University Times

The University plans to raise its academic standards for undergraduates — including increasing minimum Scholastic Aptitude Test (SAT) scores required of incoming freshmen — with a goal of making Pitt's undergraduate programs competitive with those at the nation's best public universities.

That was one of six goals that Pitt's Board of Trustees approved unanimously at its winter meeting, Feb. 22, in the William Pitt Union Assembly Room.

Other goals dealt with defining the role of the chancellor; improving administrative efficiency; securing an adequate financial base; maintaining excellence in research; and increasing Pitt's role as a regional economic force.

For stories on other board actions, see pages 4 and 5.

Of the six goals, the one covering undergraduate education prompted the most discussion by far.

Echoing recent comments by a team of outside consultants led by university management expert James L. Fisher, trustees said that Pitt has come to be better known for the quality of its graduate and professional programs than for its undergraduates.

"If the undergraduates were as good as our faculty and programs, we'd be in great shape," said board chairperson J. Wray Connolly. "We need to give the faculty better material." The average SAT score for Pitt's current freshman class was 1,047, said Pitt spokesperson Ken Service. The Pittsburgh campus accepted about 2,500 full-time freshmen last fall; about 2,000 of those enrolled in the College of Arts and Sciences (CAS). More than 93 percent of the CAS students were in the top half of their high school classes, and 25 percent were in the top 10 percent, according to Service.

Trustees acknowledged that higher standards may reduce the number of Pitt undergrads in the short term, but said academic improvements were necessary to bring the University's undergraduate programs up to the median level for public universities within the Association of American Universities. Pitt is a member of the AAU, which includes 60 elite public and private research universities.

Not all of the burden for improved performance will be placed on students. The trustees also called on Pitt's administration to: * Ensure that all undergraduates, regardless of their majors, achieve the levels of quantitative (mathematics and computer literacy) and communicative (written and oral) skills "essential to success in our modern global society." * Improve the quality of student life, "especially regarding residence life, campus recreation and academic and career advising." * Increase recent successes in attracting, retaining and graduating a more racially and multi-culturally diverse student body. That includes enrolling more undergraduates from foreign countries and encouraging more Pitt students to study abroad.

The board called on the chancellor to develop, by Dec. 31, a plan and timetable for making the improvements. Trustees said the plan should identify costs and describe expected benefits.

Board chairperson Connolly warned that increasing undergraduate admissions standards may conflict with ongoing efforts to recruit disadvantaged minority students. But he and Interim Chancellor Mark Nordenberg said Pitt is pursuing a broad range of programs to promote academic excellence among minority students.

At a press conference following the meeting, Nordenberg said the administration has neither adopted nor ruled out a recommendation by the Fisher team to create a new admission category. Under the proposal, undergraduates who failed to meet Pitt's stricter standards would be designated "special students" and admitted on a provisional basis. They could take classes until their academic progress qualified them for full admission. During the meeting, several trustees debated whether the resolution on undergraduate education should stress the importance of retaining and graduating minority students.

Newly elected trustee Earl F. Hord said, "As we improve the quality of education, we should emphasize the recruitment, retention and graduation of African Americans." Referring to statistics showing that graduation rates for black students at Pitt continue to lag behind those for whites, Hord said, "Something is wrong here and it needs to be fixed." But trustees Yolanda G. Barco and John H. Pelusi Jr. said the resolution should not single out any group of students. Pitt's administration should work harder to see that all students graduate, they said.

The following are summaries of the five other resolutions approved by the board last week: The chancellor According to a job description endorsed by the trustees, the chancellor is Pitt's chief executive officer. He or she is accountable to the trustees and is expected to execute the University's mission; provide vision, leadership and effective management; communicate Pitt's mission, goals and accomplishments; foster supportive working relationships with faculty, staff and students; foster positive relationships with external constituencies; and raise funds.

Ensuring operational efficiency and effectiveness By the October board meeting, Pitt's new permanent chancellor will submit to the trustees an in-depth review and analysis of the University's organizational structure, staffing levels and capital assets, identifying steps that can be taken to improve effectiveness and efficiency. Board chairperson Connolly said he believed the Chancellor's office should hire outside consultants to do the study — "but that's just my opinion," he said. "That decision will be up to the chancellor." Securing an adequate resource base By October, the chancellor — with trustee assistance and input — will develop a blueprint for future fundraising efforts, including a plan for a capital campaign. Pitt also must strengthen its relationships with state, county and city governments, improve efforts to attract private funds, and aggressively examine technology transfer possibilities.

Maintaining excellence in research The chancellor should continue with current efforts, focusing on careful benchmarking, the creative and persistent pursuit of new funding, and the regular and systematic review of internal resource allocations. Twice-yearly reports on these efforts should be made to the board through its appropriate committees. Additionally, the trustees must take the lead in clarifying the existing organizational and financial relationships between Pitt and the University of Pittsburgh Medical Center System. The board's health sciences committee has begun work on a "white paper" report examining these relationships. The report will be completed by the board's June meeting.

Partnering in community development Pitt should aggressively and intelligently explore opportunities for technology transfer that may add to the University's resource base while creating jobs and stimulating the regional economy. Interim Chancellor Nordenberg was asked to report on current efforts and future plans, including recommended goals, by the June trustees meeting. In addition, Pitt's administration should prepare an inventory of University public service activities by this summer.

— Bruce Steele