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At that time, the bourn of business consolidation was described in detail, in terms of what it meant from the standpoint of the students, the faculties, and the staff members of the University in Chapel Hill, at State College, and at the Woman's Colleg
1. Budgetary provision for equal quality of facilities and instruction 2. Equal faculty salaries for comparable ranks 3. Comparable staff salaries and wages 4. Centralized financial control 5. Coordinated and integrated business management 6. Uniform business policies, practices and procedures 7. Comparable budgets for the three institutions 8. Comparable per-capita appropriations from the State 9. Uniform requirements and regulations 10. Comparable tuitions and student-fee rates 11. Comparable physical plants, class-rooms, and laboratories 12. Equally attractive recreational facilities 13. Uniform health service and infirmary care 14. Uniform excellence of food in dining halls 15. Equally attractive residence halls 16. Standardized laundry services 17. Uniform buildings and grounds maintenance
THE BUSINESS CONSOLIDATION
The Trustees and officials of the consolidated University always have agreed that there should be no differences in the standards of our three institutions. As rapidly as possible all comparable salaries should be equalized at the highest level. The students, faculties, and staff members should have equal opportunities and advantages at all three institutions.
The educational policies and programs of each of the three institutions of the consolidated University are wholly and solely the responsibility of its faculty and academic administrators, acting under the authority of the President and the Board of Trustees.
However, the prime function of the Business Offices is to "find the money' to finance the accomplishment of the educational program as planned by the facul ties and approved by the President and Board of Trustees. Our business officers do not consider that their jobs constitute mere "sitting on the lid" and holding down expenditures. The business administration does everything possible to imple ment the all-important teaching and research work of the institution.
Under the direction of the President, at all times, the business adminis tration strives to procure funds requisite to the fulfillment of the academic program, either through student fees, appropriations, grants-in-aid, benefactions, bequests, gifts, endowments or institutonally operated service enterprises. And the business staff constantly strives to make living conditions, working conditions, and recreation conditions healthier, happier, more productive, and less expensive for our students and faculties.
NO "BOTTLE-NECK" Just as the instutional entity, the character, the personality, and the traditions of the University at Chapel Hill, of State College, and of the Woman's College have been held inviolate under the program of consolidation; so, too, has each institution maintained its own "business entity" and autonomy. Every precau tion and safeguard has been established to prevent the slightest degree of bureaucracy or over-centralization. Each of the three Assistant Controllers is essentially the business manager of his particular institution. No super-structure organization has been built up in the consolidated University offices. All moneys, appropria tions, gifts, endowments, grants-in-aid, student-fees, etc., are kept at the insti tution to which they belong. All books of account and records are kept at the institution concerned.
The Assistant Controller is responsible and accountable to the Controller (and through him to the President) for all financial and business matters; and colaterally, all functions of the Assistant Controller's office must be coordinated, co rrelated, and integrated through the Dean of Administration, to the educational policies and programs of the institution.