UpDate - Vol. 11, No. 24, Page I1
March 19, 1992
Middle States' Report to the campus community

     Report by an evaluation team representing the Commission on Higher
Education of the Middle States Association of Colleges and Schools and
prepared after study of the institution's self-study report and a visit to
the campus on Feb. 23-26, 1992.

Institutional profile
     The University of Delaware is a comprehensive Land-Grant and Sea-Grant
institution of higher education with a fall 1991 enrollment of 15,248
undergraduates, 2,668 graduate students and 2,952 students in the Division of
Continuing Education. In 1991, the University awarded 133 doctoral degrees,
502 master's degrees, 3,151 baccalaureate degrees and 10 associate degrees.
The University's academic programs are organized into 10 colleges:
Agricultural Sciences, Arts and Science, Business and Economics, Education,
Engineering, Human Resources, Marine Studies, Nursing, Physical Education,
Athletics and Recreation, and Urban Affairs and Public Policy. During the
1991-92 academic year, the University offered undergraduate majors in 103
fields, 69 master's degree fields and 34 doctoral fields. The University
employs 922 full-time faculty, 977 professionals and 1,505 salaried staff and
hourly employees.
     The University of Delaware is state-assisted, but is privately
controlled. Its 32-member Board of Trustees includes four ex officio members:
the governor of the state of Delaware, the president of the University, the
Master of the State Grange and the president of the State Board of Education.
Of the remaining 28 members, eight are appointed by the governor and 20 are
elected by majority vote of the board. The Board of Trustees meets publicly
twice each year in May and in December. Both elected and appointed members
are subject to approval by the Senate of the state of Delaware. Under the
University's Charter, the Board of Trustees has "the entire control and
management of the affairs of the University." The Trustee by-laws assign to
the faculty responsibility for policies regarding student admissions,
curricula, degree requirements and other academic and student-related areas
of University life. The Board of Trustees is divided into standing committees
that reflect the foci of their governance. In addition to the Executive
Committee, the standing committees include Agriculture, Physical Education,
Athletics and Recreation, Grounds and Buildings, Education and Training,
Finance, Honorary Degrees and Awards, Student Affairs, and Public Affairs and
Advancement. The University of Delaware is one of three institutions of
higher education in Delaware which receive all or part of their funding from
the state. The others are Delaware State College in Dover and Delaware
Technical and Community College, which has campuses in each of the state's
three counties. During Fiscal Year 1992, the state appropriation accounted
for 21.1 percent of the University's $314 million operating budget.
     In addition to its primary campus in Newark, the University maintains
laboratories, classrooms and office facilities in several other cities and
towns including Wilmington, Dover, Lewes, Georgetown and Milford. The
University charges differential tuition rates to Delaware resident and
non-resident students, and strives through its Division of Continuing
Education and through the University Parallel Program to provide a broad
spectrum of opportunities for higher education throughout the state.

Introduction
     Intensive self-study at the University of Delaware was initiated under
former President Russel C. Jones in 1987 with the title Project Vision. Due
to changes in the presidency, the initial effort was not completed but the
self-evaluation was resumed in May 1989 under interim President E. Arthur
Trabant with substantial involvement of a Faculty Review Panel. The panel
studied the plans of the colleges and relevant task forces, held public
hearings and completed an essay, A Focused Vision for the University of
Delaware, in March 1990.
     Two months after the completion of A Focused Vision, President David P.
Roselle assumed the presidency of the University. He appointed the Focused
Vision Implementation Committee and charged the committee to transform the
Focused Vision into a strategic plan for the University. The implementation
committee rendered its report to the president on Nov. 29, 1990.
     The strategic goals identified by the Project Vision Implementation
Committee provided the backdrop for completion of the Self-Study Report for
Middle States Higher Education Commission, January 1992. This report and the
two previous reports demonstrate the thoroughness of the faculty and the
administration in careful assessment of strengths and weaknesses and future
planning.
     The report of the Middle States Evaluation Team includes general
observations and comments on each of the five strategic areas reviewed in the
self-study report.

General observations
     The leadership of President David Roselle is universally welcomed and
respected by members of the University community. Decision-making on the
campus appears to be well understood. Faculty and staff expressed gratitude
that the administration has been able to maintain a level of stability in
spite of the pain associated with downsizing. Women are playing substantial
roles as participants in decision-making, leading one team member to observe
that the campus has the best climate for women of all the institutions
visited. Relations among faculty, students and administration are stronger
than found on many other campuses. In brief, morale is high.
     One concern among the members of the team is that the University sees
itself as decentralized, yet maintains only a small support staff in the
schools and colleges as compared with the staff in the central administrative
offices. Is there an imbalance between the responsibility assigned to the
separate units and the administrative resources available?
     The percentage of faculty with tenure at the University of Delaware is
high. In some departments all members of the faculty have tenure, and in most
departments the ratio of assistant professors to total faculty is low. The
team questions if the standards for promotion are as high as they should be
for the lead university of the state, but is somewhat reassured to learn that
more rigorous reviews for promotion are underway in the spring of 1992. High
standards for promotion to tenure always are essential in the search for
excellence, but especially so, during a period when declining resources
severely limit the opportunities for reallocation of funds to undertake new
and challenging academic endeavors.
     The team was also concerned that the University of Delaware doesn't
appear to have reached a consensus on the balance of undergraduates and
graduate education. Has the University made a careful assessment of costs
associated with the desire to expand graduate education? The review team
recognizes that the University does not plan on substantial increases in the
number of graduate students, but it urges careful assessment of the costs and
benefits of even a moderate expansion in the number of graduate students at a
time when modest reductions in the number of undergraduates are being
planned.
     The team was impressed with the quality of graduate students and the
guidance they are receiving, but there is concern regarding the relatively
low number of teaching assistantships and other sources of support for
graduate students in the humanities and the social sciences.
     Additional effort in the development of fund raising, and increasing the
number of alumni, friends, corporations, foundations and others contributing
to the University appears wise during a period when support from the state is
likely to be limited and the University has indicated its desire to have only
moderate increases in both in-state and out-of-state tuition. In spite of
additional development efforts further downsizing may yet be necessary.
Selective reductions with maintenance of quality in areas of established
strength, such as faculty research, graduate education, honors programs, the
library and computer services, should be continued.
     Overall the physical plant at the University of Delaware is excellent
and well-maintained. Additions to the physical plant will help to fill
critical needs. The current policy of annual allocations for maintenance and
repairs at the level of approximately 2 percent of the replacement value of
the physical plant is most unusual, but exceedingly wise.
     The University of Delaware is in an excellent position to continue as
both leader and partner in expanding educational opportunities throughout the
state.
     The remainder of the report includes a brief discussion of each of the
five goals included in the self-study report.

Undergraduate programs and instruction
     Most faculty and staff are committed to quality undergraduate education
as the central mission of the University. Attention to general education,
multicultural courses, undergraduate research and honors programs varies from
high to modest throughout the University, and in some of the colleges these
academic offerings deserve more emphasis and stronger support. The team
worries about the complacency observed on the part of some faculty members
who appear to be well satisfied with current programs. Fortunately, many
others believe that while current programs are of high quality there is a
continuing need for self-evaluation and exploration of how academic programs
and student support services can be improved to enhance undergraduate and
graduate education.
     Members of the team commented on several specific areas in the
undergraduate program. Selectively narrowing the number of multicultural
courses is wise, but close attention to the courses that meet expectations
should continue. The international thrust is solid and should be continued
and expanded as resources and opportunities permit.
     Among the team's concerns regarding undergraduates is the low number
(4.1 percent) of black students. We are optimistic that the efforts of the
president and dedicated minority and majority staff members will result in
significant improvement in the number of non-white students. The team regrets
that it did not observe the same level of commitment among a larger number of
faculty, but believes that the efforts of the University administration will
be successful. The University is encouraged to include in its five-year
report to Middle States the progress in minority enrollment. A larger number
of minority students, staff and faculty, combined with a commitment to
international studies, are probably the most effective means of promoting
multiculturalism and making the institution more attractive to students with
a wide diversity in backgrounds.
     The review team is concerned about the increased rate of admissions over
the past two years-especially last year. Did quality decline? It may have.
Also is it wise to have a large number of "undeclared" students who may
flounder without special guidance and counseling?

Graduate education and research
     The University has excellent research and graduate programs in a number
of areas and the University should build on current strengths. Increasing
graduate enrollment and research activities is a desirable objective, but
both take substantial resources. In some areas these resources can be
obtained from government and other outside sources, but the relative
availability of funds from the U.S. government is declining and the review
team urges realistic assessment of costs, benefits, sources of funding and
available facilities as the University looks to the expansion of research and
graduate education. Incidentally, the team visited some excellent facilities
and recognizes that the chemistry department is receiving new and expanded
laboratories. Nonetheless, research laboratories for science have a
relatively short half-life and frequent and expensive updating must be
planned to keep abreast with scientific advances. In summary, a more
comprehensive and analytical assessment of needs and opportunities is
required as the University moves to expand research and graduate enrollment.
While the team supports the desire of the University to expand in these
areas, the current plan appears to lack the necessary financial analysis.
     In talking with various members of the University administration, the
team was unable to understand fully the proposed relationship among those
responsible for research, development and graduate education. These
relationships require further study and definition.

Public service
     The strategic goal of the University is to "better integrate public
service values into University life and to provide greater assistance to our
state, nation and global community." The aim is to share University resources
with the public. This is commendable, but the scope of such proposed
activities can be enormous, even in a small state. The University can and
should foster inter-agency collaboration in carrying out its extension and
public service mission as a land, sea, and space grant institution. The team
is aware that for more than a decade the University has been addressing such
issues as lifelong learning, urban affairs and technology transfer. Its
commitment to public service is evident in the plan to form a University
Council on Public Service. These efforts as well as those in agricultural,
home and marine extension have been examined in Project Vision, Focused
Vision and Focused Vision Implementation.
     In its self-study, the University has articulated effectively its
commitment to public service and its plan of action. At the same time, it is
necessary to recognize the budgetary implications of attempting to serve an
ever-demanding, state-wide clientele. Care must be used not to create greater
expectations on the part of the public than can be met by the University. On
the other hand, existing resources are substantial and through cooperation
with other public service agencies the University can and will benefit the
people of the state of Delaware in a multi-faceted way.

Diversity and equity
     Diversity has been imbedded in the University of Delaware philosophy for
nearly 20 years. Programs in black American studies, women's studies, the
Center for Black Culture and the Lesbian, Gay and Bisexual Student Union are
examples of ways in which the University has encouraged understanding among
diverse members of its community. The RISE Program in the College of
Engineering and the planned implementation of a similar program in the
colleges of Business and Economics and Education are beneficial in the
recruitment and retention of under-represented groups. Despite budgetary
pressures, efforts should be continued to increase enrollment of people of
color through the offering of appropriate multicultural academic programs and
the provision of needed support services. The successful recruitment of
additional minority faculty and staff will further enhance campus diversity.
     The team wishes it had seen more examples of service to physically
disabled students and to the 1,400 international students and scholars. These
students receive counseling and other services from the University, but they
deserve more attention in the self-study report.

Resources and University governance
     The University appears to be on a limited but sound financial foundation
in spite of the East Coast budget blight. The mix of state, tuition,
endowment and grant support has enabled the University to do remarkably well
during a very difficult period for many Eastern universities. Unfortunately
the dark budget period is likely to continue for a few more years and the
team urges the completion of long-range planning efforts to ensure continued
diligence in resource acquisition, allocation and management. Along these
lines, the University's openness in collecting and sharing data is
refreshing. The team applauds the setting aside, in the annual operating
budget, of a sum of money for maintenance and repairs of the physical plant
equal to 2 percent of the replacement value of the facilities. In walking
about the campus, it is obvious that this annual allocation is being
effectively utilized to maintain buildings and grounds on an attractive
campus. Faculty, staff and students must receive frequent reminders of why
maintaining the infrastructure is essential to the future health of the
University.
     The University of Delaware Library includes a main collection housed in
the Morris Library and three branch libraries located in Newark: Agriculture
in Townsend Hall, Chemistry in Brown Laboratory and Physics in Sharp
Laboratory. A fourth branch library for marine studies is located in Lewes.
The library maintains an 800 number for access to DELCAT and DELCAT Plus for
all residents of the state and for remote educational sites. The library and
University administration should be sure that adequate learning resources are
being provided for the matriculated students in Dover, Georgetown, Wilmington
and Lewes.
     The Morris Library, built in 1963 and remodeled in 1986, has a seating
capacity of 3,000. The library collection totals about 2 million volumes with
approximately 22,000 journal subscriptions. This is an increase of more than
50 percent since the previous Middle States visit in 1981. The library is a
depository for U.S. government publications and the collection includes an
array of microformat, computer data bases and software, maps and audiovisual
materials. The library has particularly rich special collections and the use
of all collections has increased significantly since the introduction of
DELCAT and DELCAT Plus. The collections are housed in a splendid physical
facility which is designed to offer electronic information resources to the
University community. The generous expenditures for collections strain the
stack space available and additional book storage will be required in the
near future. Since planning for specialized book storage takes time, the
planning process should be undertaken within the near future.
     The library collections are a major strength for the University of
Delaware and are well used and prized by faculty and students. Faculty
members recognize librarians as assets in collection development and
interpretation. The library staff is professionally strong and has an
enviable record in obtaining grants in an environment where few grant
programs exist that are targeted to libraries. About 20 librarians serve as
liaisons to departments and programs by offering library services in advanced
reference and bibliographic instruction in addition to their work on
collection development. There is no systematic, formal, required library
participation in the review of new courses. Faculty may assert that there is
"no library impact" when indeed there is. It is important that the library
staff be informed and consulted as academic programs and courses are modified
or expanded. Including the University Librarian as an ex officio member of
the University Faculty Senate should be considered.
     The University administration anticipates that the relative level of
financial support for the library may have to be at a lower level in the
future. It is important, first, that the library administration reach a
common understanding with the University regarding the level of support, and
second, that priorities be established for maintaining the distinguished
collections now held by the library. This information is required to
institute timely and systematic planning for future changes in collecting
priorities. Action at this time is particularly urgent because external
forces consistently push price increases for monographs and journals well
beyond normal inflationary rates.
     The computing and telecommunications installations at the University of
Delaware are both mature and sophisticated. Where the installed technology
lags behind state of the art, there are systematic plans for upgrading the
infrastructure to the new standard. Access to computing is widely available
to both faculty and students, and the president and other senior
administrative officers are strongly supportive of new initiatives which will
extend information access throughout the University community. It is
important for the computing and telecommunication professionals to maintain a
high regard for consumer service including the needs of the "naive" user. At
the present time, there is no common interface to all computer systems on the
campus; correcting this deficiency would both ease and extend access to
existing systems.
     Much of the infrastructure is in place to support a substantial,
appropriate information resource system for the University. Professionals in
computing and in the library recognize the major policy and programmatic
issues facing the University in the area of information resources. The
University, however, still thinks and plans for "computing" and "library." It
may be appropriate and timely for these inherited divisions to give way to
planning for an information future which takes its cues from such initiatives
as those of EDUCOM and the Coalition for Network Information which mix the
strengths of computing, telecommunications and library services.
     The trustees of the University of Delaware take a keen interest in the
academic programs as well as the financial health of the institution. They
strongly support the president's desire to expand development efforts and
alumni relations. They are well aware that increased resources must come from
annual giving, large endowments and other non-state, non-tuition resources.
The president points out that the University can and should be generating
more funds through grants and contracts from the federal government and other
granting agencies. While these opportunities do exist and should be
exploited, the review team wishes to stress that sources outside of the
federal government may offer equal or even greater opportunities, and it is
pleased that these sources will receive increased attention from the
president and his associates.

Summary
     Overall the University of Delaware has been extraordinary in both the
depth and breadth of its planning. The administration and faculty have worked
collegially in sharing concerns regarding academic program, student affairs,
diversity, facility needs including computer and library systems, and
financial matters. The team hopes that its report will be helpful as the
University plans for the coming decade and beyond.