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seem to be of special significance. The report recommended, for
example, that the size of the student body (in the fall of 1974, 2917
undergraduates) be maintained but that the imbalance between men
and women students (1892 men, 1025 women) be corrected. The
committee on the “educational program” proposed that the stu-
dent-faculty ratio of fifteen to one be improved. Elsewhere, it was
argued that more minority students should be recruited; a program
of freshman seminars should be considered; faculty salaries should
be increased so as to reach the national average; the honor system
should be strengthened; and men’s housing should be made more
attractive. Requirements for membership on the Board of Trustees
should be modified in order to assist the continuing emergence
of Wake Forest as “an institution of regional and national scope.”
Most of the recommendations were already familiar to anyone
acquainted with Wake Forest history, and were to be expected in
a report of this kind.
An eighteen-member visiting committee from the Southern Asso-
ciation, chaired by Vice President and Provost Francis W. Bonner of
Furman University, came to the campus for four days in mid-March
and later submitted an eighty-one-page response to the University’s
self-study. The report was thorough, and it contained carefully con-
sidered proposals about changes for improvement at Wake Forest,
but, as President Scales said to the Trustees at a Board meeting on
May 9, the visitors seemed pleased with the University’s “esthetic
environment,” its “fiscal solvency”, the morale of its faculty, and its
“wholesome and articulate students.” Obviously, there was no doubt
that Wake Forest would be fully accredited by the Southern Association.
In one area of continuing concern to the University, the visiting
committee did suggest that the membership of the Board of Trust-
ees, without sacrificing Wake Forest’s relationship with the Baptist
State Convention, should include “other generous interests,” par-
ticularly in view of the resources the University would need to
maintain the heavy obligations of a “multi-million dollar enter-
prise which demands the managerial skills of a governing Board of
unusual experience.”
In a similar vein, though more directly, and with much less
caution, Dr. George Paschal, in remarks he made to the Trustees as
he ended a three-year Board chairmanship the previous December,
had said:
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