UA-R-GC-1914-01-01-1954-11-12_Page-034

( 4~ { 3 Examples: Choice of downtown or suburban campuses, or use of both; construction of buildings, including determination of nature, type of architecture, location, sequence of building; determination of the basic nature of the university, i.e., the extent to which the university remains American, becomes Egyptian, or "Middle East", etc.; determination of relationships of the university with such groups as Egyptian church and missionary organizations, the Near East College Association, and American church and educational organizations, etc. Third, those matters that are primarily the responsibility of the faculty but which involve the board to such an extent that concurrent board judgmcnt should be sought. Here the board, to the greatest extent pos-sible, should expect the faculty to take the initiative even though it must retain ultimate responsibility. Examples: Determination of departments ( schools or faculties) of the university; determination of curriculum within departments; recommenda-tion to the president of educational personnel; educational administra-tive matters such as admission, retention and advancement of students, extra-curricular program of the university, relations of the university (with respect to program) with Egyptian education, Point Four, Unesco, etc.; accreditation efforts, both in the U.S. and in Egypt, etc., etc. Fourth, those matters that are clearly in the hands of the president for administrative action through the administrative staff, faculty and board. Such matters should be reported to both the faculty and the board for information and review, and any major item or "border-line" case should be cleared before action. Examples: Operational clearances within and between departments of the university involving program, procedure and personnel; management over-sight in Cairo and Philadelphia with respect to property and its use, collection, handling and expenditure of funds, etc; direction of self-study effort indicated for 1955, and such continuation studies as may be necessary; direction of promotion and public relations programs between the university and its various constituencies; development of a long-time financial program; recommendation of personnel to the board after appropriate clearances with faculty, board committees, etc., etc; in short, doing that which is necessary to enable both the faculty and the board to carry out their respective functions. Let it be restated, in conclusion, that all of the foregoing is but partial and temporary. It is an effort, as it were, to mark off the ground whereon we now stand, so that each element of the entire university may know both its freedoms and its responsibilities. Nothing has been said here as to administrative method. It is assumed in all the foregoing that appropriate committees of both the board and the faculty will be used to the utmost in carrying out the essential functions of the university. It should further be said in considering administrative method that the "doc-trine of completed staff work" will be used within the committee structure. That is, insofar as desirable and possible, working papers will be prepared by appropriate individuals to supply data and indicate possibilities, as aids to the committees. This Statement on Administrative Policy, prepared for considera-tion by the board by the president-elect, is itself an example of a "working paper"