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August 25, 1964 - Image 72

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Publication:
The Michigan Daily, 1964-08-25

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PAGE F01UR

THE MICHIGAN DAILY

TUESDAY, AUGUST 25, 1964

PAGE FOUR THE MICHiGAN DAILY TUESDAY, AUGUST 25, 1984

owerful

Vice-Presidents Handle

Key

Problems

-4

4

CS ... .-

Directly beneath the University,
President are six vice-presidents
--men who make fewer headlines
than the chief executive but wield
a powerful hand in the day-to-
day workings of the upper admin-
istration.
Three of them-the vice-presi-
dents for student affairs, research
and the Dearborn Center-have
relatively specialized responsibili-
ties and are discussed elsewhere in
this issue. The men below might
be considered the "big three"
among the University's vice-presi-
dents.

President Harlan H. Hatcher.
When the University's chief execu-
tive is away, Niehuss assumes
command.
During his 11 year stint as vice-
president and dean of faculties,
Niehuss became a familiar figure
in Lansing and at Regents' meet-
ings, attempting to inform these
bodies about University needs, and
faculty needs in particular.
Roger M. Heyns took over many
of Niehuss' old duties in his post
of vice-president for academic af-
fairs. This allowed Niehuss to be
free to concentrate his energies
on relations with the state and
federal government.
He joined the faculty in 1927 as
an instructor in the business ad-
ministration school. In 1936 he be-
came an associate professor in
the Law School. Niehuss became
a professor of law and vice-presi-
dent for University relations in
1944. He was named vice-presi-
dent and dean of faculties in 1951
and holds a bachelor of arts and
bachelor of laws degree from the
University.
Faculty Confidence
At the time of Niehuss' appoint-
ment, Regent Eugene B. Power of
Ann Arbor said that he had been
"impressed with Niehuss' skill and
adroitness and the confidence
placed in him by the faculty."
He added he was glad to see
Niehuss "promoted to a position
that will make special use of his
particular administrative skills."
Niehuss employs these skills
when he talks to legislators, Re-
gents and governmental commit-
tees. A large part of his work cen-
ters around the University's battle
of the budget.
He, along with all other top Uni-
versity administrators, attends and
takes active part in Regents' meet-
ings.
During this past year, Univer-
sity administrators spoke before
Governor George Romney's Citi-
zen Committee on Higher Educa-
tion about the needs and problems
of Michigan education.
Informs Legislators
Niehuss has also taken part in
informing Michigan legislators
about work being done at the Uni-
versity. He was in Lansing when

the University demonstrated in-
struments of scientific achieve-
ment to the Legislature.
Another one of his duties is to
work with the Coordinating Coun-
cil for Higher Education. Com-
posed of the presidents and a
board member of each of the ten
state supported schools, the coun-
cil meets about four times a year
to discuss common problems be-
tween the universities and also
with the Legislature.
He usually attends the meetings
and advises President Hatcher on
issues considered by the council.

sors from other schools.
Perhaps the single most impor-
tant area of concern for Heyns is
conferring with other top admin-
istrators on plans for University
growth. Last year his office gath-
ered enrollment predictions from
all University schools. The pro-
jection: some 50,000 students by
1975.
Despite the long-range nature
of many of its concerns, the OAA
and Heyns as its head are rel-
atively new.
Present Executive Vice-Presi-
dent of the University Marvin L.
Niehuss used to carry the com-
bined burden of academic affairs
and executive vice-president. By
1962 his work load had grown so
cumbersome that Niehuss was
promoted to his current position
and Heyns was elevated from dean
of the literary college to vice-
president of the office he now
heads.
At the same time the OAA be-
came parent to the Office of Reg-
istration and Records and to the
Office of Admissions, which had
previously been under the Office
of Student Affairs.

Heyns' position tends to be a
more function-oriented and more
clear-cut one than that which
Niehuss took over after the re-
organization. His major general,
concerns have been "the size and
complexity of the University and
'coordinating different activities
for a better education."
Responsibilities
Heyns himself holds a PhD
from the University. He joined
its faculty as an instructor in
psychology in 1947 and had ad-
vanced to a full professorship by
1957. He became dean of the lit-
erary college in 1958.
He has also been involved in
negotiations with officials from
Delta College, one of the Univer-
sity's branches, in consultations
on all major ideas for reforming
the literary college-including ex-
ploratory discussions last year on
changing the distribution require-
ment system, in helping to shape
fthe faculty's University Senate
Committee on Conditions for Staff
Excellence and in talks with pro-
fessors, department heads and
school deans on appointments and
promotions.

In addition, he has formed an
Academic Affairs Advisory Coun-
cil, an informal monthly meeting
of college deans to discuss ideas
and programs for improving com-
munications within the University
and with the public and for meet-
ing various growth problems. {

Wilbur K.
Pierpout
Vice-Presiden tfor
Business and Finance
The University may not have
enough money, but it has a lot.
It has assets of around $350 mil-
lion scattered throughout eight
different funds; each year it
spends about $125 million.
Keeping track of all this money
-and lending a hand in the con-
stant campaign to get more-is
one of this tasks of Vice-President
for Business and Finance Wilbur
K. Pierpont. Though the Univer-,
sity isn't run for pecuniary profit,
this quiet, modest University of-
ficial oversees one of the biggest
businesses in the state.

watches over the University's fac-
ulty, Pierpont's personnel office
i.s in charge of the numerous non-
academic employees necessary, to
run the sprawling and complex
University. Thus Service Enter-
prises (which bring you such fa-
vorites as residence-hall food) and
the Plant Department fall under
his name on the organizational
chart.
Planners, Too
Also, Pierpont's office handles
the long-range planning of the
expanding University campuses. It
is largely responsible for the
North Campus, Central Campus
and Medical Center Plans des-
cribed elsewhere in this section.
And finally, like all the top ad-
ministrators, Pierpont worries
about getting enough money to
carry out the University's plans-
in his case, its building plans in
particular.
"We have very little leeway left
for expansion" within the current

A

.,

4

In addition, Pierpont might be physical framework, Pierpont
called the "vice-president for non- commented recently. He added,
academic affairs." For just as the however, that the University
Office of Academic Affairs See PIERPONT, Page 5

I

M arvin L.

Niehuss
Executive
VicePresideit
In February of 1962, the Re-
gents established the post of Exec-
utive Vice-President and Marvin
L. Niehuss was chosen to fill it.
Regent Carl Brablec of Rose-
ville commented at that time that
heretofore "the by-laws have not
provided the President with a
competent deputy. I'm glad this
has been remedied."
As executive vice-president, Nie-
huss is the chief assistant to

Roger W.
Heyns

SERVING SUDNT
FACULTYI

J of M
AND
FROM

Vice-President for
Academic Affairs
By JEFFREY GOODMAN
One dynamo-administrator di-
rects the whole range, of activi-
ties at the University known as
academic affairs.
aHe is Roger W. Heyns, and from
his vice-presidency in the Uni-
versity hierarchy he heads the
Office of Academic Affairs.
Its problems range from gen-
eral responsibility for the faculty
and academic programs of the
University's various schools and
colleges to more specific matters.
Directs Planning
These include planning and di-
recting of the literary college's
residential college program-a re-
cently-conceived plan for inte-
grating eating, living and class-
room activities in single units to
be built between the central and
North Campus in time for the
1965 school year-and supervision
of the hiring of faculty, their
salaries and fringe benefits and
academic competition for profes-

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