Students Operate
Storrs, Conn.—(l.P.) -- When it
comes to student-operated food
services, undergraduates at the
University of Connecticut are
writing the book for the whole
nation.
The Associated Student
Commissaries (ASC) was
organized about a year ago, and
recently, President Michael
Duane reports that the $2.5
million-a-year operation appears
to be in for a bright future.
Mr. Duane, a junior, heads the
non-profit corporation which
provides about 2,000,000 meals
annually for more than 4,000
students. The ASC operates this
way:
Undergraduates in 58
dormitories delegate the
management of their kitchens to
the ASC which hires a chef, buys
the food, provides dietary
supervision, insures quality
control, maintains records and
trains food handlers.
Students pay from $220 to
$3lO each semester for food
services. For these prices
students receive three meals a
day, five days a week, plus
between-meal snacks. "The
women's units usually pay the
smaller amounts -- the girls don't
eat as much as the men,"
quipped Mr. Duane.
Kent Banning, coordinator of
the University dining halls,
reports that the ASC units
provide well-balanced meals,
high in nutritional value. What's
more, he says, students_ receive
very generous portions -- with
seconds or thirds for most items.
Mr. Banning, who gives a
helping hand to the ASC, noted
that nutritional experts on the
faculty of the School of Home
Economics serve as consultants
to the ASC to insure wholesome
menus.
Mr. Banning also noted that
IS THERE HOPE?
New York, N.Y.—(I.P.) --
"Almost every group or
constituency can claim victory
on some issues; almost everyone
has had the experience of
defeat," states a report on the
first two-year term of the
Columbia University Senate.
"There are few members who
have not gained respect and
affection for their colleagues,
transcending faculty-student
administration lines."
"The 101-member Senate was
the first central policy-making
body in any American university
composed of a diverse
constituency students, alumni,
staff, faculty, and
administration.
The report was prepared by
Wm. Theodore de Bary,
executive vice president for
academic affairs and provost. It
concludes that the Senate has
proven itself effective in dealing
with several key issues facing the
University and has also begun to
create "a new community" on
campus.
The report points to a list of
107 items brought to a decision
during its 1970.71 term, a
capacity to complete its agenda,
and a record of surviving
disruption without yielding to
rancor and recrimination. "And
from this, indeed, has grown a
new community, still small, still
struggling, but something
different from what we have
ever known before."
Meeting 23 times in its first
two years, the Senate made 15
landmark decisions, Dr. de Bary
notes. They include resolutions
upholding freedom of expression
Food Services
ASC buys quantities of steak,
lobster, roast beef, turkey and
other dietary mainstays. At the
same time, however, a liberal
amount of hamburg and hot
dogs also are on the ASC menus
because "that's what the
students want."
This bulk buying -- of both
food and supplies actually
saves money for each of the
dining units, says Mr. Duane. He
also notes savings result from
centralized accounting
procedures, and the investment
of extra capital. Last year,
investments earned $19,000.
Under terms of the ASC
constitution, the organization
consists of individual housing
units which select one
representative for the ASC
governing council.
The Council is served by a
Board of Directors which
actually handles the ASC
operations. The president
receives a $l,OOO stipend, the
treasurer $5OO, and board
members, $5O per semester.
Virtually all of Mr. Duane's
spare time is spent in the ASC
offices, or on the circuit
communicating with stewards,
assistant stewards, chefs and
others in the various dormitory
kitchens.
The ASC hires its own
professional personnel, including
purchasing officer E. W.
Graffam. It employs a total of
140 full-time and 700 part-time
workers. Though on paper, the
ASC might appear to be a cold
"big business" kind of operation
not responsive to the individual
student, nothing could be
farther from the truth.
Each residential unit has
control over its own menus and
if the students don't like the fare
they change it.
on campus, the declaration of an
open recruiting policy assuring
equal access to the campus for
all groups, and a regulation on
externally funded research, and
instruction prohibiting secret or
restricted research at the
University.
In an editorial titled "Ivory
Tower I", Columbia Spectator
protested the findings of the
report, condemning it as a
"propaganda offensive"' of the
Administration.
The editorial accused the
Senate of being ineffectual and a
tool of "Low Library"
(Administration) and declared
that "the Trustees have castrated
it by ignoring it." It defined Dr.
de Bary as a man "cloistered in
an ivory tower."
Responding in a letter to the
editor, Dr. de Bary admitted
that "many of the basic
problems of the University
remain to be faced, and the
Senate's future success depends
largely on the willingness of
members of the University to
serve it and make it work."
He emphasized, though, that
"no elite group dominates the
Senate and frustrates the general
will, however midguided."
Dr. de Bary concluded: "If
there is anything at all to the
cliche about the ivory tower, its
putative serenity is certainly not
enjoyed by those who spend
long hours in meetings of the
Senate and its committees. The
problem is rather how the
editors of Spectator can be
brought out of the alabaster
alcoves of Ferris Booth (hall) --
into more positive participation
in the life of the Senate."
Morals am Ethics
University Park, Pa., Apr. --
Must a university worry about
social responsibility as well as
profits when assembling a stock
portfolio?
A "moral minimum"
obligation and guidelines to
attain it are outlined in a new
book, "The Ethical Investor,"
co-authored by Jon P.
Gunnemann, assistant professor
of religious studies at The
Pennsylvania State University.
"Schools of higher learning,"
the book notes, "recently have
been urged to manage their
endowments so as to respond, in
some fashion, to the fact that
they own stock in companies
which pollute or strip-mine,
operate in South Africa, fail to
hire or house blacks, make DDT,
napalm, and unsafe cars -- or
take other action believed to
impair the human condition."
The agitation accompanying
these demands impelled
Professor Gunnemann and his
two co-authors, John G. Simon
and Charles W. Powers, both of
Yale, to offer a seminar on the
topic there. One outgrowth of
their discussions was the book,
which was published by Yale
University Press.
"We concluded that all men
have a 'moral minimum'
obligation not to impose social
injury," Professor Gunnemann
explains, "and as shareholders,
they should take whatever
actions they can to prevent or
correct social injury. By
extension, then, when a
university is a shareholder, it has
the same responsibility."
But shareholders who seek
moral purity alone are
characterized as "hopelessly
naive" by the authors, who
wrote:
"To attempt to cleanse one's
portfolio of dirty stocks and to
invest only in clean stocks would
involve one in an endless series
of illusions and arbitrary
decisions . . . Too many people,
however, let the matter rest
here: because one cannot avoid
contamination, one cannot do
anything ... We may not be able
to avoid the world's guilt, but
we can seek to reduce the level
of injury ..."
Becaue the authors fear the
politicizing of a university
community which is continually
being torn apart by disputes over
what to do with its stocks, they
have established a set of
guidelines to be followed as an
investment policy. These
include:
--Giving final decision-making
powers on all investment
decisions to the university's
trustees.
--Establishing a university
investments council, comprising
faculty, students, alumni, and
others to make specific
recommendations to the
trustees.
--Allowing sources outside the
academic community to
generate broad criteria for
investment management.
--Basing decisions on criteria
generally acceptable to most of
those within the academic
community.
--Minimizing or excluding any
involvement of the entire
university community in social
investment decisions.
--Taking care that social
investment decision-making does
not become so time-consuming
that the educational process is
impaired.
--Involving the university in
social investment questions only
when an issue is thrust upon it by
other stockholders, except in
unusual circumstances.
--Not permitting social
investment decisions to impair
university finances to the
detriment of educational
functions.
--Allowing an institution, in
cases where action would cause
serious reprisals or deep internal
divisions, the flexibility to adjust
its social investment policies.
Professor Gunnemann and his
colleagues do not recommend
that universities divest
themselves of stocks in
corporations with whose policies
they disagree. They write:
14 .
. . the sale of holdings even
several times as large as that
likely to be owned by any one
university would not have
anything but a brief market
pr ice effect; accordingly,
corporate managments would
not be punished by such a sale
and would have little reason to
be deterred by the prospect of
similar sales ..."
The book includes a chapter
of case studies showing how the
basic guidelines can be applied in
actual situations and another
analyzing the legal aspects of
investment responsibility.
Professor Gunnemann has also
prepared a report for the Ford
Foundation on the foundation
as investor and conducted a
research seminar on institutional
investments and corporate
responsibility for the Center for
the Study of Religion and
Human Resources at Penn State.
He holds a bachelor of arts
degree in philosophy from
Harvard University and a
bachelor of divinity from United
Theological Seminary. He has
obtained a master's degree in
social ethics at Yale, where he is
currently completing a doctor of
philosophy degree.
Statement
of
Purpose
The Hot Line is a telephone
connection. At the end of the
line is a student. He or she is
there to help with your
problems from 8:00 PM until
8:00 AM. The Hot Line is run
by the members of the Head
Shop. Since January of last year,
we have researched organizations
that can help you with specific
problems like Abortion,
Pregnancy Tests, Draft
Information, Drug Information,
etc. If you call we can tell you
how to contact the right people.
If you are just feeling down, we
can talk about that too.
944-1033.
Security
Capitol's Security force was
recently increased, Mr. Paul has
announced. The new Security
,Patrolman is Mr. James Shoop
who will be in the Main Building
from 10 PM to 7 AM.
After leaving the Air Force,
Mr. Shoop served as the Chief of
Police for the city of Covington,
Oklahoma. He has joined the
Capitol force in the night
security capacity, but will be
going on to other facets of
campus security as time passes,
according to Mr. Paul.
Mr. Paul has made this
announcement with the hope
that students will get to know
Mr. Shoop, and that now they
will know to see him for help
during the above-mentioned
hours.
Hershey
Receives
$2.2 Million
Governor Milton J. Shapp
signed the bill on March 22nd
appropriating $2,217,000 in
support of the Center as a part
of a total appropriation bill of
$76.2 million for the University
for the 1971-72 fiscal year. The
initial amount of $74 million
was approved last August with
the amount for the Medical
Center deferred.
Dr. John W. Oswald, president
of The Pennsylvania State
University, expressed his
gratitude to the Legislature and
the Governor of the
Commonwealth for providing
support for the Milton S.
Hershey Medical Center of the
University and said the action
"will be far-reaching in its
contribution to medical
education in the Common
wealth."