THE RESIGNATION OF THE PROVOST in February 1979 over the issue of overly rapid expansion was prompted by a reassessment and reevaluation of top-level management which had begun in the fall of 1978. Robert B. Shira, who had just retired as dean of the School of Dental Medicine, assumed the post of acting provost. The reorganization resulted in the creation of the new position of executive vice-president, which handled most of the business-related functions of the university. The first incumbent (1980) was Michael A. Hoffman, who remained only briefly. He was succeeded by Steven S. Manos.

Other changes in a consolidated administrative structure were planned or took place in 1978 and 1979. The position of senior vice-president and provost was redefined as academic vice-president and provost, with basic responsibility for long-term academic planning on the Medford campus, as well as day-to-day administration of university-wide functions such as Computer Services and the libraries. After an extensive search, Sol Gittleman, one of the most popular professors on the Medford campus and chairman of the Department of German and Russian, was selected. (The original title of senior vice-president/provost was restored in 1985.) A budget and fiscal officer was also appointed to almost every major division of the university. The combined deanship of the Colleges of Liberal Arts and Jackson, concerned primarily with faculty affairs, was continued, and a new deanship of Undergraduate Studies dealt with student academic affairs.

President Mayer had called attention repeatedly to the undisputed fact that Tufts was grossly under-endowed. (The endowment in 1978 was $31,038,032.) He noted more than once that there was not only a lack of regularity in capital fund-raising but that the financial targets in the past had been overly modest and hence constituted an "historical weakness" in the development of the institution.

It was therefore only natural that he almost immediately called for a massive all-university effort of unprecedented proportions to solicit

Preliminary plans were discussed by the trustees at their annual meeting in the fall of 1976, the campaign was authorized in May 1977, and the initial planning effort received formal trustee approval in the fall of that year. At the same time, Allan D. Callow, a former professor of surgery in the medical school and an alumnus, became chairman of the board of trustees, replacing McFarlane. A campaign office for the medical school had been opened by December 1977, and prospects for veterinary school contributions were beginning to be identified. Interviewing for a research and writing staff, already begun by March 1978, was intensified. Each school and college prepared an inventory of anticipated needs (most of them revised upward several times). As their reports came in, the targeted total goal rose steadily, and by the close of 1978 had reached $50 million.

Planning for the campaign reached another stage when Thomas Murnane, who had been appointed Vice-President for Health Program Development in the fall of 1978, became the Vice-President for University Development less than six months later. (He was appointed senior vice-president in 1985.) The structure of the previous Resources Office, renamed the University Development Office, was completely overhauled and the number of personnel was dramatically expanded after the resignation of several staff members. The four divisions within University Development were designated as Alumni Relations, Communications, Development, and Government Resources (which consisted of two offices, one on each of the two major campuses of the university). More than 60 percent of the newly augmented staff, including a number of professionals experienced in fund-raising, were new to Tufts. Packard Hall was extensively remodelled for the exclusive use of the Development staff and its multifarious activities.

As part of the planning for what became simply "the Campaign for Tufts," the institution employed a number of fund-raising consulting firms. Mayer was greatly disappointed in the fall of 1977 when one of them set a goal of less than $20 million. After a study of Tufts' fund-raising potential was made by another firm in 1979, the goal was established at $ oo million, a target increased (at Mayer's insistence) early in 1980 to $129 million. This figure was considered

Skepticism about Tufts' ability to raise such a huge sum, comparatively speaking, was widespread, especially among those generations longest associated with the institution (including many alumni), who remembered a small hilltop college and had difficulty in conceiving of a burgeoning university which "thought big." But the president remained undeterred by those who doubted, and was as confident as ever that the goal could be reached and possibly even exceeded.

A Tufts trustee, taking high ground, had commented in 1976, as the fund drive was being planned, that "we must realize that the mark of a university cannot be measured [exclusively] on the balance sheet." But the "balance sheet" approach could not be avoided. Hallowell, in remarks to the trustees at the time of his resignation, had reminded them that "it is educational quality that is going to keep Tufts in this world, and that costs money." A long-time faculty member and alumni trustee made in 1976 the blunt and categorical statement that "Tufts University has no problems that cannot be solved by large grants of money."

The brute fact was that running an educational establishment did cost money. The long-term indebtedness of the institution stood at $21 million in 1978, and on a five-year projection, was estimated at $32 million for 1983. Thanks, however, to the anticipated success of the Campaign for Tufts, service on the debt would be reduced from 34 percent of the operating budget in 1978 to an anticipated 29 percent in 1983. (It should be pointed out that $5 million of the estimated debt in 1983 was in dormitory construction which would presumably be amortized by income from student charges.) Capital expenditures were projected to be $121 million between 1978 and 1983.

Of the total Campaign for Tufts, $42 million was for current operations, including student financial aid, faculty salaries, and library support; and $77 million was earmarked for construction and renovation. The medical and dental schools were the first to complete their capital campaign plans in 1983. The Fletcher School's plan,

A concerted effort was made to involve the entire Tufts community, as well as potential outside sources, in the campaign. A battery of undergraduates conducted an aggressive (and successful) telethon campaign. Over 30,000 alumni participated in the telethon each year after 1980. The senior class conducted its own fund drive and by the fall of 1981 had obtained almost $25,000 in pledges. The largest gift of its kind in Tufts history up to that time ($203,000) was presented by the Class of 1931 at its fiftieth reunion in 1981. Approximately 60 percent of Tufts alumni made at least one gift during the five-year period of the campaign - a new record of participation.

One of the principal reasons for the enlarged extent of alumni participation was the creation in 1978 of the Office of Alumni Relations, of which Richard A. Kelley was the first director. Both the president and the new Vice-President for University Development were determined to "reawaken and revitalize" the body of some 57,000 alumni/ae which they believed had "been largely dormant for more than a decade." The year before Mayer became president (1975-76), the university's alumni had given their support of $1,281,000 in cash. In 1980, for the first time, cash gifts rose to more than $2 million, to $2,637,000. In 1981, Tufts alumni gave $4,381,000, and in 1985, gifts amounted to almost $5 million ($4,830,000). Between 1972 and 1983, giving to higher education nationwide rose at an annual rate of 9.1 percent, but during the comparable period of 1973-84, total giving to Tufts rose by 18 percent, twice the national average. At the close of the Campaign for Tufts, alumni had given $33 million, or 23 percent, of the total $145 million in gifts and pledges. Following Kelley's retirement in 1983, after half a century of association with Tufts, he was succeeded by Ronald Brinn, an alumnus of the Class of 1958, whose charge was to expand greatly the activities of his office.

Less spectacular but nonetheless of great importance not only in raising money but also in tying the alumni more closely than ever to their alma mater were the steady increases in Annual Fund receipts which, by the early 1980s, were approaching $4 million a year. Private gifts to the university in fiscal year 1985 established a new record for both extent of participation and amount. In order to broaden alumni giving to the Annual Fund beyond the already existing Silvanus Packard Society, the Fletcher Associates, and the Medical, Dental, and Veterinary M Clubs, a category known as the Society of Tufts Fellows was created in 1983, with a minimum donation base of $10,000. In 1985, Tufts International Associates became another extension of the select Annual Fund giving clubs.

Although endowment had been increased by $26 million as a result of the Campaign for Tufts, the total was still far below what was needed and desired. Plans were being laid by the mid-1980s for yet another and even larger campaign. Known popularly as the "New Campaign for Tufts," it was to begin in 1987 and was intended to concentrate on augmenting endowment. This would lessen the growing dependence on tuition, provide revenue for greater flexibility in programming, and make possible the carrying out of plans to improve the overall quality of the institution, including the lives of its students.

Another of Mayer's strategies besides aggressive fundraising was long-range planning. He did not originate it, as evidenced by the efforts of both Wessell and Hallowell, but he intensified it to a marked degree and brought it to a high point of sophistication. Bernard Harleston, Dean of the Faculty of Arts and Sciences, prepared in 1978, before his resignation two years later, a five-year projection for that part of the institution over which he had jurisdiction. (He was succeeded by Frank C. Colcord, a member of the Department of Political Science.) The Vice-President for Institutional Planning prepared during 1978 a similar five-year projection for the entire university. A "Program Plan Summary, 1980-81 - 1983-84" presented a three-year program which became the base for the construction of