PACE IN THE EIGHTIES WORKING PARTNERSHIPS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP05T00644R000301090019-2
• Release Decision: RIFPUB
• Original Classification: K
• Document Page Count: 36
• Document Creation Date: December 22, 2016
• Document Release Date: April 30, 2009
• Sequence Number: 19
• Content Type: MISC

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PAM 111 V l V ERS 1 I
--.am. PRESIDENT'S REPORT- 1980
Working Partnerships.
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CONTENTS
WORKING PARTNERSHIPS
10 Pace and the Professions
14 Pace and the World of Business
20 Pace Faculty and Students
22 Pace and Its Community
REPORTS
2 Signs of Growth at Pace
24 Financial Perspectives, 1970-1980
28 A View of the Future
VOLUNTEER PARTNERS
30 Campaign Leadership Committee
32 Board of Trustees
To Friends and Colleagues of Pace
University:
This report is a record of the. achievements that work-
ing partnerships have made possible. It is a different kind
of report, for it embraces not only a traditional account of
past accomplishments for which an annual report is nor-
mally intended. It reports also the conclusions of a trus-
tees' long-range plan that was two and a half years in
preparation. Hence, this report will speak of achieve-
ments, and it will also speak of plans and expectations
that the entire University shares - the trustees, donors,
faculty and staff, alumni and students of Pace. (It speaks
of partnerships past, present and future.)
The key elements in these partnerships are student
concentration on achievement, faculty and staff dedica-
tion to excellence, trustee involvement, and business,
professional and community support. These relation-
ships have stimulated a number of exciting accomplish-
ments in growth and quality for Pace. And, thanks to
these partnerships, the future - despite population and
economic concerns - is a promising one for the Univer-
sity.
Let me mention a few special accomplishments that
may serve as evidence of the ways in which working
partnerships help a University advance.
- The Graduate School of Business, while steadily
improving its quality, has achieved the largest enrollment
of any institution in the country granting MBA degrees.
- The pre-medical program has placed a higher
percentage of its graduates in medical schools of their
choice throughout the nation than most long-established
pre-medical programs.
- The Lienhard School of Nursing has achieved
accreditation by the National League of Nursing in all of
its programs: associate, baccalaureate and masters.
- The School of Education continues to win re-
nown for its fine reading program in the City of White
Plains and, through its graduate program in Supervision
and Administration, affects positively the management of
many schools in the metropolitan area.
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- Pace's Law School in the City of White Plains
becomes increasingly important as more and more of its
graduates enter major law firms in the metropolitan area,
and its law seminars provide educational renewal for
practicing professionals in Westchester and surrounding
counties.
- On the athletic field, the Pace football team has
won its Conference championship for the past two years.
- In the School of Continuing Education large
numbers of mature men and women with varied profes-
sional, technical, and creative experience continue to en-
roll in the program that leads to the degree of Bachelor
of Professional Studies.
- The Dyson College of Arts and Sciences con-
tinues to provide a strong basis in general education for
all Pace degree students while continuing to receive rec-
ognition of foundations, honor societies and the Na-
tional Endowment for the Humanities. In a specific area
of accomplishment, the Dyson College Graduate pro-
gram in School Psychology has grown in quality and
numbers so that Pace graduates now practice as school
psychologists in 15 states and pursue doctoral programs
in 8 distinguished universities of the United States.
- Pace University achieved another important
first in being granted authority to offer the degree of
Doctor of Psychology.
- The University library collection has grown on
all campuses and now exceeds 650,000 volumes.
- Lubin School of Business students continue to
win distinction by receiving nationwide awards for their
outstanding performance on annual CPA examinations,
and the emergence of significant achievements by
graduates in new academic areas of business, such as in-
formation systems.
These and many other achievements will be detailed at
greater length in the pages that follow. I am proud to
mention some of them even briefly because we believe
strongly that these evidences of success have developed
from the partnerships that embrace every segment of
the University as well as its benefactors in the community
and in business.
This report is the story of an institution on the move, an
institution which draws its strength from working
partnerships. I hope you will find it interesting and infor-
mative.
1
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Signs of Growth at PACE
PACE UNIVERSITY:
-COMPREHENSIVE
- DIVERSIFIED
-INDEPENDENT
Most private colleges and universities find it
difficult to grow in these times of economic
pressure and demographic change. Sadly,
many of them are treading water while hop-
ing for better opportunities for growth. This
makes the record of Pace University the more
remarkable. Through good times and bad in
higher education, we have continued to ex-
pand and diversify our services.
Our approach is simple: We know that so-
ciety's need for practical academic training is
not diminishing, but growing. We identify
these changing needs around us in business,
government and the professions. Then we
devise innovative, flexible, student-centered
means of fulfilling those needs well. This ap-
proach has carried Face from a small institute
of accounting, meeting in a few rooms, to a
comprehensive university of eight under-
graduate and graduate colleges serving
24,500 students in five urban and suburban
locations.
Pace University will continue to grow, for
there are emergent community needs still to
be met. Our leaders, working in partnership
with leaders in corporate, financial, govern-
mental and professional settings, can con-
tinue to enlarge the value of Pace to the
community in the 1 980's.
Library of the Joseph and Bessie Gerber Glass Law
Center in White Plains, completed in 1979. The Pace Law
School, which graduated its first class in 1979, now has
more than 700 students. It already has been accredited
by the American Bar Association.
The Pace University library system, now being cross-
cataloged for efficiency, houses more than 650,000 vol-
umes. Ten years ago,the number was 200,000.
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GROWTH IN ENROLLMENT...
The number of students enrolled in Pace
courses has more than doubled since 1970.
70 19,868
71 10,215
72 310,653
73 311,476
74 12,439
75 13,936
76 15,531
77 17,503
78 z -1 21,523
79 Fall 24,500
.~. ~
AND IN FACULTY...
A similar increase, with advanced academic
credentials rising year to year.
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Above and below: Civic Center campus, Manhattan
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CAMPUSES AND LOCATIONS
New programs and increased enrollment
call for expanded facilities. Pace University has
provided for its needs through acquisition and
construction. By now, the Civic Center cam-
pus, dedicated in 1970, is a landmark of the
City Hall area of Manhattan. Nearby, the 22-
story building at 150 Nassau St. and the 16
stories at 41 Park Row provide space for addi-
tional programs. All are used to capacity.
To serve the needs of learners working or
living in mid-town Manhattan, Pace operates
the Midtown Center at Fifth Avenue and 44th
St. Almost 2,000 students pursue coursework
there.
New York programs are coordinated with
those offered at the Pleasantville- Briarcliff
campus, built on 240 acres in Westchester
County - and at the White Plains campus,
added in a 1975 consolidation with The Col-
lege of White Plains. Dormitory facilities for
resident students are provided on all cam-
puses, accommodating more than 1,600
residents.
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1. Pace Midtown Center (fourth and sixth floors).
2. Dow Hall, Briarcliff.
3. Preston Hall, White Plains.
4. Campus Center, Pleasantville.
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Pace keeps students, faculty and alumni in-
formed of good news about growth and
accomplishment - and there is much to re-
port. The growing stature of Pace has its
foundation in thousands of relationships like
the one below.
In an orientation book, Pace tells students:
"Pace believes that you and the University be-
come a team, each a mirror for the ac-
complishments of the other.... Such interde-
pendence creates a warm and shared experi-
ence that goes from classroom to Pub, from
faculty office to tennis court, from Senate
meeting to mixer, from career seminar to
concert stage, and from campus to campus."
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PACE
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7
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Pace Institute lecture hall before 1910.
Ladies wore hats and sat up front.
Growing Since 1906...And Still Growing!
906 ? Charles A. and Homer S. Pace formed a
partnership to conduct the New York Institute
of Accountancy, later called Pace Institute. First
class: four students. Expanded to many cities
throughout the United States.
1910 ? In New York, activities were moved to Hudson
Terminal Building, 50 Church St.
1913 ? Expansion required a move to 30 Church St.
1919 ? First daytime classes were begun in response to
the needs of returning veterans of World War I.
1927 ? With further growth, yet another move, to the
new Transportation Building, 225 Broadway.
1928 ? First secretarial instruction, with many more
business-related courses following in close
succession. Increasing Liberal Arts emphasis.
1942 ? The estate of Homer Pace generously surren-
dered to the institution all claim to the Insti-
tute's assets, paving the way to "college" status.
1947 ? Pace Institute achieved non-profit status.
1948 ? The New York State Board of Regents au-
thorized Pace to confer the B.B.A. degree, and
Pace became a college. The Liberal Arts em-
phasis was accelerated.
1957 ? Pace College was accredited by the Middle
States Association of Colleges and Secondary
Schools.
1958 ? Pace College established a graduate division.
1962 ? The College received a gift of 7 acres and build-
ings for a campus in Westchester County. Also,
the Advisory Council was formed and the first
Leaders in Management Awards were pre-
sented.
1963 ? Groundbreaking, building and first classes in
Pleasantville. The Graduate School was given
full status as an organization within the College.
There were 143 full-time and 265 part-time
students. Over the next ten years on that cam-
pus, gifts and acquisitions produced a campus
comprising a dozen major buildings on 200
acres.
1966 ? Groundbreaking for the new Civic Center cam-
pus across from City Hall in Manhattan. Cost:
$ 17.5 million. The School of Education and
School of Nursing were established.
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967 ? Formation of the Edward Corsi Labor-
Management Relations Institute.
1968 ? Graduate programs were extended to Pleas-
antville. Also, an undergraduate Management
program for disadvantaged youth was created
with a grant from the Calder Foundation.
970 ? Opening of the Civic Center campus on City
Hall Park; 450 students moved into the first
dorms on the New York City campus. The Has-
kins Laboratories, conducting advanced re-
search in biology, joined the College.
1972 ? Establishment of the first doctoral program,
Doctor of Professional Studies in Management.
1973 ? Pace became a university, by action of the New
York State Board of Regents. The Active Re-
tirement Center was established with the ap-
peal, "Retire to a University." The Graduate
School of Nursing was transferred from New
York Medical College to Pace University.
1974 ? The Graduate Management Program for
Women was initiated, with a grant from the
Mellon Foundation. The Institute for Sub/Urban
Governance was created through a grant from
Lecture hall, Civic Center campus, New York
City, 1980.
the Gannett Foundation. A grant from the
Kenan Trust made possible awards for faculty
research and development.
1975 ? A consolidation agreement was announced by
Pace University and The College of White
Plains.
1976 ? Groundbreaking for the Joseph and Bessie
Gerber Glass Law Center, on the White Plains
campus. The first students were enrolled in the
Pace University School of Law, using modern-
ized Preston Hall. Also, the Pace Midtown
Center opened in Manhattan.
1977 ? Pace University acquired the Briarcliff College
campus in Westchester County.
1979 ? Formation of the Campaign Leadership Com-
mittee for $50 million capital development
d rive.
1980 ? Pace University: eight schools, five locations,
three campuses, 24,500 students, 1,200
faculty. Growing in size and excellence.
9
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PACE and the Professions
Alt shows in her face: the pleasure of fully-developed
competence in a chosen profession. Pace nursing stu-
dents receive clinical experience in more than 40 medi-
cal settings in the area.
00, Psychological research in biofeedback. Pace was the
first university authorized by the New York State Board
of Regents to offer the Doctor of Psychology degree.
The first specialty will be in School and Community
Psychology.
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There is no higher calling or more demand-
ing role for a university than to enable succes-
sive generations of students to develop the
knowledge and skills necessary for lives of
community and professional service. Nursing,
law, education, psychology, accounting, sci-
ence and public administration all have their
basis, their continuity and progress in the
academic setting. Pace University, interacting
with the professional communities outside its
walls, offers excellent preparatory and/or pro-
fessional programs in all these fields.
Dyson College of Arts and Sciences, with
some twenty units of specialty offered among
the five Pace locations, spans undergraduate
and graduate levels of training. It offers more
different credit hours than any other school at
Pace. As the locus of fundamental under-
graduate courses, advanced programs and
service courses for other Pace schools, Dyson
College is the broad foundation of the liberal
arts and sciences. The programs that prepare
students for entry into advanced professional
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5
''Whether the subject of study is a newborn or a com-
puter, professional understanding may not always come
easily. The Pace M.S. in Information Science emphasizes
software engineering.
study of law and medicine (including veteri-
nary medicine and dentistry) equip Pace stu-
dents well for the competitive rigor required
of them. For their benefit, Dyson College pro-
vides a successful mixture of knowledge,
method, and academic career guidance.
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Sometimes professional progress begins with a shovel.
Here, Mrs. Bessie Gerber Glass breaks ground for the
Law Center made possible by her gift. She seems to
need no help from (left to right) Dr. Mortola, Governor
Carey, Dean Robert Fleming, or Dr. Charles Dyson.
Below, the finished building provides a perspective on
the striking contrasts of progress on the White Plains
Campus. More than 700 students pursue the study of
Law at the Center.
Beyond basic undergraduate programs,
there are a number of opportunities for spe-
cialized training. The innovative Master of Pub-
lic Administration program, the new Doctor of
Psychology degree, and the respected
course leading to the Master of Science in
School Psychology or in Educational Adminis-
tration and Supervision, all are examples of
the diversification taking place in Dyson Col-
lege and throughout Pace University. In a re-
cent development, Dr. Charles Dyson en-
dowed a special chair (the Edward J. Mortola
Professorship) to focus study and research
upon ethical behavior and values in public pol-
icy and professional life.
The School of Education trains teachers in
all traditional curricular specialities, prepares
administrators for their complex duties, and
even runs special courses for classroom
paraprofessionals. It has founded and run
nursery schools on its New York and Pleas-
antville campuses.
The Lienhard School of Nursing continues
to expand the range of baccalaureate and ad-
vanced program specialities. The Pace Uni-
versity School of Law, flourishing in its beauti-
ful new facility in White Plains, is finding excit-
ing points of interaction with other schools of
Pace. Joint degree programs in Law and Busi-
ness, for example, and the recently estab-
lished Municipal Law Resource Center (White
Plains) are receiving favorable recognition. The
latter is the product of cooperation between
the Law. School and the Institute for Sub/Ur-
ban Governance (Pleasantville), which itself is
a successful product of Pace innovation.
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Working Partnerships
Throughout its period of rapid develop-
ment, Pace has maintained broad and fre-
quent contact with professionals who help to
interpret the changing needs of their fields for
new talents and trained individuals. With a
sense of mission, and with energy and imagi-
nation, Pace University has responded.
llll~ The Pace Little School in New York, a nursery school on
a rooftop, provides a laboratory of a different sort.
VChemistry, one element in the training that has enabled
90% of Pace University pre-meds to gain acceptance to
medical schools of their choice.
Illo- Dr. Seymour Hutner, Haskins Professor Emeritus of
Biology, Haskins Laboratories. The lab has achieved
recognition for the applications of protozoology in
protein assay, researching the means to combat parasitic
disease.
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PACE and the World of Business
Business training has become a source of
national and even international reputation for
Pace University. The Pace approach, which
began with one class of four accounting stu-
dents almost 75 years ago, has diversified
and grown precisely because the University
defines itself literally as a working partner with
American enterprise.
In 1980, some 6,570 students are enrolled
in degree programs of the Lubin School of
Business Administration. And the Graduate
School of Business has 4,400 students, more
than any other university granting the MBA in
America! These numbers are the more re-
markable in light of the fact that admission re-
quirements and the rigor of Pace programs
increase year to year.
What, then, is the special formula that has
brought Pace to the forefront of business train-
ing? Not a formula at all, really, so much as an
ability to anticipate changing needs and to in-
novate, bringing new programs to life at the
right time. Pace leaders maintain close dia-
logue with effective managers in the public
and private sectors, mapping the shifting
complexities and emerging requirements of
managerial success. Pace finds creative ways
to meet those needs - defining new courses
and sometimes new means of delivery. Con-
temporary problems of international business,
for example, and the latest computer tech-
niques in management have stimulated cur-
ricular responses at Pace. Always, there is an
emphasis on the practical, the application of
theory to the enhancement of day-to-day
skills on the job. About 80% of the students in
the Graduate School of Business hold full-
time jobs.
Even in scheduling, Pace starts with the
realities that face students. There are classes
before work, after work, and during lunch
hours, as needed. Classes meet on all Pace
campuses, to be sure, but Pace also has
pioneered a unique plan in which the Execu-
tive M.S. Program is taught right on the prem-
ises of AT&T.
The partnership between Pace University
and the business community has produced
exciting benefits to both. Pace-trained man-
agers serve their employers well. Working ex-
ecutives join teaching ranks and advise in the
creation of superb programs of training. Stu-
dents in the classroom experience an
atmosphere of diligence, variety and lively ex-
change. Often they comment on an intangible
spirit that pervades teaching and learning.
Given a name, it can be called the "spirit of
professionalism."
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A The Lubin School offers major departmental areas of
business specialization in Accounting, Finance and Man-
agement, Law, Marketing, Real Estate and Insurance, and
Taxation. There is no better career-oriented Accounting
program in the country. In the recent CPA examination,
55,000 candidates took the test across the country. The
65 who scored highest received the Sells Award. Two of
these were from New York, and both were Pace students!
VThe Pace Graduate School of Business has responded
creatively to the internationalization of American busi-
ness. It has been active in establishing exchange pro-
grams with foreign schools. In 1980, ten students and
eight professors from abroad are working at Pace under
these programs. Brazilian students attend intensive Eng-
lish language classes in preparation for enrollment in
demanding courses. Faculty members from Strathclyde
University are back in their classrooms in Scotland after
spending a summer in Pace graduate classes in New York
and Westchester.
m
Vill
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Ain 1979-80, Pace has greatly accelerated its develop-
ment of career counseling and placement services for
business students. Experienced, full-time staff advise
students and host meetings with recruiters. Faculty ad-
visors devote time to helping students make good
choices.
VThe Graduate School of Business offers 18 programs
of study leading to the master's degree.
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The Pace EXECUTIVE MBA PROGRAM is
scheduled so that working managers can com-
plete the MBA degree in 20 months. Candi-
dates attend one full day of classes each week,
alternating between Fridays and Saturdays.
To help these promising executives prepare
for larger responsibility, Pace provides a kind
of training not normally encountered on the
job or in the university setting. Professors with
practical management experience foster
academic renewal in economics, financial
planning, management theory, and the behav-
ioral sciences as they affect management. No
time is wasted. Even lunch time is used as
learning time, in which distinguished lecturers
are invited to speak.
The Executive MBA Program has demon-
strated its value to more than 100 companies
which have sponsored their employees at
Pace. They include Citibank, General Foods,
General Telephone and Electronics, Johnson &
Johnson, Nabisco, Port Authority of New York
and New Jersey, New York Telephone and
Xerox.
? Some 36% of the graduate students of business are
women. Five years ago, the comparable figure was 15%.
? Entering students in master's programs have an aver-
age of 7 years of business experience and, in the doc-
toral program, about 18 years.
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The DOCTOR OF PROFESSIONAL STUDIES
DEGREE program in Management is a Pace
innovation which has no counterpart
elsewhere. It is a special program to satisfy
the needs of the experienced executive who
holds an appropriate master's degree, but
who seeks to broaden formal knowledge of
management, organizations and changing
patterns in society.
Each participant's sequence of study is tai-
lored to his or her experience and needs.
Seminars encourage executives to share ex-
perience and perspectives in the rigorous
process of mastering modern theory and up-
dating skills in the fundamental tools of busi-
ness management.
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The challenges and opportunities of busi-
ness are global, and coursework in interna-
tional business now is required for most stu-
dents in the Graduate School of Business.
Students and faculty are exchanged in a
coordinated program with foreign universi-
ties. Here, Dean Bonaparte (right) of the
Graduate School of Business, discusses plans
with Dr. Jose Papa, Jr., President, Regional
Council of SENAC, State of Sao Paulo, Brazil.
Below, Associate Dean William Welty con-
fers with others in the delegation. (Welty, sec-
ond from left). A stroll between Pace buildings
on the Civic Center campus provides a re-
minder that Pace, with close proximity to City
Hall and the Wall Street financial district, en-
joys a unique and dynamic setting for the
study of business.
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Economic, social and political change in the
national and international spheres translates
quickly into challenge for the world of busi-
ness, as managers try to anticipate trends and
respond to them effectively. The faculty of an
institution like face University must remain at
the forward point of theory, method, and
practical knowledge - then bring energy and
skill to the matter of helping students to learn.
The success that Pace enjoys in business edu-
cation starts here, with a dynamic, committed
faculty.
? In the Graduate School of Business, full-
time enrollment increased 18.4% in 1979.
?Thirty-one new faculty members have
joined GSB in the last five years; 9 were ap-
pointed in 1979 alone.
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PACE Faculty arxiShiclerrts
In size and diversity, Pace has crossed an
intangible line during the last few years. It has
become a large institution. Yet, by design it
has avoided the least attractive aspects of its
new status while exploiting fully the academic
benefits that come with larger scale. Size has
brought improved facilities and distinguished
faculty. It has allowed the creation of excellent
new programs of study. Yet, it is important to
note that with growth Pace has not permit-
ted itself to become impersonal.
The essential partnership that has con-
tributed as much as any other to the growth
of Pace University is the relationship between
faculty and students. Pace attracts a special
kind of student body. Special because it is
varied, from recent high school graduates to
mature business executives. Special be-
cause, more than in many student bodies,
Pace students are sharply focused and moti-
vated toward chosen careers in the "real
world." Special because so many of them are
earning their own way, and care so much to
perform to their limits. They come here for
business, law, science and pre-medical
training, nursing education, or simply for the
personal enrichment that supervised study
can bring to adult life. They are distinguished
by their attitude toward academic
opportunity.
Pace faculty, some 1,200 strong, also bear
a special attitude toward the 24,500 students
in the University. They care about their stu-
dents personally. The result is a partnership in
which interaction is rich, and in which
friendship and respect augment the teaching
and learning process.
In the Dyson College of Arts and Sciences, there are
about 160 full-time faculty (and 350 part-time) working
in some twenty units of specialty in five locations. The
student population has grown from 1,370 baccalaureate
matriculants in 1976 to 1,750 in late 1979.
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Pace students have distinguished themselves by pro-
ducing published research in science, psychology and
mathematics, creating fine documentary films, winning
national debates and model UN competitions, publishing
an award-winning student newspaper, and achieving a
90% acceptance rate to medical schools of their choice.
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Workinq Partnerships
Number 1 carries for the number one team. Pace Uni-
versity won its conference championship in 1978
and 1979.
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PACE and its Community
New York City Hall, directly across the street from the
Civic Center campus, is close enough to allow public of-
ficials to participate in Pace programs easily.
Below, Mayor Koch speaks at an Economics confer-
ence at Pace. Among the other speakers, Theodore
Kheel, labor mediator (seated at left).
Pace has been called "indigenous," and the
description is an apt one. The institution took
root and matured as an essential, harmonious
element of the New York City and Westches-
ter County communities. Pace University,
perhaps more than most, remains attentive to
the priorities of various constituencies - busi-
ness institutions and public servants, educa-
tional and health care organizations, the legal
community, the young and the more mature,
non-traditional students who need a special
introduction to university work, minority
group students, and practicing professionals
in need of academic renewal.
University College is a flexible response to
students who enter coursework with special
needs for orientation to academic work, or
who need certain coursework but are not
seeking degrees.
The Bachelor of Professional Studies
Program gives Pace an organized means of
working with employees who, with the
cooperation of their employers, are ready to
enhance skills related to their jobs.
The Challenge to Achievement at Pace Pro-
gram provides opportunity to those who
otherwise could not qualify for enrollment.
The Open Curriculum Program allows the
very capable student to pursue a "custom-
ized" program, which often means avoid-
ing coursework in areas he or she has already
mastered.
4 The Pace Active Retirement Center invites senior citi-
zens to "retire to a university." Study and recreation can
give new meaning to life for this segment of the commu-
nity. Pace faculty and guest lecturers speak at weekly
"Lunch and Learn" programs offered to the community
at large.
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The Associate Degree Program provides
opportunity for such cooperative relationships
as the one that has developed between Pace
and the National Council of Negro Women.
For lawyers, educators, nurses and public of-
ficials in New York and Westchester, there are
special courses, seminars and conferences by
which they may advance their skills. In West-
chester County, the Institute for Sub/Urban
Governance works with County government
to provide professional meetings and archival
resources to help local government to focus
on issues pertinent to good public service.
Further, it brings the attention of commerce,
industry and the professions to the political
realities and importance of local government.
From the White Plains campus, Pace
reaches out to its community in a growing
number of ways. An example is the Center for
Religious Studies, which operates programs
for students and members of the community
who are interested in the study of religious
values. The Center sponsors programs and
speakers representing a wide range of relig-
ious thought.
There are programs of Continuing Legal
Education designed by the Law School in
White Plains, special learning experiences for
practicing school administrators and super-
visors, and a Reading Center that works
cooperatively with the schools of New York
and Westchester to promote better teaching
and learning in this most basic subject for
children.
- Under top-flight leadership, special programs open an
entry point for minority and other students who might
not otherwise qualify.
Indigenous, but not passive. Pace takes ac-
tive part in bringing education to bear on the
business of moving society forward. This
partnership with New York City and with
Westchester County is the value and strength
of Pace University.
AThe annual President's Reception (this one in Briarcliff)
brings more than 1,100 faculty and friends of Pace Uni-
versity together in a festive atmosphere.
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Financial Perspectives, 1970-1980
For all the expertise they represent in many
fields, colleges and universities are not neces-
sarily skillful managers of their own financial
resources. Pace University has a record to
demonstrate that it has performed well in this
important matter.
The decade of the seventies, a time of
growth for Pace in the midst of great financial
challenge, may be regarded with pride by
Pace administrators and supporters.
Consider the following facts about the last
decade:
? NUMBER OF STUDENTS ENROLLED FOR
CREDIT- INCREASED 96%.
? NUMBER OF STUDENT CREDIT HOURS
DELIVERED - INCREASED 78%.
There has been a growing demand, then,
for the University's services, a rate of growth
that might prove heart-warming for any in-
stitution. Pace University does depend on tui-
tion and fees for 90% of its operating money.
But, in the same period, growth has exceed-
ed the increase in student revenues.
While the University has more than doubled
its physical plant to accommodate its remark-
able enrollment growth, it has remained sen-
sitive to student needs, and has managed to
contain required tuition increases to levels
that have remained below or equal to in-
creases in the Consumer Price Index. During
the seventies, tuition fees increased 96%.
The University's operating budget in-
creased 247%, but it has remained in balance.
Physical facilities have been expanded to ac-
commodate the growth in programs, so that
plant values have climbed by $36 million to a
level of $64 million.
With costs rising even faster than enroll-
ment or tuition per credit hour during the
Increased Demand for Education at Pace, 1970-1980.
Credit Hours
Enrollment
for Credit
Enrollment
Total
69-70
204,946
9,671
9,861
70-71
234,776
9,869
10,089
71-72
218,315
10,215
10,465
72-73
218,999
10,622
11,223
73-74
223,862
11,476
12,365
74-75
243,620
12,438
13,156
75-76
268,178
13,936
14,923
76-77
301,460
15,531
16,878
77-78
344,143
17,503
20,159
78-79
363,830
18,985
21,538
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70-71
71-72 1
72-73
73-74
74-75
75-76
76-77
77-78
78-79
Increases in Demand
CREDIT HOURS
Increase 78%
STUDENTS FOR CREDIT
Increase 96%
TOTAL ENROLLMENT
Increase 118%
PERCENT OF CHANGE
decade, Pace has been careful not to com- ing faculty are measures not consistent with
promise quality of programming and instruc- Pace philosophy. The student-faculty ratio has
tion. Holding pay scales down, and/or reduc- been preserved, and the AAUP ranks Pace
25
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University pay scales in the top 10%, as com-
pared to other U.S. schools of similar size and
academic offerings.
The logical reader, by now, may suspect that
endowment is the instrument that has allowed
Pace to remain successful. To be sure, there is
a constant drive for endowment funds, and
they have enabled some developments that
could not have been considered otherwise.
Still, .. .
? ENDOWMENT REMAINS FAR TOO MOD-
EST FOR A UNIVERSITY THIS SIZE - $5.5
MILLION.
Increase in Fixed Assets, 1970-1980
1970
1971
1972
1973
1974
1975
1976
1977
1978
1979
16.8 11.3
#bS 15.7
Well, then, perhaps the growth has been
financed by borrowing. Not to a large extent.
Pace borrows very selectively, and for projects
that promise to deliver new educational capa-
bility immediately. Debt is not a substitute for
good management and other forms of capital
development, so in fact ...
? PACE LONG-TERM DEBT- INCREASED
LESS THAN 29%, TO $21.7 MILLION IN
THE DECADE.
The last decade stands as testimony to
good management of resources - increase in
The fixed assets of the University have more than dou-
bled since 1970, while long-term indebtedness has in-
creased by less than 50%. The University's net investment
in plant during this same period went from $11,300,000
to $42,500,000, a positive change of more than 275%.
20.8
1I~.9 24.4
116. 25.9
17.6 34.2
16.3 3 5.6
5 10 15 20 25 30 35 40 45 50
21.7
42.5
55 60 65
O Net Investment in Plant
o Long-Term Indebtedness
26
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ATeam Effort: To maintain Pace University's record of
growth and service requires diligence on the part of be-
lievers at all levels - administration and faculty, students
enrollment, higher costs, preservation of qual-
ity, limited borrowing, and more than a dou-
bling of fixed assets, the essential capability
for future service.
Yes, there has been a powerful enabling
force not yet mentioned. It is the confidence
and generosity of institutions and individuals
8C)
and alumni, volunteers and donors. Here, students and
alums join forces for the annual Phone-a-thon, seeking
contributions from alumni and friends.
in the community who have lent direct finan-
cial assistance to Pace University. This most
concrete expression of partnership has made
it possible for good management to return
value in good measure to business, to the
professions, and thereby to the community.
PACE UNIVERSITY-
Expanding educational service by professional management of resources.
27
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A View of the Future
Pace University has invested much time in
1978 and 1979 to create a comprehensive
ten-year plan. Here are excerpts:
"No organization can overcome an obstacle it
cannot identify or regularly achieve that which
it cannot imagine in advance.... Higher qual-
ity is the persistent and overriding goal to
which all facets of our long-range plan relate.
At the same time, quality is a large part of the
means to growth. We mean to improve and
diversify academic programs, acquire and
build needed facilities, attract the highest qual-
ity teachers, researchers and students, and in-
crease the effectiveness of our fund raising
and development programs. We believe that
Pace University can continue to grow and
prosper precisely to the extent that it pro-
vides better service.... In enrollment, Pace
will grow from the present (1978-79 school
year) 21,523 students to almost 29,000 by
the year 1990.... Our academic programs will
continue to cultivate the traditional strengths
of Pace University in Business, Accounting
and related subjects, while extending its
capacities in the Liberal Arts.... We must pro-
vide our students with a basis of knowledge in
the political, philosophical and economic
spheres of their world, and at the same time
nurture their talents in artistic, humanistic and
scientific endeavors."
In the 1980's, Pace will increase its share of
the local student market. The Graduate
School of Business projects a 26% increase in
credit hours; Lubin, 30%; Dyson, 21 %. These
increases will be achieved in an environment
of somewhat diminished total available stu-
dent population.
FACILITIES AND STUDENT SERVICES: To im-
prove our present service and to accommo-
date growth, Pace expects to take a number
of steps. Libraries will grow, and the inter-
library cooperative system will be completed.
In New York, holdings will rise to 500,000 vol-
umes in order to support academic diversifi-
cation. This will require space, possibly in the
form of an addition to the Civic Center build-
ing. Much-needed additional faculty offices
would be included in any such project. There
is need for a new library building in Pleas-
antville to house 300,000 volumes and, in
blending human and bibliographical re-
sources, to provide for faculty and administra-
tive offices as well. The construction has been
scheduled tentatively for 1983-85.
Special services such as those offered by
Pace's University College for its 11,000 stu-
dents in adult and continuing education will
continue to develop. The Open Curriculum
Program for gifted students will expand on all
campuses. The Speech and Hearing Center
and student counseling programs will ex-
pand. The Institute for Sub/Urban Governance
(Pleasantville) will enrich its programs that are
devoted to the continuous education of pub-
lic officials, the Law School will develop its
seminars, forums and research collections,
and the Active Retirement Center will con-
tinue to enrich the lives of professionals who
have become senior citizens. All this in addi-
tion to refining and expanding our offerings in
graduate and undergraduate subjects for Lib-
eral Arts, Business and the professions.
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Plans call for beginning construction on this library in
Pleasantville during 1983. It will house 300,000 volumes,
and will include additional office space needed on that
campus.
FINANCIAL DEVELOPMENT: Pace is in the
midst of the most intensive capital develop-
ment campaign in its history. The University
has sustained a rate of growth and momen-
tum that now requires expanded financial
support. Needed facilities, constantly improv-
ing salary and benefits for faculty and staff,
higher levels of student aid, and research and
experimentation demand funding sources far
beyond the capacities of tuition and normal
operating income to sustain.
The key to carrying out these broad visions
of service is endowment. It will be necessary
to increase endowment by an average of at
least $1.5 million per year for the next ten
years! Pace is extremely fortunate to have en-
listed the help of the public-spirited leaders
named on the next two pages. They have
joined the Campaign Leadership Committee
in order to help Pace University to finance its
vision of still greater service to an expanding
constituency.
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Campaign Leadership Committee
DR. CHARLES H. DYSON, Chairman of the Pace
Trustee Development Committee and Chairman of the
Board of The Dyson-Kissner Corporation (left). DR.
EDWARD J. MORTOLA, President, Pace University
(middle). MR. JOHN F. MCGILLICUDDY Chairman and
Chief Executive Officer of Manufacturers Hanover
Corporation and Chairman of the Pace University
Development Fund (right).
PACE UNIVERSITY CAMPAIGN LEADERSHIP COMMITTEE
Harry B. Anderson, Jr.
Vice Chairman (retired)
Merrill Lynch & Co.
Michel C. Bergerac
Chairman and C.E.O.
Revlon, Inc.
C.W. Carson, Jr.
Vice Chairman, Chemical Bank
Elliott Averett
Chairman and C.E.O.
The Bank of New York
Robert A. Barton
President and Chief Operating
Officer, Macmillan, Inc.
Arthur E. Biggs
Executive Vice President
Mobil Chemical Company
James O. Boisi
Vice Chairman
Morgan Guaranty Trust Co.
David R. Breien
VP, Fin. and Corp. Planning
Hoover Worldwide Corporation
Vincent P. Brennan
Senior Executive Vice Pres.
Bloomingdale's
Frank T. Cary
Chairman of the Board and Chief
Executive Officer
International Business
Machines Corporation
Alfred Brittain III
Chairman of the Board
Bankers Trust New York Corp.
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George Champion
Chairman of the Board
Economic Development Council
of New York, Inc.
Thomas B. Hogan
Partner
Deloitte Haskins & Sells
Charles F Jacey, Jr.
H. Barclay Morley
Chairman and President
Stauffer Chemical Company
Carl A. Morse
Gerald K. Rugger
Chairman of the Board and
C. C.E.O.
Home Life Insurance Company
E. Virgil Conway
Managing Partner - N.Y. Group
Chairman of the Board
Robert M. Schaeberle
Chairman and President
Coopers & Lybrand
Morse/Diesel
Chairman and C.E.O.
The Seamen's Bank for Savings
Nabisco, Inc.
Robert P Jensen
Austin 'S. Murphy
Alberto Cribiore
Chairman of the Board and
Chairman and President
William J. Schieffelin III
Vice President. IFINT- USA
C.E.O.
East River Savings Bank
Chairman of the Board
General Cable Corporation
Schieffelin & Co.
"john D. deButts
Charles V. Myers
Chairman and C.E.O. (retired)
F Ross Johnson
President and C.E.O.
Donald V. Seibert
American Telephone &
Chairman of the Board and
Wallace Murray Corporation
Chairman of the Board and
Telegraph Company
C.E.O.
C. C.E.O.
Standard Brands, Inc.
Edward J. Noha
J.C. Penney Co., Inc.
Harry E. Ekblom
Chairman and C.E.O.
European Amercan Banking Corp.
Vernon Jordan, Jr.
President
National Urban League. Inc.
Chairman of the Boards, and
Chief Executive Officer
CNA Insurance Companies
Richard R. Shinn
President and C.E.O.
Metropolitan Life Insurance Co.
Stephen C. Eyre
Robert E. Palmer
Comptroller, Citibank, N.A.
John L. Kidde
Senior Advisor
Henry G. Waltemade
Vice President. Director of
Dean Witter Reynolds, Inc.
Chairman and C.E.O.
Mario J. Formichella
International Operations
Dollar Savings Bank of New York
Senior Partner - Client Affairs
Walter Kidde and Co., Inc.
Jane C. Pfeiffer
Arthur Young & Company
Chairman of the Board
Peter K. Warren
John W. Larsen
National Broadcasting
Chairman and C.E.O.
Francis M. Gaffney
Vice Chairman of the Board
Company, Inc.
PepsiCo International
Partner
The Bowery Savings Bank
Main Hurdman & Cranstoun
Donald E. Procknow
Louis A. Weil III
Gustav 0. Lienhard
President and C.E.O.
President and Publisher
John C. Haley
Chairman of the Board
Western Electric Company
Gannett Westchester Rockland
Executive Vice President
Robert Wood Johnson Foundation
Newspapers
The Chase Manhattan Bank
Robert T. Quittmeyer
Charles J. Lindsay
President and C.E.O.
Edwin C. Whitehead
James R. Hand
President, C.E.O. and Director
Amstar Corp.
Chairman
Former Chairman of the Board
Serial Federal Savings and
Technicon Corporation
and C.E.O.
Loan Association
Bruno Richter
National Bank of Westchester
Senior Vice Pres., Gen. Manager
John C. Whitehead
Joseph I. Lubin
Bank of America, New York
Senior Partner
Walter E. Hanson
Principal Partner
Goldman, Sachs & Co.
Chairman and Chief Executive
Eisner & Lubin
John B. Ricker, Jr.
Peat, Marwick. Mitchell & Co.
Chairman and President
William S. Woodside
Ian K. MacGregor
The Continental Corporation
President and Chief Operating
Andrew Heiskell
Honorary Chairman, Amax, Inc.
Officer, American Can Company
Chairman of the Board
Francis C. Rooney, Jr.
Time Inc.
Ian McDougall
Chairman of the Board
Senior Vice President
Melville Corporation
Henry H. Henley, Jr.
Inco Limited
President
John A. Roosevelt
Cluett, Peabody & Co., Inc.
John K. McKinley
Senior Vice President
President. Texaco, Inc.
Bache Halsey Stuart Shields, Inc.
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Volunteer
artners
PACE UNIVERSITY BOARD OF TRUSTEES
Charles A. Agemian
Chairman of the Board
Garden State National Bank
Arthur P Antin
Superintendent of Schools
White Plains Public Schools
Bernadette M. Bartels
Vice Pres., Shaw & Company
Aniello A. Bianco
Partner, Arthur Young & Co.
Lee S. Bickmore
Chairman of the Board (ret.)
Nabisco, Inc.
* J. Robert Bleakley
Managing Attorney
Bleakley Schmidt, PC.
* George L. Bowen, M.D.
Emeritus Obstetrician and
Gynecologist. Lenox Hill Hosp.
David R. Breien
VP, Fin. and Corp. Planning
Hoover Worldwide Corporation
Loretta Carey, R.D.C.
Chairman, Advisory Board
College of White Plains
of Pace University
John G. Carolin
Manager
B. Altman & Co., White Plains
E. Virgil Conway
Chairman and President
The Seamen's Bank for Savings
^ Charles H. Dyson
Chairman of the Board
The Dyson-Kissner-Moran Corp.
Stephen C. Eyre
Comptroller, Citibank, N.A.
Kenneth W. Fraser
Financial Vice Pres. (retired)
J.P Stevens and Co., Inc.
C. Gerald Goldsmith
Investments
Walter A. McCadden
Comptroller (retired)
International Nickel Company
William G. Sharwell
Vice Pres. - Administration
The American Telephone
& Telegraph Company
Mary Joan Haley, R.D.C.
General Superior, Sisters of
the Divine Compassion
John C. Haley
Executive Vice President
The Chase Manhattan Bank
Thomas B. Hogan
Partner
Deloitte Haskins & Sells
Thomas R. Horton
Dir. of University Relations
IBM Corporation
William E. Humphreys
President (retired)
Abercrombie & Fitch, Inc.
Frances M. Kelly
Manager of Special Educational
Support Programs
IBM Corporation
Lydia Essrog Kess
Partner, Tax Attorney
Davis Polk & Wardwell
John L. Kidde
Vice President, Director of
International Operations
Walter Kidde and Company
William B. Lawless
Partner, Lawless and Crowley
Edwin G. Michaelian
Dir., Institute for Sub/Urban
Governance, Pace University
Donald L. Miller
Vice President- Personnel
Consolidated Edison
Carl A. Morse
Chairman of the Board
Morse/Diesel
Edward J. Mortola
President, Pace University
Edward J. Noha
Chairman of the Boards, and
Chief Executive Officer
CNA Insurance Companies
Robert S. Pace
President Emeritus, Pace Univ.
Everett J. Penny
Vice Chancellor (retired)
N.Y. State Board of Regents
Herbert V. Peterson
Vice President, Treasurer
and Director (retired)
Hartol Petroleum Corp.
Carol F Pforzheimer
Community Worker
Westchester County
Francis C. Rooney, Jr.
Chairman of the Board
and President
Melville Corporation
Gustav 0. Lienhard
Chairman of the Board
Robert Wood Johnson Foundation
Joseph I. Lubin
Principal Partner
Eisner & Lubin
Anthony J. Marano, M.D.
Cardiologist
White Plains Hospital
* Wayne C. Marks
President (retired)
General Foods Corporation
Robert M. Schaeberle
Chairman and C.E.O.
Nabisco, Inc.
Michael Schimmel
Senior Partner (retired)
Michael Schimmel & Company
William Shaw
Chairman and President
Volt Information Sciences, Inc.
Edward L. Steiniger
Chairman of the Board and
Chief Exec. Officer (ret.)
Sinclair Oil Corporation
James P Stewart
President (retired)
DeLaval Turbine, Inc.
John V. Thornton
Senior Vice Pres.-Finance
Consolidated Edison Company
Keith Urmy
Board of Trustees
New York Medical College
Charles J. Urstadt
President
Pearce, Mayer & Greer
Warren D. Watts
General Manager
Sears Roebuck & Company
White Plains, New York
Ivor A. Whitson
President, American Elsevier
Publishers, Inc.
Honorary Trustee
Emeritus Trustee
Emeritus Chairman
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University Administration
EDWARD J. MORTOLA
President
J. S. SCHIFF
Executive Vice President
DAVID R. BREIEN
Treasurer
ROBERT E. CHRISTEN
VP, Pleasantville/Briarcliff
PETER W. FAZZOLARE
VP for Operations
EDWARD B. KENNY
VP, The College of White Plains
GEORGE F.KNERR
VP for Planning and Administration
PAUL MAGALI
VP and Chief Financial Officer
MIRIAM MORAN
VP for Admissions
PHYLLIS MOUNT
Secretary and Registrar
STANLEY H. MULLIN
VP for University and Community Relations
EWALD B. NYQUIST
VP for Academic Development
1. WILLIAM NYSTROM
V.P, Executive Assistant to the President
THOMAS P ROBINSON
VP for Academic Affairs
Pace University admits, and will continue to admit, students of any
sex, handicap, race, color, national and ethnic origin to all rights,
privileges, programs and activities generally accorded or made
available to students at the school. It does not, and will not,
discriminate on the basis of sex, handicap, race, color, national and
ethnic origin in administration of its educational policies, admissions
policies, scholarship and loan programs, and athletic and other
school-administered programs.
DESIGN: M. TELGMANN
PRODUCTION: MEDIA MATRIX, INC.
T. H. BONAPARTE
Graduate School of Business
FREDERICK B. BUNT
School of Education
ROBERT B. FLEMING
School of Law
JAMES HALL
University College
JOSEPH E. HOULE
Dyson College of Arts and Sciences
JOSEPH M. PASTORE
Lubin School of Business
MARJORIE RAMPHAL
Lienhard School of Nursing
Approved For Release 2009/04/30: CIA-RDP05T00644R000301090019-2
 Approved For Release 2009/04/30: CIA-RDP05T00644R000301090019-2
PACE
..90
UNIVERSITY
Approved For Release 2009/04/30: CIA-RDP05T00644R000301090019-2