Image provided by: University of Oregon Libraries; Eugene, OR
About The Oregon statesman. (Salem, Or.) 1916-1980 | View Entire Issue (Aug. 31, 1932)
.PAcnrroun Tfc OITEGON STATESIIAM, Salert. Oregon, Wednesday JIoraL-tj, Acsrcst 21, 1222 iU? "No Favor Sways U$;tfo Fear ShdU Awe" . From First Statesman. March 28, 1851 : . . THE STATESMAN PUBLISHING CO. Charles A. Speactjx, Shsloom F. Saceett, PuUuktrt Chaxlcs A. Spracui ' Sdl-Jtfwa0r ; Sheldon F. Sackett - M anaffing Editor Member of the Associated Press Tha Aaaoctatad Prm to eaclualTelr entitled to the oe tofPO; Moo o( aU nw dlspatrhe credited to it r e ethorwlae credited la ; thia paper; - , - - Pacific Coast Advertising Representatives; Arthur W. Slypes. ln&. Portia td. 8ocurtty Bid. t 8aa Francleca. Sharon Bide: Ua Angcle. W. fac. BUI. Eastern Advertising Representatives: . rord-Pareona-Stacher. int. NewTork, 171 Madison A vet ' Chtaaao. 360 N. Michigan Are. - - Er.Ured at tk Pottoffic at Salem, Ortgon. Socond-CIo Matter. Published tvery morning except Monday, Business SUBSCRIPTION RATES: Hail Subscription Ratee. ta Adranca, Within 'Oram!,; Sunday. Ma SO ceate: Mo. ll.Mj Ma. ItHi I rear f.00. Elaawhar 10 cenU par Mo, or ISO for 1 rear in advance. By City Carrier t cents mcnti: ii.ee year la advance. Par Copy 3 cant. On trains and Neve Stands a canta. s Frankenstein System (Continued from pag-e 1) plan of the state board Is proper--Ir designed to realise that con ception. Educational Institutions are not a system of branch fac tories or chain stores. Education is peculiarly intimate and person al. Above ail it deals almost en tirely with human elements. As a result we loin issue Immediately with the organization laid out for administration of the SYSTEM. We believe In a single governing board which by legislation and regulation shall effect the coor dination required; but the ad ministration should be local, di rect, and proximate, rather than remote, indirect and impersonal. Entertaining these views The Statesman has consistently oppos ed the creation of elaborate super-offices in Salem, has opposed making the executive secretary an administrative agency over in dividual schools, has opposed the creation of the office of super chancellor. We regard such a super-organization not only as costly but aa. multiplying the ehanees for misunderstanding and In trigue, causing delay and incon . venience, and destroying the local responsibility as well as authority which are necessary tor the suc cess of the individual institution. With such preliminary observa tions we ar ready now to direct attention to the chart of organ ization of the plan of the state board of higher education. The Administra tive Plae. - Chart I shows the plan of ad mlnistratlve -organisation being put Into effect by the state board. We call attention to, the rabbit tracks showing division of re sponsibility. The chart is a ver it M a mT& lift,, r9 antiA(rv crossing each other promlscuous- . It. - The subordinate Instructor may thus find himself responsible to a dean on his own campus, i dean on another campus, a direct or of lower division work, to the resident of his Institution and to the executive secretary at Salem and the chancellor of as yet indef inite location. Suppose a man In charge of the experiment station t Hera is ton wants to build poultry house. Under the former typo of organization he would take the matter up with the di rector of experiment stations at Corvallis who would effect on the one eampus all the coordination required: authority from the president's office, a building plan from tbe poultry department, and 'xtee Now presumably the man at Hermlston will take the matter - op with the Director of Properties at Salem whose only acquaintance with poultry Is at the dinner ta ble. Tne latter will take the mat ter up with th executive secre tary who will take It up with the chancellor who will take It up with the president at Corvallis or If he wants to snub the president, - with the director of the experi Chart II: Educational SOCIAL SCIENCE SCIENCE. Lt&tWD EUGENE qitttCT DUPUCATlON(r4 COMBINATION CURRICULA juPwvBowovta sesveecovesa -i-cxtcuTivt steam BUSINESS , " ACCOUNTING PURCHASING euOCCTS ; Chart shows extent of duplication validated by board, and expansion of authority of deans from jH3iuiuiy vi luvgruuuwi nuuiiDg w ueana, cnanceuor ana executive secretary. ment - station. Eventually the chicken house may be built. Sup pose a university instructor In science wants a new cupboard built In his laboratory. Formerly ho went to his department head or dean who if he approved got the authority from the president's office and the university carpen ter did the work. Under the plan presumably he must get approval of the Dean of science at corval lis, and then it must be taken up either directly or through the ex ecutive offices at Eugene with the director or executive secre tary's office in Salem, Are these fanciful cases? Not at all. They are typical of the actual experiences thus far In the operation of the plan. - It Is not merely the added cost and delay of such procedure, but the Irri tation and uncertainty of such an amazing routing of authority. Vital Criticisms Of Plan The Statesman submits the fol lowing vital criticisms of the ad ministrative plan thus being de veloped: First: The excessive overhead. It is one of the simplest rules of business management to reduce overhead to the very minimum, to bring the chief executive just as close to the actual workers as possible. Tet this ehart shows the creation of two , new officials, cnanceuor ana - executive secre tary and an army of "rice pres idents' In the form of directors. Some of the latter It is true are not yet appointed, and some were already functioning under some what different titles. Neverthe less above the institutions which have to do virtually all the work are created numerous super-offl- cers and the overhead offices at Salem. The Inevitable tendency of such overhead offices is to grow Into strongly entrenched bureaus. Thus the Salem office of the ex ecutire secretary began In the simmer of 113 with Dr. Lindsay and one or two stenographers. In September. 1931 it had grown un til 15 were on the payroll, 10 full time and S Dart-time, the total payroll being 32349.CS. Another year saw nearly a E Increase. In Jnne. 193 X the payroll total was $3,114.49 with 19 full-time employes and 1 part time. The assertion may be made that some of these employes are now doing bookkeeping which former ly was done at the individual schools. They are; and what bookkeeping! It will be recalled that when the state board took charge, E. C. Sammons, chairman of the fi nance committee, criticized the systems of some of the institutions as -arcnaie . so a Drand- new SYSTEM was inaugurated. To handle it there are now employed one auditor, three assistant audit ors, and two bookkeepers, besides the necessary stenographic help, One would think with such Organization Creating ' fjCUTjVE PHYSICAL PLANTS-' WTXR-JANi70WAL-POUCINC 8YSTEM and with competent help In the office that Information re specting costs : could bo - quickly obtained. The writer thought so too,-and wrote asking-the execu tive secretary to give us Informa tion regarding the costs of his of fice, the costs of the business of fices of the separata Institutions, and the amount of travel anil per diem for the members of the state board-of higher education. This would seem to bo simple Informa tion whleh any properly planned bookkeeping system, could show almost Instantly. Dr. Lindsay re plied that onr request would be submitted to the state board of higher education "In regular or der" at the next meeting. When wo called Dr. Lindsay by tele phone and later talked with -him in his office, protesting the de lay, and Insisting on the privi lege of at least copying the rec ords, we were told that the books were not in condition whereby such Information could be ob tained without a great -deal of searching, that such a .task would take much time from the regular duties of his staff and ho would not feel Justified In permitting It without the order ot the state board. . Accepting as true the statement that such Information Is not read ily available, one cannot but raise the question as to what kind of "modern" system Is this by which aa office is not able to tell Its own costs. Is not able to tell the amount It expended tor telephone and telegraph for example with out extensive research? The bookkeeping systems at Corvallis or Eugene may have been "ar chaic", but they did have Instant ly available this Information, It It bo alleged that there Is some sav ing through -doing all the book keeping at a central office, ot what virtue la the bookkeeping It It la so abstract or complicated that pertinent and. simple Infor mation is not readily available. It is true the SYSTEM has been In process of organization, and the change-over has been trying; but we find It Impossible to conceive of a bookkeeping system properly laid out which would not show from the start the expenses ot the overhead offices and the per diem and subsistence costs of the gov erning board. On this very point wo think the economy of central bookkeeping is a myth. It takes the same num ber of entries for properly post ing bookkeeping Items in one place, as another. In addition cen tral office bookkeeping always calls tor a constant interchange of explanatory correspondence. Lo cal business offices still have to be maintained. If the bookkeep ing forms are the same in the several Institutions, then the footings ot the various segrega tions mar be reported to the rov- erning board monthly or quarter ly as tne case may be: and the recapitulation of accounts for the SYSTEM at the end of the term or biennium .would bo a very aim pie matter. This would provide the necessary coordination ot ac counting for comparison of costs without Increasing the bands through which reaulsltiona. claims, vouchers, etc. must pass xor cnecsmg and entry. Tne payroll costs only partially reveal tne coat of the overhead of flees at Salem. In addition there are supplies, light, heat, tele phone, telegraph, express, travel. And tnere must be some one at tne other end to initiate or an swer the correspondence. The travel and telephone Item is ser ious. Tha trails from all the insti tutions have been badly worn by proiessors and deans and staff ex ecutives eomiBg to Salem for con ferences. High-salaried men have cooled their heels for hours in waiting rooms, perhaps to be told to come back axain another day. This -not only is a travel expense to we state of Oregon, bnt has seriously disrupted the work which these men are supposed to ao on the campuses. While it is impossible to tell what HAS been spent for admini stration so tar this biennium, the state board in the budget it pre sented at the last legislature call ed for $320,659 for administra tion, which compares with $413,- s3 spent in tne 1927-1923 Men nlum, an Increase of 26. Division of Authority Causes Friction Second. The complex division of authority is certain to cause aeiay and friction. Observe the 'Two Universities" at SECRgTARYl NNrORMATIONAL SERVICE PlU CATIONS -MOVS SOMCg lfjl' .' wve . fvkivaj Chart I: Administrative Plan Being Established by State Board oLHinher Education OWECTOR oeneaAL. LMaaaies akav t UTINMSN EUGENE UHNmrrv or nmmmtt racoMteAA mitlDENT - maxim suti2pOO DEAN OP ARTS tf LETTER 5 DEAN Of BUSINESS ADM1M DEAN OP EDUCATION DEAN OP PINE ARTS MOMS CC0NOMIC DEAN OP JOURNALISM, DEAN OP LAW DEAN OP PHYSICAL ED. science DEAN OP SOCIAL SCI E NCI Chart shows aw ovarfaadl office ot chancellor aad executive secretary beinc created, also siBUBerovs) yet boem designated. Piftwaton of two officials at the head of the ST3TXU, the chancellor ant the executive secretary. Both are highly trained educators, with degrees ot Ph. D. Both draw high salaries. Each has a definite sone ot authority. Now while the ex ecutive secretary may nominally or actually be subordinate to tho chancellor, the fact that both are educators and that both have these more or less definite tones of authority opens tho way to friction and rivalry. One pair of men may work well together, then a new chancellor may bo named, with tho old secretary hanging on. Wo do not need to take counsel of our fears bnt ot our knowledge of human nature to anticipate difficulty because of this dual control system. In addition there Is the over lapping of authority among di rectors and deans who function on different campuses. Tho regis trar for example, who oight to work closely In harmony with tho faculty committees on entrance or credits, is made responsible to the executive secretary oft at Sa lem. The friction or misunderstand ing among deans and presidents and directors has already been manifest. So acute was the situa tion last spring that the state board Itself had to take action. Perhaps a super-chancellor could control this, complicated organis ation, out it seems safer to pre dict that he will merely be a but-; fer and coordinator, constantly called on to iron out differences. rather than a great, constructive leader in education. Third. Wo wish to give an add ed warning against tho Super- Chancellor idea, particularly if tho Chancellor is an "off-campus' executive. The history of such of ficials . has been jl sorry one la this country. Tho experiment has been tried and almost uniformly It has tailed. Tho chancellor sys tem becomes a hotbed ot intrigueJ Local Jealousies still thrive: am-1 bltlous deans or presidents may seek to undermine his authority. We have seen inch an able prac tical administrator as former president E. A. Bryan of Wash ington State college, and such a line intellect and winsome per sonality as Dr. E. O. Slsson, now of Reed college, wear themselves out trying to servo as commis sioner of education la Idaho. If your chancellor is to have general charge ot all the institu tions in tho state and tha execu Eugene and Corvallis CORVALLIS AGqjCVlTtfft ARTS W LETTERS BUSINESS ADMINISTRATION EDUCATION CM0-NEER1NG fORESTRY FINE ARU REClSTRARS ' - frBUSTsxTawsgexcoaoe one rampos to tho other, with re 'fin STATE BOARD.0', HIGHER EDUCATION 9 MEMBERS APPOINTED BY THE GOVERNOR 'JO PER. DAY AND EXPENSES. i I &1ANCEJJ.OR pud, educator Jqooo a year DWCCTORl DIRECTOR reason tu. ftSSCAMH r T I CORV SocNce FRCSIDeNT raMHW Muwvi0OO DCAN OP AGRICULTURE M mututmy mmmjtMimm )EAN OP ENGINEERING CP PORESTRY irrs )EAN OP HOME , XHMIKM.ISM IAN Of PHARMACY tOUCATION EAN 0T SCICNC DRECTO! DU ADIO DIRECTOR LOWER OIVIStOM authority Is Indicated by crtse croeeot tiro offices at Salem, then ho must bo chiefly an "off-campus" or traveling off lclaL "When tho cat's away." etc Already tho po litical character of tho chancellor ship Is recognised in Oregon, with all manner of wire-pulling and Intrigue tor or against certain candidates. Though tho men themselves bo above any such practices, so great is tho prise of tho chancellorship that It becomes a bono of contention, oven as it la at tho present time. It is significant that tho survey report recommended no chancellor system. Oddly too. the state board instead of engaging a chancellor and having his aid in designing the plan, has proceeded to com plete an administrative and edu cational reorganisation and then to Invito some chancellor to carry It out It is a veritable bed of Procrustes, and the poor chancel lor will have to bo stretched or shortened to fit tho 8TSTEM. SYSTEM Becomes Machine Fourth. This' administrative plan magnifies tho SYSTEM and make It a vast machine. The con trol is far, far off from tho boy or girl who is wanting to prepare for teaching or a profession. A university is enough of a big ma chine now. Instead of building np a super-machine In the form ot administration by remote control. we need to keep administration close to education, close to teach ing, close to tho young people who are affected. The old defin ition ot a college as Mark Hop kins on one end of a log: and the student on tho other may bo "'ar chaic"; but after all that Is the right conception ot tho heart of tho educational process. And any SYSTEM of organisation which puts tho professor across the river from tho bey, or whleh Imposes aa elaborate administrative su porstrueturo in wnicn the ener gies ot professors and students are wasted In finding their way about and in keeping the ma cninery oiled defeats tbe very purpose for whleh tho institutions are created. Already the effect of this FRANKENSTEIN SYSTEM has been observed on the various cam puses. Local morale and interest and initiative are virtually paral ysed. Uncertainty gnaws at the hearts of professors and students because control Is growing distant and unstable. Tho only reason we can see for creating this elaborate plan of administration is properly to "po lice" the bitter rivals. Eugene and Corvallis; but harmony! has not resulted from the establishment ot the executive secretary's office in Salem. Nor is It likely to re- salt from tho election ot some super-chancellor. Unless the SYS TEM can curb this rivalry it has no excuse for existence. It is our conviction that it will jiot. that this plan "of administration will bo costly, cumbersome and Inef fective; that It will seriously crip ple tho organization of instruction whleh meeds to bo continuously in close teach with administration. So much for the administrative plan. , Tbe Edacational PUa Chart II is a picture of tho ed ucatloaal organisation of tho two major institutions at Eugene and Corvallis. These schools were founded and maintained, one as tho University ot Oregon, tho oth er as Oregon State Agricultural college. Tho sew plan virtually creates two universities by rad leally changing tho character ot both schools. One is a university of "humanities' at -Eugene, and ono a university of science at Corvallla. Both are of equal rank: both trrant degrees of A. B. B. 8 tho masters degree, and Ph. D Tho lines of tho chart Indicate tho flow ot - authority by deans from ono campus to another. This is a horizontal .flow ot power; bat In addition there is the normal vertical flow of power from presi dent and chancellor to deans. Deana on one eampus have authority over courses on another campus. This authority is real; for in the Initial booklet ot tho System there are such references as .to "the College of Social Sciences which is administered from that earn pus" at Eugene;; and to' "the School ot Science, which 1 admin istered by tho Director of Science from tho Corvallis campus." Again, unless it bo solely for policing purposes there is mo need for this expansion of authority T txtcunve secretary PttQ EDUCATOR j IreOOAYEAR DIRECTOR DIRECTOR REGISTRARS DIRECTOR fftopewnes BUStNgJS r UUVT f OOA LIS -rSMONMOUTriT I "rVOi TrACrtCTAJN!MO J A aA mi ASM LAND I I LA GRANDE MORMAL HORhJAL 1 3oo vi laa a ECONOMICS LTURAL EXTENSION AGRICULTURAL RESEARCH lines. of deana and directors, and there are infinite possibilities for fric tion and discord. College deans and professors are Jealous ot power, are ambitions and sensi tive. While there may bo need ot conference tor coordination of comes, universities are not like grammar schools, there is no need for "supervision . Instead tho genius ot university Instruction calls tor reasonably wide liberties tor tho individual instructors and professors. Tho multiplication of "sipervisors" has proven irritat ing and expensive in tho public school systems; and a similar re sult may be forecast for this clothing of deans and directors with authority on several cam puses. Tho first Question tho general public Is interested in is this: Does tho plan eliminate duplica tion? A study ot this chart will show that instead ot eliminating duplication the plan validates and authorizes It for lower division work, which means freshman and sophomore years. But these classes are by far tho most numerous, making up about two-thirds ot the whole student body. In Arts and Letters, Corvallis has la lower di vision work the same courses aa Eugene except Library Method and a few languages sneh aa Greek and Portuguese. Then there are four years of duplication in Education, besides combination curricula calling tor division ot residence or for travel back and forth between the campuses. The plan contemplates consolidating upper division work In "Special lines on single eampus; but it Is a serious question whether tho econ omies by this elimination will oft- set the complete duplication in th mere populous lower classes. It must b admitted at any event. that little progress has been made toward eliminating duplication. Perhaps little could bo made. But tho heart ot tho question re garding the reorganization ot the educational offerings at Eugene and Corvallis is over the typo of Institutions to be maintained. What are we to have tho separate institutions for? Are we to con tinue them Just to wear out the buildings, or to provide higher education of university and state collega grade? If tho latter shall the institutions be maintained as halves of ono university, or shall they be made integers, complete Institutions according to their par ticular type? Plan Creates Two Universities For this educational plan makes a fundamental change In the typo of these two institutions. The uni versity has developed as a univer sity, with a college of liberal arts and sciences, and professional school such as law, medicine. Jour nalism. The state college has been a different typo of institution, a "land grant college, with schools In agriculture, mechanic arts, en gineering and conuneree. Its em phasis has been vocational and technical rather than calturaL Should not tho schools at Eu gene and Corvallis bo continued as ualversity and land grant college. rather than to attempt ."unifica Chart III: Suggested Substitute Form One PRESIDENT - Pfc.DL Educator UNlYlRSrTYat r-T femauic Cbtveiu I!?HaM? Way eUkoru ? a-irea doee-ewpled cowtrol over the trmiver alty and state college, aad give normal schools direct acre to state board. j' DIRECTOR (FORMATION DIRECTOR ooAMtToaei LEGEND . BMC CT OUPUCATIOM A virs. . COMBJNATKMi CUWUCULUK . sumrvisiom ovew course novca awuian omlv mown! 'CMAMCIUOirS AMHN3TRATON Leaecvnm secaeTAav! AOHMtSTRATlON directors, not all of whom have tion' by duplication ot tho first two years ot work and artificial segregation ot courses tor the up per two years? Tho effect of re moving upper division science from the university is to cripple tho institution as a real univer sity. A school ot arts and letters Is a refined seminary. The scien tific atmosphere and attitude are quite vital to any well developed college or university of liberal training. Pure science, on tho oth er hand, is something vastly dif ferent in tone and atmosphere from applied science auch aa is de veloped at a technical institution. To remove upper division sciences from tho university seems to us to strike a serious blow at the very lite of tho institution. Nor la there any compensation, educationally, in moving business courses to tho university campus. Business is purely vocational; it is In mo sense a profession. Schools of commerce may bo tolerated on tho campus of a vocational Institu tion, but are incongruous on the campus of a university. Wo might quote from an article by Dr. Abra ham Flexner in tho April, 19 it. Atlantic Monthly. He writes: "la taM wwrta a fu4aaUl ot iactiea la ai vanity kaaiaaai aeaaaia, aa thr av at, la state. Thar pais a taa tantpaw at taa aairacsitr. Taay lara iaautara yaa fcaaaalara at arta lata aaaaay-aialtiar waaa taa malraroitiM aagat ta aa tola rraa tdealtr taa ravaraa. aa taay Aa U aa in taa arataasa that kaataaaa la 'taa alaaat at taa arta aaa taa raaaratt at tha erafaaaiaam.' Aa a atattar o fact it ta aaltkar aeitkar aa a44 art aar a yaaag- art, aaitaa aa ail prataaaia aar a aaw aaa. It ia aaltkar aa art - aar a prafataloa at aH; It is aa aa taaatiaa. a vocatiaa, araiefe aa aaa with a pro par nim af aaaiag waal daalffaata atharviaa. Tha loata aaa at tarmi ia ia4aa4 aaa af taa eaaaaa at tha tacraaatiaa ( srhat ahal ba iaatltatiaat af lrarmlag. ... "I caa taaratora mmm ap a Ua oat la war, at? aaa taa Ham. It ia- tha mal vanity'a caaeara ta face feariaaaly prablaou at political argaaitatia aa political taaory af aacial argaalia tiea aad aaeial taaoty. af aoaiaaaa ar gmalsatloa aa aasiaaaa theory: bat it ia aa eoaeara af tha aaiTaraity to trala ia a taehaieai aoaaa oitaar poll ticlaaa ar aaaiaau aiaa. Tha aaivar tty will aitka ita aaUtaaoiaf eaatrt fcatiaa ta hanaa taaarat aa. la tha leaf raa, ta hnmaa aocictr if it aa aiata aaea ta eaatpraaaa. Aa this ia praeitely what aatTcraity aeheols af aaaiaaas aa aot o." As a matter of fact schools of business" administration or com merce have been a late inflation of education. They have been over done like schools of journalism. Such schools of commerce while out of place on a true university campus do belong with such prac tical and vocational schools as ag riculture, engineering, forestry and pharmacy which are located at Corvallis. Robbed of its upper division sci ences which give character and distinction to a university; with half its arts and letters courses duplicated in tho lower division werk at Corvallis; aad with its standard diluted by tho inferior ity ot th modern "business schools", it is mot unreasonable to expect that tho university will slowly starve to death aa a great Institution of scholarship, . . Beard' PUa . . Potato to ConsolHataoa - ' This of course Is pretty uacm old ground which was thoroughly SUTE DCARD op HIGHER EDUCATION NO PER DIEM . 04aJJoXnJL tOj&Graaa. ,oaaU W MdmU . teUf "AtoW caa 4km jariMriml ; vwalL Jae aaWinaia tW (WtoWfof U llatvewelV. tP &tavfe CoBade threshed out before tho state board. The board however failed to see the ultimate effect ot their decision to create such a division ot courses making a ualversity of arts and letters at Eugene and a . university of sciences at Corvallis. For a study of the plan both ad ministrative and educational whleh the state board has adopted re veals that it leads almost directly and inevitably to consolidation of tho two major institutions on one campus. Why, tho taxpayer will ask, should wo maintain - one In complete university at Eugene' and th other half ot th institution at Corvallis. with tho governing of fice at Salens another 49 miles away? Why should wo create this office of chancellor .at 111,00 whose chief Job. Is to police the beat between Corvallis and Eu gene? Why should we establish th shuttle system fer professors and students between the two cam puses, under which professors and students would commute back and forth tor e1 asses? It both institu tions are typical universities, why maintain two universities, or two halves of one university; why not unite them on one campus, using one set of buildings, with one ad ministration, and eliminate all da plication save as size of the classes may make separate sections nec essary? From the standpoint of operat ing economy there is no doubt bnt It would be cheaper to maintain and Tun -a single university than two universities or two half-uni versities. From the standpoint ct capital outlay. In view ot the ex tensive rebuilding neds at En gene, the construction ot neces sary additional buildings at Cor vallis would cost far less than the bulldlag. outlay required at Eu gene over tho next ten years. And the unification "permanently" on one campus would end the ancient hostility between the two Institu tions, though not of course be tween the two cities for a consid erable period. Thus the entire logic of the ad ministrative and educational plan of the state board ot higher edu cation points directly toward the physical merger ot the two major institutions into one superior Ore gon State university, both for economy and for administrative and educational efficiency. Consolidation Not Best Answer But Is consolidation the correct answer to the problem of Oregon's higher educational system? This writer Is not convinced that It is. We have been and still are op posed to consolidation. There are values In the several Institutions that deserve to be conserved. While "we concede the strength of the economy argument, there are considerations which make'physi- - cat merger ot the two Institutions Impractical save as a drastic "last resort . The removal of the uni versity from Eugene would seri ously injure one of the finest cities ot Oregon, and the loss ot the nor mal school at Monmouth would be a severe blow to this small com munity. In addition education is more than books and laboratories and libraries. U is a mellowing process which come best in those institutions which hare' cultivated their heritage and which build on the basis ot traditions giving the youthful mind invaluable perspec tive. Our schools lack even now the virtues of age; and to throw them together and start anew, means to foreshorten this perspec tive and make education In Ore gon raw rather than rich. Yet op posed as we are to the Zorn-Mao' Pherson measure we regard It or something like It as virtually In evitable if tho plan of the state board Is finally attempted. With no presumption to being an "expert" either In education or In administration, this writer would like to submit a substitute form ot .organization for higher education in Oregon which would save the university at Eugene and the state college at Corvallis, yet would avoid the administrative complexity and educational defi ciencies of tho plan of the state board. Wo would first wipe out the overhead offices of chancellor and executive secretary, reducing costs and simplifying administra tion, bringing control back to the campuses yet assuring through the state board the coordination which is its objective. This substitute form of organization is submitted in Chart III. Substitute Form of Organization Its provisions are simple and may be stated briefly: 1st, A single board of lay mem bers appointed by the governor. Preferably it should be smaller than the present board, whose size has not Justified itself. This board should hare full control over all Institutions. 2nd. One president (or chancel lor), a single executive over the university at Eugene and the state college at Corvallis. Ho should di vide his time between tho Eugene and Corvallis offices. A leased tele phono wire which would coat only around $10 or -$ a month should connect tho exchanges of V (Continued on -page 7) of Organization PRESioern- MOMMOWTM NORMAL fVOiBauoAToa. SAunv f 6.000 2aoWo Unriaialu AUaW ftooJa -tr-, iooow