tions which have more than 500 engineering students. It is only by this method that unity of purpose and close cooperation of the different branches of engineering may be secured.

Financial relations.-The engineering colleges, like other major divisions of land-grant institutions, usually benefit from funds that come to the institution from the Federal Government, State government, student tuition and fees, interest on endowment, and other sources of income. Exceptions to these are Cornell University, which receives State funds only for agriculture, home economics, and veterinary science, and the Massachusetts Institute of Technology, which receives no State funds for any purpose.

Nearly all institutions have definite budgets of expenditures for each of the major divisions. The engineering budget is prepared by the dean of engineering in cooperation with the heads of departments. This budget is then submitted by the dean to the president. In some cases the dean consults the comptroller or other institutional business officer before the final budget is submitted to the president for consideration. After the budget is approved by the president, orders for supplies or capital expenditures are made on requisitions prepared by the head of the department and approved by the dean of engineering. Expensive items of equipment usually require the special approval of the president, as do also traveling expenses outside of the State.

Engineering laboratory, shop, drafting room, field, and other student fees are credited to the engineering college budget in 19 institutions. In the majority of cases, however, all such fees go to the institution to be distributed in connection with other receipts. Earnings for commercial and service tests nearly always go to the engineering college or are added to the budget of the engineering experiment station.

Staff appointments and promotions.-Except for a few special cases in small institutions, where the president handles all of the details, staff appointments are handled as follows: When a vacancy occurs the head of the department concerned initiates the selection of candidates. He then presents his findings to the dean of engineering, who recommends to the president concerning the appointment to be made. The president in all institutions has the authority to appoint subject to the approval of the governing board. In larger institutions the president seldom questions the recommendations of deans concerning staff appointments. It is customary, however, for the dean in the case of important positions, such as full professors, to arrange that the president not only has a complete record of the candidates recommended but also interviews the most promising individuals.

Dismissal of staff members is made only upon the recommendation of the dean and head of the department concerned. Dismissal of staff members occurs only in extreme cases, such as distinct incompetence, low morals, or disregard of national laws.

Recommendations concerning increase in salaries or promotions in rank are made by the head of the department to the dean who transmits such recommendations to the president. Usually such matters are considered only in the spring of the year when the annual budgets are prepared. In one institution promotion to be a voting member of the institutional faculty must have the approval of twothirds of the heads of departments of the institution who act as a committee in all such cases.

Alumni contacts.-Only in the largest institutions do the engineering colleges maintain relationship with engineering alumni distinct from those carried on by the general alumni association of the institution. These are usually very informal in character and in only one case was a distinct engineering alumni association reported. Contact with engineering alumni is carried on by every engineering college through news letters, addresses before alumni associations, aid to alumni in connection with employment problems, and through social contacts of individual staff members.

Contact with the public.-Four institutions report that special officers are employed to make contacts with industry who devote from one-fifth to one-third time to the engineering college. In nearly every engineering college the dean of engineering and the more experienced staff members are constantly in contact with the industries of their specialties. Institutions which maintain engineering experiment stations and engineering extension departments have additional opportunities for contact with the public. The placement problems in connection with the large numbers of graduates again places the engineering staff members in direct contact with a great variety of industries. The fact that 175 members of land-grant engineering college staffs are members of committees of national engineering societies indicates rather close contact with industry. While a large per cent of these members of committees are selected from the most prominent and most centrally located land-grant institutions, the promising and most active engineering teachers of smaller colleges are to an increasing extent appointed on such committees. In general, institutions which have a liberal policy with regard to the payment of traveling expenses of staff members to national meetings and conferences pertaining to engineering maintain the best contacts with industry.

Nearly every institution has an officer who gives full or part time to institutional publicity. Replies from institutions indicate that

only in exceptional cases is 10 per cent of the time of the publicity officer devoted to engineering. One cause for this is the fact that engineering staff members in general are very reluctant about giving out technical information in a popular style.

Technical bulletins, papers before engineering societies, and articles in the engineering press are considered by all engineering staff members as types of proper publicity. Short newspaper items about special accomplishments of students, special achievements of alumni, installation of distinctive equipment, or outstanding investigations by staff members are favored by more than half of the institutions. Radio for engineering publicity is favored by a considerable number of institutions. Only in rare instances have exhibits at fairs and conventions been practical; in most cases such exhibits have led to wrong ideas about the activities of the engineering college or the work of engineers. News items in alumni and student publications concerning activities of engineering colleges are always favored.

In one institution special publicity committees are set up in each engineering department and a special publicity representative from each department cooperates with the publicity officer of the institution. This institution receives considerable engineering publicity in the Associated Press.

The deans of nearly all land-grant engineering colleges state that more general publicity for engineering is needed and the majority feel that an experienced publicity agent could devote advantageously considerable time to engineering.

Responsibility for the physical plant.-In 12 cases, including most of the small institutions, the dean of engineering or one of the engi neering professors is responsible for the physical plant of the institution, including buildings, heating plant, power generation and distribution, water supply, sanitation, roads, and walks. As the institution grows in size this practice is undesirable as it becomes detrimental to the educational program. In one large, separate landgrant college a superintendent of the physical plant is responsible for the aforementioned services, but he reports to the dean of the division of engineering. Even this plan places an undue burden upon the dean of engineering and interferes with his main duties pertaining to teaching, research, and extension in engineering.

Thirty-two institutions, including most of the larger engineering colleges, report that the dean of engineering acts as the chief advisor to the president in connection with all of the engineering problems of the institution but neither he nor his staff members have responsibility for the physical plant. In such cases the superintendent of the physical plant reports to the controller or business officer of the institution. This plan which is favored by engineering faculties as

an advisory relationship in connection with the engineering problems of the institution enables them to prevent the installation of obsolete equipment or wrong service systems. Only in one case is the engineering staff absolutely ignored in connection with the engineering problems of the institutional plant. In one land-grant institution operating under the advisory plan the dean of engineering has designated one of his staff members as the advisor to the superintendent of the physical plant.

In a number of cases members of the engineering staff have designed institutional power and heating plants, water works, and sanitation systems, but act only in a consulting capacity in connection with their operation. Such a contact with the physical plant of the institution is most desirable. In installing new power and heating plant equipment the educational as well as the service features should be considered. Contact of the engineering staff members in connection with new installations also enables the institutions to secure special price discounts on account of the standing and acquaintance of engineering teachers with industry.

General notes on organization.-Well-organized engineering colleges with the duties and responsibilities of deans and heads of departments carefully defined are very exceptional. In the majority of land-grant institutions there is either no organization scheme or the plan is only a paper one. For best results the dean of engineering, as the chief executive officer of the main division pertaining to engineering, should be given definite authority and should be held responsible for results. In a similar manner the dean should outline the duties of heads of departments and should hold them responsible for the effective administration of their departments. The dean of engineering should be in responsible charge of all teaching, research, and extension activities in engineering. In a similar manner the heads of the engineering departments should be in charge of the teaching, research, and extension activities in their fields.

Separate engineering faculties with power to handle questions pertaining to curricula, discipline of students, and other internal problems should be set up for every engineering college. Only matters of general institutional concern should be taken up with the general faculty of the institution. The engineering faculty should meet at least once per month and when not occupied with routine matters should consider educational problems in engineering. It is only by this plan that the fullest cooperation between engineering staff members may be secured and interest in educational problems increased.

Chapter VII.-Services of Land-Grant Engineering Colleges

The previous surveys of engineering education, while dealing very fully with the educational problems of the engineering colleges, have given little or no attention to the direct contributions of these institutions to the social and economic problems of the Nation. They have not considered the major services which engineering colleges are rendering to their communities, the States in which they are located or the Nation as a whole. The land-grant engineering colleges, which owe their existence to national and State beneficence and which receive their major support from State funds, should be particularly interested in services which are of direct benefit to the public.

Replies to questionnaires indicate that all land-grant engineering colleges consider that they serve the public best if they prepare the engineering students enrolled in their institutions for most effective performance as members of the engineering profession. Accordingly, an effort was made to find out through questionnaires the direct contributions which these land-grant engineering colleges have made through their graduates.

Since a higher educational institution is a place where scholars teach and create new knowledge, an endeavor was also made to discover what the engineering staffs of land-grant colleges have contributed not only through teaching, but also as the result of their investigations, discoveries, and practice as engineering experts. A summary of the results of the most outstanding researches by the land-grant engineering colleges will also be given in this part of the report.

These statements will be followed by data secured through questionnaires of the special services rendered by the land-grant engineering colleges to the United States Government, State agencies, municipalities, industry, and the engineering profession.

Major Accomplishments of Land-Grant Engineering College Graduates

In the 55 years from 1873 to 1928 the land-grant institutions have awarded 47,677 bachelor's degrees in engineering and more than 5,000 master's degrees. During the same period at least 50,000 students who did not receive degrees received one or more years of instruction in engineering at these institutions. Since this country