Kingman Brewster

Background

Born in Longmeadow, Mass. 1919

Entered Yale from Belmont Hill School

Freshman Debating Prize in 1938

1941 Washington - Specialist to Coordinator of Inter-American Affairs

1945 Naval aviator - released from active duty with rank of Lt.

1948 B.L.L. - Harvard magna cum laude

1948-49 Assistant council - office of U.S. Special Representative - Europe (Marshall Plan)

1950 Faculty Harvard Law School

1953 Full professorship

Graduate School of Public Administration at Harvard

1960 -61 Returned to Yale as Provost-designate

1961 Visited the Soviet Union with a Yale delegation and conferred with officials at State University of Kiev.

1963 "I have no grand design, except to maintain the heritage of Yale as Whitney Griswold left it. However, I obviously don't want to say that nothing must ever change." 10/13/63 - First press conference as President

Books

Anti-Trust in Business Abroad - 1958

Cases and Materials on the Law of International Transactions and Relations - co-authored with Milton Katz, 1960.

**Education** - He proposes that the Federal Government finance the college education of any student who would agree to pay a lifetime surcharge on his income tax. The surcharge would be a specified percentage, the total amount repaid to the Government would depend on his earnings after college. Some would pay more than others, so that the Federal Government would break even over the course of a generation. "The idea is to get the expenses paid, without the hazards that you face in direct Government interference." (NYTimes, May 12, 1967)

**Urge's Yale Freshmen** "to repudiate oversimplification and venom from the left. The more you would protest the inherited view or the vested interest, the more important it is to demonstrate your concern for decency, lest you lead others to believe that your motivation is self-serving and exhibitionist." He recalled that in 1964 he had warned the Freshmen against the Republican presidential candidate: "It didn't take much courage to chastise Senator Goldwater in academic circles. Short years later, it is just as important to repudiate oversimplification..." (Sept. 12, 1967)

**Draft** - Objects to Lieut. Gen. Lewis B. Hershey's attitude: A student who obstructs the draft process should lose his deferment and be drafted - was an "absolutely outrageous usurpation of power. I think it destroys the whole notion of military service being a privilege and an obligation and not a punishment. I think it bypasses all the normal administrative protections of the process of law. And I think it acts as a real damper on free discussion and dissent." Brewster served on a National Advisory Commission on the draft that urged sweeping reforms in the Selective Service system. The recommendations were mostly ignored by Congress this year when it extended the draft for four more years. (Dec. 4, 1967)

Brewster speaking on behalf of the educators had urged the White House to "make it clear that the draft is not to be used as a punishment and that draft boards are not to become extralegal judges of the legality of acts of protest". (Dec. 31, 1967)

**Brewster's son deferred as a conscientious objector** - Brewster's comment: "While I do not think I could or would qualify as a conscientious objector, I, of course, cannot know what I would have done in his place." He and his son had discussed the matter before the youth made his appeal to the draft board. In his new classification he will be required to work for two years contributing to the maintenance of the national health, safety or interest. (NYTimes, March 12, 1968). "Afterward, I can go back to college if I want," but he declined to predict whether he would, because "education is my father's business, and I shouldn't talk about college one way or the other". (March 17, 1968). Young Brewster arrested and charged with being present where narcotics were kept. He was one of twenty young people arrested in a series of raids on Martha's Vineyard. (March 31, 1968)

The recent trip to North Vietnam by Staughton Lynd, an assistant professor of history at Yale, described as "a conscientious effort though naive and misguided. Although the invitation came from Hanoi through a senior official of the United States Communist party, I would give Mr. Lynd the benefit of the doubt cast by this association as long as I could believe in his independence of mind and in his stated purposes." Hanoi radio reported and Lynd reportedly confirmed that while he was in Hanoi he publicly asserted that the Johnson administration lies to the American people and that U.S. policy is immoral, illegal and anti-demonocratic. (Jan. 13, 1966) Faculty members "have a right and a responsibility to participate in exploration." (Feb. 20, 1966)

Although Brewster thinks the Selective Service law is "unfair, and antidemocratic" it would be "unthinkable for the university to deprive any student of his own right to cooperate with his draft board." (May 19, 1966)

Reston mentions Brewster, along with others, as "outsider" Republican either not interested, or not considered, or working for Johnson, in the Presidency. (June 12, 1966)

In the annual baccalaureate address, he sharply criticized the Administration for its "persistent refusal to take the lead" in designing a fairer system of military draft". The policy of the selective service system tends "to encourage a cynical avoidance of service" and leads to "a corruption of the aims of education and a tarnishing of the national spirit." He urged the creation of a United Nations reserve force "for peacekeeping... only a world authority can hope to stem the spread of nuclear anarchy." (June 13, 1966)

A member of the 20-member National advisory commission on Selective Service to study the system and make recommendations by January 1, 1967 on its reform. (July 3, 1966)

YALE UNIVERSITY
NEW HAVEN CONNECTICUT

OFFICE OF THE PRESIDENT

August 9, 1968

Mr. Henry A. Kissinger
Room 1034
50 Rockefeller Plaza
New York, New York 10020

Dear Mr. Kissinger:

I want to acknowledge receipt of
your letter to President Brewster of
July 30th. Mr. Brewster is out of the
country until late in the summer.

I will call it to his attention
when he returns and I know he will ap-
preciate your writing.

HC:jtb

BURT BERNSBY

BREWSTER AT YALE COMMENCEMENT®

*Even the giants feel threatened.*

## UNIVERSITIES

### Anxiety Behind the Façade

(See Cover)

Nothing is quite so perennially promising in its greenery, so seemingly carefree in its end-of-the-year exuberance, so timelessly secure in its traditional commencement ceremonies as a college campus in June. Last week, as alumni gathered on campuses across the nation for reunions and beaming parents strolled shaded walks with newly graduated sons, proud leaders of academe pointed to glistening new science buildings and plushly modern dormitories, talked glowingly of new plans, programs, projects. But this appearance of comfortable affluence is largely deceptive. Behind the impressive façades of most private universities and colleges there is a deep concern. They are in grave financial trouble, and many are searching frantically to close a dollar gap that threatens their very existence.

The cost crisis is not confined to the nation's marginal institutions of higher learning—the small, church-related liberal arts college, the genteel finishing school for girls. Even the giants of American education feel threatened. Despite Harvard's imposing $900 million endowment, Assistant Dean Arthur Trottenberg says that “we're worried to the point of reaching for the panic button.” Columbia's president, Grayson Kirk, contends that “all our institutions face a financial problem of staggering magnitude and complexity.” “Self-pity is a congenital disease of my profession,” adds Yale's Kingman Brewster Jr., president of the nation's third oldest and second richest private university, “but

* In the center, wearing the “President's Col- lar” chain.

## EDUCATION

it's almost impossible to exaggerate this problem.” Yale, he says bluntly, “has never had a more difficult financial prospect—and a serious strain on resources for Yale is a crisis for other places.”

**Splashes of Red Ink.** The warning splashes of red ink on university ledgers these days amply bear him out. This year, for the first time in 15 years, Harvard's Faculty of Arts and Sciences faces an operating deficit—of about $1,000,000. Rice, the best and richest private university in the Southwest, will have a deficit of more than $950,000 this year. Princeton President Robert Goheen worries about running into the red within three years; Stanford foresees a possible $2,000,000 shortage by 1969. Unless new sources of revenue are found, Yale will be faced with an annual operating deficit of more than $15 million by 1977.

Many private colleges have balanced their books only by curtailing necessary expenditures—and their presidents are beginning to worry about whether quality is being sacrificed as well. Vice President Franklin Kreml of Northwestern admits that his university's books balance, but then adds: “By God, we have problems—we're fighting for our lives. Our faculty is too thin. We have insufficient housing for students, insufficient student aid, too small a graduate program.” California's prestigious Mills College cut back its administrative staff this year. Cornell's president, James Perkins, held his 1967 deficit to about $500,000, mainly by denying $2,500,-000 requested by his deans for projects they considered crucial.

**Backs to the Wall.** For such schools as Yale and Harvard, the financial crisis is relative: what is involved is not survival but the maintenance of traditional excellence. For plenty of other colleges, however, the quest for funds is a matter of life and death. “The less well-endowed university,” says Brewster, “is literally finding its back to the wall as it tries to be competitive in faculty, facilities and programs.” Occidental President Richard C. Gilman, while confident that his own school will survive, predicts that 250 private colleges will either merge with other institutions or collapse within the next five years. Already Temple and the Universities of Pittsburgh, Buffalo, Kansas City, and Houston have quietly surrendered their status as entirely independent private schools, have become affiliated with state systems.

From Amherst to Yankton, U.S. college presidents have a simple but thoroughly convincing explanation of the financial crisis: the cost of higher education is rising infinitely faster than academic revenue.

The rapidly expanding professorial paycheck is a major source of school deficits. Staff salaries account for about 50% of total expenses at a large uni-

versity like Yale, and across the nation, professors are getting raises of 7% a year. In 1950, the national average for all college-level teachers was $5,310; today it is $11,265. Harvard, which paid its top professors no more than $12,-000 in 1947, will offer $28,000 next year; its 548 full professors average $20,000. And teachers take it for granted that the average will go even higher. “The senior faculty members expect a review of their salaries every year,” complains Harvard's Arts and Sciences Dean Franklin Ford. “No one seems to remember back in the '30s, when it was every four or five years.” Also on the rise are college payrolls for nonteaching services. At Kalamazoo College, for example, janitorial salaries have climbed 40% in the past five years—and no one, ruefully notes Columbia's Kirk, “ever wants to endow janitorial services.”

**Facing Competition.** One reason why professorial salaries have skyrocketed is the increasing competition that private schools face from public universities. As higher education has become a politically popular field for legislators to support, the best of the state universities have found ample funds to lure professors from private universities with promises of sky-high salaries and unlimited research facilities. Some educators are worried about the growth of the public multiversities. Although two-thirds of the nation's 2,173 colleges and universities are private, their share of student enrollment has slipped from 50% in 1950 to 35% today.

New breakthroughs in knowledge have led to a proliferation of specialized studies that constitute another severe strain on the resources of the private college and university. M.I.T. now offers its students an array of 2,966 courses—half of which did not exist a decade ago. Before World War II, a single professor could teach everything that Columbia expected a student to know about China; now he would pick up fragments of Sinology from 20 specialized scholars. Many of these new sciences, moreover, are primarily graduate specialties—and the universities run heavy deficits operating top M.A. and doctoral programs. University of Chicago officials estimate that they spend $13,000 a year to train a grad student in medicine or biology who pays only $1,980 in tuition.

**Bottomless Pits.** Keeping up with new knowledge also means maintaining costly research and library facilities, which may build a university's prestige but also serve as bottomless pits for funds. It now costs Harvard $6,000,000 a year to support its huge library; a decade hence, annual maintenance will climb to at least $14.5 million. An adequate computer installation for instruction at a large university costs at least $2 million a year to rent and operate.

To be sure, state universities are not

78

TIME, JUNE 23, 1967

immune to the rising costs of educa-
tion—but a skillful president can al-
most always get his regents and leg-
islature to ante up for a new cyclotron
or an added Ph.D. program in zoology.
Administrators of private colleges claim
that their available sources of revenue,
while rising in dollar volume, no long-
er keep pace with expenses.

As a rule, private institutions pick up nearly 60% of their instructional costs from tuition, which has been rising dramatically in recent years. The national average has jumped from $700 to more than $1,200 in the past ten years; N.Y.U.'s soared from $940 to $2,000, Reed's from $800 to $2,200, Sarah Lawrence's from $1,551 to $2,350. At the present rate of increase, Harvard's tuition, now $2,000, will reach $5,000 by 1978. "But this is impossible," says Harvard's vice president, Lewis Gard Wiggins. "We'll have to look elsewhere for the money." Many small-college presidents are afraid that they will price themselves out of the market. The question that fathers ask, says Byron Trippett of the Colorado Association of Independent Colleges and Universities is: "What can Colorado College offer my boy for a tuition of $1,700 that the University of Colorado can't do just as well for $300?"

Good Will & Good Wills. Endowment is another traditional source of income, and some private colleges are courting aging millionaires with a fervor that verges on frenzy. "We are trying to build good will—and good wills," quips University of Miami President Henry King Stanford. "Unfortunately, naming Miami in a will seems to be a guarantee of longevity." Actually, as the 100 schools that hold 92% of the nation's $12 billion in university endowments have long since discovered, inherited wealth is not the answer. Columbia, for example, has quadrupled its endowment to more than $390 million in the past 30 years, but income from this source covers only 22% of the school's expenses today, compared with 42% in 1937. Roughly two-thirds of all endowment funds are committed to specific uses by their donors and cannot be used for general operations.

Virtually every college in the U.S. is now embarked on a massive fund drive—and most of them are succeeding beyond their wildest hopes in getting friends, alumni and business corporations to give, and give generously. The trouble is, most drives are aimed at expanding facilities and adding new faculty, which adds to operating costs. And as the fund drive becomes a permanent rather than a periodic process, the necessary go-and-get-it zeal will become ever harder to sustain. "We are going to have to raise $1,000,000 a week for as long as the university exists," says Chicago Provost Edward Levi—and he is not sure how it can be done.

The recent injection of federal mon-
ey into higher education has turned out
to be both a lifesaver and an irritant.

The Government now spends $4 billion a year on college campuses—half of it in support of Government-desired research, about $750 million in construction of facilities, the rest in loans, scholarships and jobs that help more than a million students to stay in school. But officials of such schools as M.I.T. and Caltech—which get about half their operating budgets from federal funds—argue that the research is only a service to Government, and that the grants do not pay the full costs of maintaining the added facilities. The American Council on Education's John F. Morse contends that "most federal programs involve a drain on, rather than a strengthening of institutional resources."

To Convince the Donor. The cam-
pus quest for money is so pressing that
academic administrators today spend
most of their time in hot pursuit of po-
tential donors. As Ford Foundation
President McGeorge Bundy notes, "The
private university that does not choose
an entrepreneur for its president is
bound to be sorry." Yale has had little
reason to be sorry that it chose King-
man Brewster, whom U.S. Education
Commissioner Harold Howe calls "one
of the most lively voices in higher ed-
ucation today." Although not an educa-
tional philosopher in the style of Clark
Kerr or James Bryant Conant, Brew-
ster is an outgoing activist and analyti-
cal problem-solver who is convinced
that innovation and change are the way
to save the traditions of Yale. "We have
to convince the donor we have some-
thing to offer," he says. "I'm sure sup-
port will depend on the ability of the
institution to excite."

It is no great liability that trim, ur-
bane, greyingly handsome Kingman
Brewster, at 48, looks rather as if he
had been type-cast by Otto Preminger
for the job of chief salesman and
spokesman for Yale. An eleventh-gen-
eration descendant of a Mayflower im-
migrant, he is every inch the patrician

BUDT BERINGSTY

YALE'S RESIDENTIAL MORSE COLLEGE

LARRY LEE—P.—

U.S.C. PROCESSION PAST NEW CONSTRUCTION

CARL HANSAKT

DENVER'S GRADUATE SCHOOL OF INTERNATIONAL STUDIES

*The affluent appearance is deceptive.*

TIME, JUNE 23, 1967

79

who enjoys academic ceremony. At the same time, says one friend, Brewster "holds a fundamental irreverence for anything stuffy, too old or established" —and delights close friends at dinner parties with his self-depreciating humor and talent for mimicry. Actually a lon-er who carefully guards his deepest feelings, Brewster is also gregarious enough to pre-empt center stage at bourbon-and-bull sessions with Yale's faculty and students. An ear-wearying public speaker whose official utterances are frequent-ly pedantic and dull, Brewster shines wittily in small groups, admits that conversation rather than ivory-tower concentration provides most of his ideas. "I get more stimulation by talking to people," he says, "than by retreating to the library—it's out of the hurly-burly that I get my ideas."

**Crustacean Father.** Brewster has always been enveloped by bright conversation. His mother held an A.B. from Wellesley and an M.A. from Radcliffe, his father an A.B. from Amherst and a law degree from Harvard. Both were Phi Beta Kappa freethinkers—and poles apart in their thinking, especially in politics. Father was what an acquaintance calls "a crustacean McKinley Republican," Mother "a Cambridge liberal Democrat." They were divorced when Kingman was six and his mother married a Harvard music professor, Pianist-Composer Edward Ballantine. Their Cambridge home, with its two grand pinos, was a setting for brilliant table talk on politics and culture from such guests as Law Professor Felix Frankfurter and Pianist Rudolf Serkin.

At Belmont Hill, a prep school founded by Harvard professors mainly for their children, Kingman settled forBs on his report cards. "He had a tremendous brain, but there was so much else he wanted to do," recalls his Latin teacher. He edited the school newspaper, played the First Lord of the Admiralty in H.M.S. *Pinafore*. A star at debate, he helped beat a loquacious Groton team consisting of Franklin Roosevelt Jr. and William and McGeorge Bundy, taking the affirmative side on "whether

capitalism is more conducive to war than socialism."

**Deadly Vassar Girls.** Kingman spent his summers sailing off Martha's Vineyard, became so skilled that in 1935 and 1937 he scored clean sweeps to win the Prince of Wales Cup in "Acadia"-class international competition in Nova Scotia. He is still an enthusiastic boatman who, notes a friend, "minimizes his tacks by coming closer to the white water than other sailors will" and is co-owner of a 30-ft. ketch, *Auriga*, with Williams President John Sawyer. Brewster sees a link between sailing and running a university, contends wryly that "there is always the infinite capacity for anticipation at the start and rationalization at the finish."

Before the start of his freshman year at Yale, Brewster asked advice on courses and teachers from a Martha's Vineyard neighbor, Yale History Professor A. Whitney Griswold. It was the start of a long friendship that grew closer when Brewster became chairman of the Yale Daily News, found Griswold a stimulating source of information about the university and a spirited conversationalist on politics. "We had a common sense of the ridiculous and the absurd," Brewster says.

Among the things that Brewster found absurd were Yale's secret societies and fraternities. Rebelliously anti-Establishment, he turned down a tap from Skull and Bones, declined the presidency of Zeta Psi fraternity, and attacked those institutions of privilege in Daily News editorials. He also wrote that Vassar girls are "the world's most deadly bicycle riders" and that girls should not wear slacks: "The women of Wellesley, Smith and Vassar must be deprived of their pants." Foreshadowing his present concerns, he noted that Yale had operated in the red by $133,588 in 1940 and warned: "No institution can long afford to carry a deficit or cut into capital resources."

**Without Fair Hearing.** Brewster also became deeply interested in politics. He opposed U.S. entry into World War II, joined the isolationist America First

movement, even testified before a congressional committee against U.S. aid to Britain. He also argued—as some of his New Left students do today—that students should be permitted to attend peace rallies. Looking back, Brewster sees his position as defensible at the time, since, he thought, F.D.R. was pushing the U.S. toward war without a "fair hearing and popular debate."

Pearl Harbor and the passage of the Lend-Lease Act turned Brewster into a dedicated internationalist. After graduating *cum laude* in 1941 (selected by his class as the member who "had done most for Yale"), he joined the State Department as an aide in Nelson Rockefeller's Office of Inter-American Affairs. He earned a commission as a naval aviator, served four years on antisubmarine patrol but never sighted a sub. While in service he married Mary Louise Phillips, a Vassar art major he had met at a post-football party at Yale. She quit in her senior year to marry him; they now have five children.* Eager for a career in public affairs, he entered Harvard Law School in 1945, because "law schools seem to attract an extraordinary number of the people who have the highest potential of each generation." He made the Harvard Law Review, graduated *magna cum laude*.

Brewster spent a year working with the Marshall Plan in Paris, returned to start a twelve-year teaching career, first at M.I.T., then at Harvard Law School. As a teacher, he "worked harder than I ever have before or since," he recalls. "Because of the caliber of the students, you find yourself spending most of your time on the ropes."

Brewster had been promoted to full

* Constance, a George Washington University senior; Kingman III, 19, who will be an Occidental freshman next fall; Deborah, 17, who hopes to go to Vassar; Alden, 14, a student at Groton prep school; Riley, 12, who attends New Haven's private Foote School.

TIME, JUNE 23, 1967

80

professor at Harvard and was serving on top faculty committees when his longtime friend, Whit Griswold, by then president of Yale, asked him to become his provost. Although he had no Ph.D. and no administrative experience, he quickly accepted. His acceptance was dictated partly by his admiration for Griswold and his affection for Yale. It was also, he recalls, "a decision you make at 40 to find out what you're good at." Brewster turned out to be so good at the job that the Yale Corporation promoted him to the presidency when Griswold died in 1963.

**Appointed President?** There are many Brewster friends who figure that he wants to prove he is good at other things than running Yale—most likely at politics. Brewster admits that unlike most Yale presidents, he does not want to keep the post until retirement age. "To stay ten years—give or take half of that—would be bad for the institution and bad for me," he says. He does not discuss his political aims, but few expect him to aim lower than a Senate seat. In mocking reference to both his ambitions and his stylish mode of dress —mod-striped shirts handmade in Hong Kong, J. Press suits, occasionally even a black opera cape—Yale wits have dubbed him "Kingwad Tweed," claim that he wants to be "the first man appointed President of the U.S." Brewster describes himself as "a would-be Republican—but I can't find enough good ones to vote for." He voted for Eisenhower in 1952, favored Kennedy in 1960 and Johnson in 1964.

Whatever Brewster's next career choice, his advice to incoming Yale freshmen last fall will undoubtedly be his own guide as well. "The fullness or emptiness of life will be measured by the extent to which a man feels that he has an impact on the lives of others. To be a man is to matter to someone outside yourself, or to some calling or cause bigger than yourself." At the moment, that cause for Brewster is still

Yale—and he has mattered much in bringing Yale into a more relevant concern with contemporary issues.

**Fresh Talent, Fresh Ideas.** Even fond admirers of Griswold are now willing to concede that Yale during the post-war years did not always live up to its reputation, tended to tolerate aristocratic old-timers at the expense of first-rate professional scholarship. Convinced that Yale is a school that should be at the intellectual service of the nation, Brewster has stocked the university with a host of fresh talents with fresh ideas. He appointed the youngest provost in the university's history, former Associate Graduate School Dean Charles Taylor Jr., who took over the post at 35. In 1964, Brewster named R. Inslee Clark Jr., then 29, as admissions dean. Clark has drawn such a diversified batch of bright, unconventional students that they call themselves "the New Guard."

Brewster has injected considerable zest into student life by replacing gently manly masters, mainly "Old Blue" historians, in the residential colleges with such activists as Novelist John Hersey, Historian Elting Morison and Attorney Ronald Dworkin, whose pop-art shows cause students to dub him "the mod master of electric college." Brewster also knocked out traditional course requirements so that students can select their courses more freely, set up a five-year program in which juniors can delay their studies a year in order to plunge into active social work—a hitch the students call "junior year in the jungle."

**Obsolete Learning.** Under Brewster, Yale has maintained its traditional strength in the liberal arts and continued to upgrade its long-weak science faculties, including the creation from scratch of a costly new department of molecular biophysics. Brewster boldly dropped the undergraduate B.E. degree in engineering on the ground that conventional engineering programs force engineers to specialize so early that they "learn things that are obsolete by the time they graduate." As a result, Yale's undergraduate engineering program is unaccredited, but students get a solid grounding in liberal arts before moving up to take their technical studies at the M.A. level.

At least two of Yale's special schools have become all but synonymous with creativity in their fields. Theater Critic Robert Brustein and a coterie of brilliant professionals known as "the Jewish Mafia" have brought sparkle and surprise to the musty Yale School of Drama—most notably in their recent production of Robert Lowell's *Prometheus Bound* (TIME, June 2). Yale's Law School, under Dean Louis Pollak, stresses the social and political impact of law, while Harvard's case-study emphasis produces sharp legal tacticians. Seeking to expand Yale's horizons ever more, Brewster is deeply committed to the proposed affiliation with all-girl Vassar (TIME, Dec. 30), is trying to bring the Jesuits' Woodstock Seminary from Maryland to New Haven as a partner

of Yale's nondenominational Divinity School. "For the first time, Yale may be a more exciting place to be than Harvard ever was," says Biologist J. P. Trinkaus, a 17-year veteran at Yale.

All this has not necessarily made Brewster universally liked on campus. "The technocrats of the educational world came into the inner circle under Kingman," complains a former dean. Philosopher Paul Weiss contends that the president of Yale ought to be defining educational philosophy for the nation—a task that Pragmatist Brewster has little time for. Many students complain that Brewster spends too much time tending to off-campus fund raising; they regard him as an aloof, not-quite-with-it figure.

**Out of Complacency.** In the long run, Yale historians may well cite Brewster as the president who shook the university out of complacency over its declining fiscal fortunes. Yale's cash problems were easy to overlook. Its Gothic towers bespeak centuries of stability, the free-flowing lines of newer buildings by Eero Saarinen and the glossy cubes of Skidmore, Owings & Merrill convey contemporary opulence. And for years, Yale was affluent. It has been blessed with spectacular benefactors: from Standard Oil fortunes, Edward S. Harkness gave $25 million between 1924 and 1931, and John Sterling gave $39 million in the 1930s; last year Philanthropist Paul Mellon gave his alma mater an art gallery and an art collection worth $35 million.

Yet in 1963, when Brewster assumed the presidency, the Yale Corporation had to approve its first seriously unbalanced budget in history. Says one Yale official: "Can you picture all those Old Blues sitting around a table to approve deficit financing for their great university? It was a shock."

**Having It Both Ways.** Costs are out-running income partly because Brewster is determined that Yale (enroll-

SAILING OFF MARTHA'S VINEYARD (1962)

*Tacking close to the white water.*

BEFORE CONGRESSIONAL COMMITTEE (1941)
*Against Skull and Bones and girls in slacks.*

82

TIME, JUNE 23, 1967

# Did you know Textron is also Burkart?

And Burkart is already expanding its new plant for making cushioning foam for your home and car.

ment: 8,673) should be both an intimate liberal-arts college on the undergraduate level and an all-encompassing university at the M.A. and Ph.D. levels. He takes great pride in the fact that "Yale is still small enough that every student and faculty member is known intimately by someone who is known intimately to me." Yale's faculty serves 3,000 fewer students, gives its undergraduates more attention than do Harvard's research-oriented professors. At the same time, Yale spends far more money on doctoral programs than does undergrada-minded Princeton. "We are trying to have it both ways," says Brewster.

Having it both ways is indeed expensive, and Yale's financial troubles lead Brewster to ruminate: "I not only live in a goldfish bowl, but I sometimes feel that someone is trying to poison the water." Since 1941, Yale's operating budget has risen from $8,000,000 a year to more than $84 million today. Brewster, after rejecting $7,000,000 worth of departmental requests this year, figures that $3,000,000 of that represents an "educational deficit" in delaying the improvement of some departments to what he considers "Yale's par." Even routine building maintenance, university supervisors say, is "five years behind"; ten residential colleges, built 30 years ago, have never had major repair work.

To keep costs under control, Brewster in 1965 hired Howard T. Phelan, a hot-shot efficiency expert from Cambridge's Arthur D. Little Inc., a management-consulting firm, as development director. Only 28 at the time, Phelan and a new treasurer, John E. Ecklund, 51, have recruited a team of young experts —a former comptroller at NBC, a director of New York's Compton Advertising Inc., an M.I.T. research director—to apply computers and systems analysis to Yale's finances. They now detail 53,000 new budget items and manage to save Yale about $1,000,000 a year. Says Phelan: "Kingman is committed to making this a showcase of how to run a university."

**Innovative Investments.** The Yale Corporation* has been equally innovative in handling university investments. On the sound theory that the market value of Yale's $448 million endowment is growing each year at a roughly predictable rate, it has agreed that there is no great risk in applying part of the gain from about one-fourth of the endowment to current expenses instead of adding it to the principal. Result: $2,000,000 more that Yale can apply this year to operating expenses. University of Rochester President W. Allen Wallis, a business economist, considers the Yale policy "the most significant step taken in the financing of higher education" in recent years—and dozens

* Which includes Federal Reserve Board Chairman William McChesney Martin, New York Mayor John Lindsay, Pan American World Airways Chairman Juan Trippe, Assistant Secretary of State William Bundy.

of colleges are asking Yale for details.

Brewster is aware that bold endowment use and tough cost accounting will not solve Yale's long-run problems nor those of other private colleges. In speeches across the U.S., he has been advocating a revolutionary way out. He would have all colleges charge students almost the full cost of educating them, which for Yale currently means $5,520 per year. Students would borrow that amount, plus room and board charges, from the Federal Government and repay it throughout their lifetimes with an annual surcharge on their income taxes. The higher amount paid by those who earn more and live longer would offset those who are ill-paid or who die young. "It would not be resorted to except by those who needed it," Brewster explains, "and it would not cost more

BURT BERINSKY

BREWSTER OFF TO VASSAR

*Stimulation from the hurly-burly.*

over the span of a generation than the society receives for its investment."

The plan intrigues some educators as a way to shift educational costs from hard-pressed parents to the generation that benefits. President Howard Johnson of M.I.T. calls it a "refreshing" approach but considers the lifetime debt "psychologically difficult," prefers some form of earlier payback. The Ford Foundation's Marshall Robinson frets about the threat of a "reverse dowry," when a woman graduate of Vassar or Smith presents a lifetime tax bill to her husband.

**Efficiency & Self-Restraint.** Whether or not they agree with Brewster's concept of loans for learning, college administrators desperately need to find new ways to stay solvent. There are some obvious possibilities. For one, colleges could easily become more efficient by better use of existing facilities and faculties, judicious expansion of student-teacher ratios, more independent study, televised lectures and programmed instruction. Despite a proliferation of intercollege "consortia," there are still countless opportunities for

84

TIME, JUNE 23, 1967

more cash-saving cooperation. Simple self-restraint is also sorely needed; the small liberal arts colleges need not try to become second-rate universities. The field of private philanthropy is still largely an untapped reservoir: only 23% of college graduates give to their alma mater; only 600 of the nation's 5,000 large companies give significantly.

Most private-college presidents candidly conclude, however, that the long-range answer is massive federal help. "The only place the money can come from is the Federal Government—that's inevitable," says Harvard President Nathan Pusey. Even the small colleges, concedes Mills President C. Easton Rothwell, "have passed the point of no return in their acceptance and dependence upon support from federal agencies." The only real argument about federal aid is how to get it without violating what Cornell's Perkins calls "our academic virginity"—an infringement of autonomy. The U.S. Senate passed a plan (it died in a conference committee) for reducing the federal income tax by as much as $352 for parents with children in college—but some educators concede that tuition hikes would nullify the taxpayers' gain. Most prefer federal scholarships that a student could use at any school, public or private; some suggest additional grants to the school that the student selects. Almost everyone wants federal research support expanded in size, geographical spread and subjects covered. Perkins predicts that by 1970 an independent, education—controlled commission will even be channeling federal funds directly to institutions for general operating use.

**Good v. Bad.** Whatever the final prescription to cure the college cash ailments, it will be certain to drastically reshape U.S. higher education. As undergraduates gain a new mobility to go where the teaching is best, inferior schools will have to merge or die. As state universities seek ever more private dollars and private schools rely ever more on Government funds, the distinction between public and private education will blur. This does not bother Harvard's Pusey, who insists that "the distinction between public and private is pretty nonsensical—the important distinction is between the good schools and the bad schools."

No one wants the distinction blurred completely, since private education has traditionally pioneered new paths of learning, and by its example, has helped public universities fight for their own freedom. No educator is more dedicated to the preservation of the best values of the private university than Kingman Brewster. "Yale," he says, is free to "make up its own mind about what a good education is and hope that if it's right, the profession will come around." Full of faith in both Yale and the U.S., he is optimistic about the future. "I cannot believe," he says, "that the nation will allow the great private institutions to go to the wall."

## KUDOS

### Round 3

#### BRANDEIS UNIVERSITY

W. Averell Harriman, LL.D., U.S. Ambassador-at-Large.

#### EMERSON COLLEGE (Mass.)

Edward Albee, D.Litt., playwright. Through the devices of the absurd, you have penetrated to the core of man's frustration.

#### UNIVERSITY OF EVANSVILLE (Ind.)

John D. Harper, LL.D., president of the Aluminum Co. of America.

#### FORDHAM UNIVERSITY

The Rev. Theodore M. Hesburgh, LL.D., president of the University of Notre Dame.

William Schuman, L.H.D., composer, president of Manhattan's Lincoln Center for the Performing Arts.

#### HARVARD UNIVERSITY

Leonard Bernstein, D.MUS., conductor, composer.

Ben Shahn, D.A., painter. Pathos, protest, wit and wisdom shape this lively artist's telling work.

#### HOBART & WILLIAM SMITH COLLEGES (N.Y.)

John K. Galbraith, D.LET., economist.

#### UNIVERSITY OF IOWA

George H. Gallup, LL.D., pollster.

#### LOYOLA UNIVERSITY OF CHICAGO

Lawrence F. O'Brien, LL.D., U.S. Postmaster General.

#### MIDDLEBURY COLLEGE (Vt.)

Mrs. Lyndon B. Johnson, D.LET. Her energetic crusade for enhancing the beauty of America encourages a vision beyond the blight of billboards and bulldozers to a flourishing landscape and to the wonder of the Green Mountains, the Grand Canyon, the Poconos and the Pedernales.

Walt W. Rostow, LL.D., Special Assistant to the President for National Security Affairs.

#### NEW YORK UNIVERSITY

Marianne C. Moore, D.LET., poet.

#### OBERLIN COLLEGE

Rudolf Serkin, D.MUS., pianist.

#### TEMPLE UNIVERSITY

Anna Moffo, D.MUS., soprano.

#### UNION COLLEGE (N.Y.)

Hugh Scott, D.C.L., U.S. Senator, Pennsylvania. He successfully defied the Churchillian dictum, proving that a live politician may be a statesman.

#### WILLIAMS COLLEGE

Bhumibol Adulyadej, LL.D., King of Thailand. Defender of an ancient faith in a culture of incredible grace and color.

Thomas J. Watson Jr., LL.D., chairman of the board of IBM.

#### YALE UNIVERSITY

Alfred H. Barr Jr., D.F.A., director of collections, the Museum of Modern Art.

Rabbi Louis Finkelstein, D.D., chancellor of the Jewish Theological Seminary of America.

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As I meet you here again, I am probably even more mindful
than you are of the circumstance which brought us together
before in this hall, when the Yale Corporation was still look-
ing for a president. And much has happened. Indeed, this is a
milestone for me as it is for you. One of you who stopped my
wife in front of the Co-op the other day said, "It's hard to be-
lieve it's over, isn't it?", and given what happened to President
Kerr, I wondered whether he knew more than I did.

And our hopes and fears, as well as the outer purposes and cir-
cumstances of the country and the world, have changed so rad-
ically since we were last here that the four years seem like a
lifetime of history; and yet they seem so crammed that they
seem much shorter than four in the personal perspective.

I would like to talk, not about the outer life, the life of the
world, but the inner life which has to do with purpose; for I
feel that the most fundamentally new thing since we last met,
in many ways the saddest and most distressing thing perhaps, is
what might be called, paradoxically, "militant apathy."

Now, apathy itself is nothing new. In its older, traditional
form, in my time, it was glorified by the white shoe, the fra-
ternity, the Gentlemen's "C," and it often manifested a haughty
disdain for the world around it. This led one wag at the time to
suggest that the only difference between a Harvard man and a
Yale man was that a Yale man walks in as though he owned
the place, the Harvard man walks in as though he doesn't give
a damn who owned the place.

So we concede little to you in terms of the understanding and
experience of haughty apathy. In our time apathy was almost
encouraged by the fact that the highest goal which many of
your fathers' fathers sought for their sons was "adjustment."
Now it has been said that the ultimate in adjustment is to be
so indistinguishable from your environment that you neither
add to nor subtract from it. You might just as well not be there
at all. And if that environment to which you became so well
adjusted was the gentlemen's club of inherited privilege, then
the risks of developing a callous insensitivity to the inequities
of the world were very, very great. Even though the legions of
apathy in my generation's time might have been well man-
nered, with their hair cut, with coats and ties, and on the whole
personally decent and considerate, by and large they do bear
a heavy burden of responsibility for their indifference to every-
thing outside their own circle. Too many of us were slow at
best, reluctant at worst, to recognize the truth of the Roose-
veltian aphorism that "we must reform if we would conserve."

Now, there are sporadic symptoms of a new apathy, I like to
think not widespread here, but not unfamiliar either to you or
to me. It is more self-centered because it tends to be self-pity-
ing.

Where older generations sought conformity as a substitute for
purpose, the new apathy seeks nonconformity as a substitute
for ambition. Its depressive extreme curls up in a corner and
folds in upon itself in deeper and deeper introspective self-
destruction. Or, equally without direction, on its more maniac
edge it sometimes flails about from moment to moment, thrill
to thrill, seeking in bizarre experience a substitute for achieve-
ment. It is sometimes tinged with sourness, sullenness, surli-
ness; often it doesn't even have the saving airy grace of "flower
power." It is "sour power."

It is tempting to explain this unhappy minority of what has
been called the "happening generation" in terms of the fads
which dominated its upbringing. We should know. It was our
generation, after all, which foolishly catered to their children's
every whim from self-demand feeding in infancy to play-skool
permissiveness, from play pen to puberty. You grew up in a
child-oriented society, so no wonder there are some among
you who are self-centered.

It is not too difficult, either, to understand occasional skepti-
cism of authority on the part of your age group. You are
scarcely old enough to remember the cussed forthrightness of
Harry Truman when he was in office. You have known inti-
mately only the era of millionaire candidates, and money-no-
object politics. The huckster and the arm twister in your time
have been applauded as the "can-do" men in a democracy
dominated by pressure groups and mass media. And now the
world seems so hopeless and the self so helpless to do any-
thing about it. If maybe there will be no long run, wherefore
is the patience for responsibility? Wherefore is the perseverance
for ambition? And no matter how long the run, if ambition it-
self has no moral roots, if success has no moral content, why
shouldn't life be one hedonistic happening after another?

But somehow we are dissatisfied. To the believers, to the faith-
ful, the answer to this question does lie in faith, fortunately
deeper than the roots of reason, and for them stronger than
the winds of doubt.

To the skeptics the answer perhaps may be found in the hu-
man record made orderly by history and plausible by thought.
But whether skeptics or the followers of an inherited faith,

ALBERT GREGORY

## President Brewster's Inaugural Address

Mr. Lewis, fellow trustees, officers, faculty, students past and present, spokesmen for higher education everywhere—I am honored to be your colleague. I join you all in a common trust of the continuity of civilization.

The weight of this responsibility is lifted by the excitement of its challenge.

The next decade of our trusteeship must cope with three revolutions: the explosion of knowledge; the burgeoning population; and the uncanny development of automated machines and mechanized intelligence.

Each of our institutions must respond in its own way. By our separate and distinctive responses perhaps we shall learn enough from each other so that we shall see in these revolutions more of hope and of opportunity than of fear. It had better be so since there can be no counter revolution. All these revolutions are man made, but they cannot be undone by man, short of total self destruction.

May 1961

Knowledge is our special concern. We cannot afford the restraint of knowledge for the enhancement of the power or prestige of its possessors. Excellence sometimes may require selectivity. But those of us who would be selective must guard constantly against permitting exclusiveness to be mistaken for excellence. Every university must do what it can to respond to a rapidly expanding population's need for a rapidly expanding knowledge.

If modern technology fulfills its promise, we are on the threshold of a revolution in the storing and in the transmission of knowledge which should match the revolutionary increase in population and in information.

Already lectures can be taped and stored and selected for viewing on demand. Nothing but organization and adaptation of the lecture hall stand between us and the general availability of every university's lecture courses to students everywhere within the reach of the right microwave relay.

Page 15

President Brewster and Acting Secretary Howard S. Weaver.

## The Manageable University

As life becomes more impersonal and highly organized all the more important for some universities to try to remain manageable and informal enough for their members so that exchange is easy and responsibility and loyalty have a personal meaning.

For some people, the sharpening of ideas thrives best in the relationships of a community at once comprehensive enough in the scope of its intellectual concern so that all questions find response, and manageable enough so that lines of communication are short. Some will work best where life is intimate and informal enough so that discourse even among different disciplines can be impromptu, more on demand than by plan. This sense of community in turn is deepened if each member of it feels that he can participate in the selection of colleagues, of students, and of priorities which might affect him.

Perhaps the spirit of a community derives at least as much from limits on its function as from limits on its size.

As other corporate and government groups mobilize intelligence to discover as well as to apply knowledge to meet topical needs, it is all the more crucial to have a few academic centers predominantly motivated by a self directed search for truth.

Confidence that purposes by and large are shared; and that one is tested, honored, or dishonored by common standards may be the most essential single attribute of a community at once free and cohesive.

Any single intellectual pursuit may be highly individual, but there is a common ethic which draws some men to a university in preference to any of the many other groups which are now publicly and privately organized to discover as well as to apply knowledge. Influence often, prestige sometimes is foregone in order to be able to spend one's time and energy and mind upon whatever seems to him most intriguing and exciting, not to be directed by what some client or customer may request, or by what some absentee bureaucrat is willing to support.

Maintenance of a university community based primarily upon self directed search for truth as its dominant ethic necessarily excludes many other useful functions. Obviously it is not the only or a necessary way to organize the advancement and transmission of learning. Indeed if there were not many institutions, including universities of the first rank, willing and able to organize intelligence to respond to practical demands, our country could not meet its needs for either welfare or survival.

But the integrity of the university as a community, even if it seems slightly aloof, is worth preserving not only for the sake of the quality of learning which a personalized community permits, but for the sake of the style and character of the nation.

In a complex political economy such as ours, it increasingly seems that everything hinges on everything else. Everyone has a constituent, a sponsor, a supplier, a buyer, a boss who dominates his life. Freedom has too often been reduced to the right to choose on whom to be dependent. There are few centers left where genuine constructively motivated independence is proclaimed with serenity and zest.

The nation needs to preserve safe havens where ruthless examination of realities will not be distorted by the aim to please or inhibited by the risk of displeasure.

Popular and official displeasure have long been the risk of free inquiry. The more so today when science joins religion in the pacifist cause; and when the dream of world law has become survival's necessity.

Our Soviet friends are quite correct. Free inquiry is very dangerous. To a society built upon coercion free inquiry by the foreigner is almost indistinguishable from espionage, as Yale has special reason to recall. To the society built upon coercion free inquiry by the citizen risks the charge of treason.

If we would forego coercion as the organizing principle of human destiny, if we would take the risk of persuasion as our arbiter, then the free scholar may be our staunchest hope.

In some countries all universities are instruments of political power. But it is touching that even for them the compulsion of self respect urges obeisance to the international republic of science and of letters. It may be more form than fact, but pride in the observance of form is not without its educative power.

The world needs a credible spokesmanship for the human purposes which transcend nations. That spokesmanship can easily be lost in the trumpeting of lesser and more immediate interests. Even the pressure to serve the state must not lead the University to forfeit that credibility which belongs alone to those who answer only to the dictates of a conscientious intellect.

For the sake of learning, for the sake of the quality of our nation, and for the hope of men everywhere, in the proud company of those represented here we shall strive to deserve this trust.

Page 18

Yale Alumni Magazine

July 1966

# For a Larger Loyalty

## Baccalaureate Address by President Kingman Brewster, Jr.,

of Yale University Woolsey Hall, June 12, 1966

Maybe you are the “cool” generation. It is your word, not mine. To my generation cool was nothing more, nothing less than a description of temperature. Later I came to adjust to it as an adjective of delight—“hey, that’s cool!” More recently I came to know it as a verb of admonition, usually uttered under ugly circumstances—“cool it.” As I hear it now it is a noun, an attitudinal noun—aloof, squint-eyed with a trace of snicker, wise but skeptical, deprecating—“don’t blow your cool.”

If coolness means a capacity to stay calm and use your head in the service of ends passionately believed in, then it has my admiration. For surely one enemy of civilization is that passion which finds self-fulfillment in the expression of ends without means; that passion which cannot take self-criticism; and that passion which ducks and evades all encounter with any doubt which might disturb it.

But I worry that “coolness” is too often a superficial worldly wisdom which denies all passion, or sublimates it, or manipulates it. For this the old fashioned word *cynicism* would do just as well.

Coolness, like cynicism, rejects the satisfactions of loyalty. It squeezes out concern for national destiny, national purpose, national obligation, national service. It seems to deny the satisfactions of patriotism.

One reason, of course, is that muddy nationalist slogans are so often slung around by the jingoist in order to makecapegoats out of honest opposition. Dirty patriotism is the mudslinger's camouflage. The strident bully has too often used tin horn patriotism to divert attention from his high-handedness or meanness.

I think we can put the false patriots aside. They will always be with us. It is one of the happiest aspects of our history, that their voice has not long been dominant and has never, in the long run, triumphed.

There are, however, reasons more basic than anti-jingoism why national obligation has lost its appeal, why national service has lost its savor.

## *An Authority to Transcend Nations*

The first reason, and perhaps the most reasonable, is the patent fact that the nation state is no longer a sufficient instrument “to secure the blessings of liberty to ourselves and our posterity.” The prospect for life, for liberty, or for the pursuit of happiness is not very promising, let alone secure, in your time unless we can create an authority which transcends nations. Only a world authority can hope to stem the spread of nuclear anarchy. Only a world-wide effort might reverse the widening of the gap between the privileged minority of “haves” and the desperate majority of “have nots.”

Sometime, somehow—soon I hope—a more perceptive vision and a more practical ingenuity will devise a way in which you and I might volunteer our service at the call of an organization of more truly United Nations. Neither smugness nor defensiveness should prevent the most privileged citizens in the world's most privileged country from urging, right now, our most recent honorary alumnus, Mr. Thant, to devise a United Nations Reserve for peace keeping, health, education and welfare duty. I am confident that more would enlist in such a reserve than would ever be called upon to serve.

While I share with you this urgent hope for a larger loyalty which transcends nations, I would also urge you to beware of those who prophesy falsely in its name. It is false to suggest that the only way to serve humanity is to repudiate your country.

Federations have not been built by those who turned their backs upon neighbors, by those who denied their local pride or scorned the traditions of their own states. If the larger loyalty and the institutions to serve it are to be well found, they must be built upon the more intimate local, state, and national allegiances and institutions, not upon their subversion. In fact, to me the highest patriotism is that which sees one's country not as an end in itself, but as a crucial instrument for the salvation of mankind.

17

Yale Alumni Magazine

"Selective Service in order to staff a two million man force from a two hundred million population has invited a cops and robbers view of national obligation. National morality has been left exposed to a collective self-corruption by the persistent refusal of the national administration to take the lead in the design of a national manpower policy which would rationally relate individual privilege and national duty."

A bit of shade

institution or by country would deprive you of two very real satisfactions.

First is a satisfaction which is not without its ambitious side. I have in mind the simple fact that all you will, by what you do, or fail to do, make a difference in the lives of others. All of you, I hope, wish to have that difference, that impact, be constructive.

Those affected by you will be in concentric circles around you: intimate family and friends, institutional colleagues, employers and employees, communities and their private and public constituencies—local, state, national, and international. Only if they really matter to you, only if you feel that in some sense they are more important than you are, only—in short—if they command your loyalty, will you really have the impact of which you are capable.

I hope that by now most of you here have felt your powers magnified by being part of some effort, some relationship, some institution bigger than yourselves.

So the waves do flow outward from your splash; and you are more likely to find resonant, harmonious response if you have a purpose worthy of an echo, not just an ego.

But there are waves coming in upon you too—waves of expectation. Life not only involves an effort to try to make a difference in the lives of others, but also involves the demands of those who expect great things of you.

This, too, has its satisfactions, if you only will make the most of them. Some will stay on the beach. Some will be tumbled and boiled by the undertow—but at least they will have the fun of trying. Others will surf high and long on the waves of expectation. Having ridden a couple of breakers passably well they will venture outward to the steeper rollers.

There is no greater challenge than to have someone relying upon you; no greater satisfaction than to vindicate his expectation.

By now each of you in your own way has felt this challenge, has tasted this satisfaction. A friend, a roommate in trouble, a research paper, a team, a family tragedy, a laboratory experiment, a chorus, a deadline to be met—whatever the circumstance, most of you have, I hope, earned the satisfaction of expectation's challenge and response.

## GENTLEMEN OF THE GRADUATING CLASS

Your country will feel the impact of the rippling waves set moving by what you do or fail to do.

Your country will send back the echoing wave of its expectation, which you will live up to or let down.

I hope you will bear with satisfaction your association with a proud heritage of service

—motivated by divine conscience;

—tempered by humility;

—and made effective by loyalty to those institutions which by mutual support and individual restraint have enlarged the freedom of mankind.

20

1. K. Brewster says that he does not believe that the presidency of Yale will be his last job. Belief among several of his friends he will wind up in politics.

2. Named to President's Commission on the Selective Service System
President's Commission on Law Enforcement and Adm. of Justice

3. A *Brewster Project*

Friday Evening Club, a once-a-month dinner and discussion group that meets in Boston and whose members include such scientific notables as: E.M. Purcell, Victor Weisskopf, Edwin Land, Julius Stratton, Jerome Bruner. In addition, there are nonscientists - Morison, the founding father, McGeorge Bundy, George Homans, Wassily Leontief, Max Millikan, Robert Wolff, Myron Gilmore,

McGeorge Bundy, one of Brewster's friends, is certain he has no
immediate political ambitions of any kind. "But I am sure that
at vagrant moments, the idea also crosses his mind."

(N.Y. Times, Feb. 2, 1967)

> **"Between the multiversity and the semiversity, Brewster hopes Yale will stay a miniversity, 'cohesive and comprehensive.'"**

Lima, Peru, to work in a local community-action program.

A larger step toward innovation is in the works, affecting the 12 residential colleges into which Yale College is subdivided. By naming new masters and acting masters to seven of the colleges—men such as Morison and the novelist, John Hersey—Brewster has made the first move toward a goal to make the colleges more like intellectual subcenters and less like dormitories. One outstanding transformation has already taken place. In seven months as dean of the Drama School, Robert Brustein has changed an academic theater

into a stage for such experiments as "Viet Rock" and "Dynamite Tonight."

Other seriously needed changes proceed more slowly. The "safari," as Brewster calls the search for new faculty, has been hunting for a new dean of the medical school for six months but has not found one yet. And in his last annual report Brewster singled out a number of disciplines which need rebuilding and redirection; among them were sociology, anthropology, geology and astronomy.

Even further in the future is perhaps the most gripping possibility of all: that Vassar will quit Poughkeepsie and accept the invitation of Yale trustees to coinhabit in New Haven. The announcement of a joint study of merger possibilities may result first in the exchange of some faculty members, perhaps a few joint appointments or the limited cross-enrollment of students in specialized courses. Then, if current speculation proves correct, Vassar may build a new campus as part of an urban-renewal scheme in New Haven (and Mayor Richard Lee is the champion Federal fund-raiser for urban renewal in the country), the old campus of 950 acres will be sold to offset the cost (and I.B.M., which has major facilities in Poughkeepsie, is reportedly interested in the property)

(Continued)

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K. Brewster a commission member of The President's Commission on Law Enforcement and Administration of Justice. In the 18-month study of crime, it proposed more than 200 recommendations to reduce crime. Other commission members are:

Miss Genevieve Blatt
Judge Charles D. Breitel
Otis Chandler
Judge James B. Parsons
William P. Rogers
Mrs. Julia D. Stuart
Robert F. Wagner
Prof. Herbert Wechsler
Whitney M. Young
Judge Luther W. Y ungdahl

The executive director of the commission was James Vorenberg who will return next fall to his position as professor of law at Harvard. (NY Times Feb. 19, 1967)

The commission recommends a vastly enlarged program of Federal enforcement, crime prevention and the administration of justice. It would be direct to eight major needs:

1. State and local planning

2. Education and training of criminal justice personnel

3. Survey and advisory services concerning the organization and operation of police depts., courts, etc.

4. Development of a coordinated national information system.

5. Funding of limited number of demonstration programs in agencies of justice

6. Scientific research

7

( New York Times, Feb. 19, 1967)