored by the School of Dental creatures. Annenberg School documentary film series, Studio Medicine. Theatre, November 14, 4 p.m. and 8 p.m. Politics of Rape. Women's Self-Defense Series, CA. auditorium, The Living North. Lapland child among reindeer herds-true November 14, 8 p.m. story. Museum Children's Program, November 17, 10:30 a.m. John Ingram, federal rail administrator, U.S. Department of Transportation, will lead the second seminar in the Regional OBSERVATORY OPEN NIGHTS School series on the northeastern Science Department-Wharton at the children, other can rail crisis. W-l Dietrich Hall, November 19, 3:30 p.m.-5 p.m. Anyone University (and guests) Communications Frontier. stargaze on the roof of Rittenhouse Lab every Monday evening PSI Phenomena: The Oldest from now until December 10 at 7 If the is School with Dr. Jack Schwartz, founder of p.m.-8:30 p.m. sky Annenberg colloquium even mostly clear, the Astronomy Department will hold open the Delaware Valley Society of Parapsychology, on current Room, November house with their telescope at the Campus Observatory; roofward research in psychic phenomena. Colloquium stairs are on the fourth floor next to room 4C23. 19, 4 p.m. Gordon Foster will talk and show slides of ferns in their Experienced amateurs may use the telescope by appointment F. to the No natural habitats at the Associates Evening of the Morris only by applying Astronomy Department. appointment, Arboretum. Mr. Foster, author of The Gardener's Fern Book, is and no experience with telescopes, are necessary to attend the Dress warmly. honorary curator of ferns of the Brooklyn Botanic Garden. Monday open nights. Woodmere Art Gallery, 9201 Germantown Avenue, November 20, 8 p.m. Open to the public. OTHER Penn Charter Flights: Winter Excursions. SYMPOSIUM Hawaii (December 22-30 and December 29-January 5) Sexuality and the Aging Process. Third annual symposium of the Marriage Council of Philadelphia. Marriott Motor Inn, Acapulco (December 23-30 and January 5-12) Bala-Cynwyd, December 6, 2 p.m.-5:30 p.m., dinner, 6:30 p.m.- Nassau (December 23-January 1) 9 p.m. Jamaica (December' 24-January 1 and January 5-12) Program Freeport (December 25-January 1 and January 7-14) Part I. Sexual Behavior in Late Life. December 1 Americans San Juan (December 22-January 1; 25-January Dr. Eric A. Pfeiffer, project director, Older and Services of Duke January 5-12) Resources and Program; professor psychiatry, coordinator, has and Medical Center. Lesly Stalford, travel price booking University information; Houston Hall director's office, Ext. 7268. Margaret Kuhn, convener of the national steering committee, Gray Panthers. Paper Things. Huge murals by Nick Coviello, '72 Fine Arts Part IL Sexual and Marital Counseling in Late Life. graduate. Bowl Room, Houston Hall, until November 30. Dr. Ellen M. Berman, director of training and clinical services, Football at Columbia with alumni cocktail party after the Marriage Council of Philadelphia; Assistant Professor of game at Boat House adjoining Baker Field. Columbia, Baker Psychiatry, University of Pennsylvania. Field, November 17, kickoff 1:30 p.m. Game tickets, $6. Dr. Otto Pollak, Professor of Sociology and director of the graduate training program in sociology of health and welfare, University of Pennsylvania. ALMANAC: 515 Franklin Building (16) Ext. 5274 to 250. Accredited for physicians. Open to public, limited Editor Karen C. Gaines Symposium rate for Penn staff and students: $10. Dinner: $15 individual, $25 per couple. Reservations must be made by AssistantS Editor Margaret M. McIlmoyl November 26. Information: Marriage Council, EV 2-6680.

16 ALMANAC November 13, 1973