20

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.