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January 26, 1994 - Image 10

Resource type:
Text
Publication:
The Michigan Daily, 1994-01-26

Disclaimer: Computer generated plain text may have errors. Read more about this.

0- The Michigan Daily - Wednesday, January 26, 1994

- It:* tdiiun u~

r

DUDERSTADT:
September
James J. Duderstadt
becomes President of the
University of Michigan.
Two weeks later,
Duderstadt introduces the
Michigan Mandate - a
program designed to
increase minority
representation and
diversity among faculty,
staff, and students at the
University.
November
Officers in the University's
Department of Public
Safety and Security are
first "deputized."
Duderstadt says he would
like to see a campus
police force.
March
Duderstadt announces
that he will use his
authority under Regents'
Bylaw 2.01 to "levy
sanctions on students"
until the University adopts
a code of non-academic
conduct.
Also, Duderstadt informs
regents of a policy
designed to regulate
forms of student
expression on campus.
November
Duderstadt's campus
police force becomes a
reality, amidst student
protest.
1992
October
Duderstadt lays out plan
to raise $1 billion in the
Campaign for Michigan
fundraising drive. This is
the most ambitious
fundraising drive by a
public university in history.
1993
January
The Statement of
Student Rights and
Responsibilities, a code of
non-academic conduct, is

*

W hen James J. Duderstadtga
assumed the job as the 12th can'
President of the University of is be
Michigan on Sep. 1, 1988, A
few could have realized just is in
how controversial a figure he would be. In his espe
first year in office, he set forth an ambitious have
series of objectives - objectives designed to E
transform the University as it moved toward the Cam
next century. Now, with five-and-a-half years incre
under his belt, we know more of President Univ
Duderstadt - and his vision for the University well
of the future. goal
There is no question about President year
Duderstadt's ambition for the University. He BE
has worked tirelessly to mold the University to Dud
his vision. At this stage of the game, we would Univ
like to reflect on the Duderstadt era (thus far) dra
- its good points, and its bad points. athle
The best place to start is where Duderstadt, the n
himself, started. Specifically, we refer to the H
Michigan Mandate, a plan announced by have
Duderstadt in his first month in office, designed of th
to significantly alter the opportunities available clea
to minority students, staff, and faculty at the pers
University. It is
Indeed, this is one area where Duderstadt too
can point to success - or at least a promising A
trend. Each year since 1988 has seen the Univ
percentage of non-white students at the Dud
University increase by 1 percent. Also since impri
1988, the percentage of total instructors at the mult
University who are non-white has shown a pick
marked increase annually. While there is still into
much to be done in order to achieve the goal of A
a diverse campus (some minorities report a Stud
N ineteen-ninety-three was a
very special year. My
family and I marked our
twenty-fifth year in Ann
Arbor and I also completed
my fifth year as president of the
University of Michigan. We celebrated
with other members of the University
community the 175th year of the
founding of one of the great public
universities in the United States.
Moments like these present a
wonderful opportunity to reflect on this
institution's remarkable history and
accomplishments. These moments also
present those of us who care about the
University an opportunity to plan for the
future, just as eight generations before us
did. Had they not made bold, forward-
looking decisions about the direction of
the University, we would not have such
cause for celebration.
The University is vastly different
today. It is a modern research university,
complex and multidimensional. People
perceive it in vastly different ways,
depending on their vantage point, their
needs and their expectations.
Beyond the classic triad of teaching,
research and service, society has
assigned to the University over the past
several decades an array of other roles:
improving health care;
national security;
social mobility;
entertainment (intercollegiate
athletics);
Further, we are now asked to assume
additional roles such as:
revitalizing K-12 education
rebuilding our cities
enhancing economic
competitiveness
As president, one of my most
important jobs is to balance the needs of
the present with the uncertainties
and challenges of the future. I must
4address the concerns of the
faculty, students, staff and

ss ceiling" beyond which faculty members
t advance), this part of Duderstadt's vision
coming a reality.
nother area where Duderstadt has excelled
bringing money into the University -
cially in the troubled economic times that
thus far plagued his administration.
ven before the implementation of the
paign for Michigan in October 1992, the
ase of private donations into the
ersity was notable. Now, the University is
on its way toward reaching the campaign's
of $1 billion in donations - only two
s into the campaign.
eyond these two major successes,
erstadt has presided over the rebirth of the
ersity as a major research institution, a
vatic improvement in facilities, and an
tic department that is now ranked No. 1 in
iation.
lowever, not all of his accomplishments
been as glowing. A central characteristic
e Duderstadt administration has been a
r move toward restricting the academic and
onal freedoms of students at the University.
a characteristic that has manifest itself far
Aften.
key example is the creation of a
ersity police force. A panel convened by
erstadt to make suggestions about how to
ove safety on campus resulted in a
itude of recommendations. Duderstadt
ed the cops, and proceeded to bring them
fruition.
nother example is the Statement of
ent Rights and Responsibilities. Despite
alumni who are today's Michigan
family. But I must also work with the
Board of Regents, donors, state, federal
and local government officials, business
and industry, local residents, my peers in
higher education, and other friends of the
University to plan our future. The day-
to-day management of a university as
complex as Michigan can never be made
without considering the implications of
our decisions for the next generation.
Therefore, one of my greatest challenges
is to advance a highly focused agenda.
And everyone associated with the
University must have input into this
agenda because my leadership can be
most effective when we have all worked
together to set the proper goals.
To serve a changing nation and
world, we must constantly re-examine
the mission of the University. In
essentially every address I have given
and in every action I have taken at this
University over the past five years, I
have stressed two main concepts:
leadership and change. In my inaugural
address in 1988, I suggested three
themes that would change the world.
They were: 1) the increasing diversity of
our population, 2) the
internationalization of all aspects of our
society, and 3) the degree to which
knowledge itself is becoming the key
strategic commodity to achieve
prosperity, security, and social well-
being. In subsequent years, I added three
new themes to my original list: 4) global
change, 5) the post-Cold War world, and
6) rebuilding America (human and
physical capital and infrastructure).
When I took office, I proposed a very
ambitious agenda. First and foremost, I
set forth my vision of the university of
the twenty-first century. Keeping in
mind the key themes of change listed
above, over the years we subsequently
developed a series of critical
objectives for the University,
including the need to become a
more diverse campus, to

denying that a code of non-academic conduc
was a priority, he proceeded to make it a
priority - first implementing pieces like the
Union access policy and the Diag policy, an
later bringing it all home with the code.
And all of this has been done to students
while the University continues to funnel
resources into buildings and a burgeoning
administration - and not into the quality of
undergraduate education.
Regardless of what specific actions have
been good or bad, we feel that the most
important role a university president can pla
to set a tone for the campus - one that mak
everybody feel like an integral part of the
University community, with something to of
and something to gain from being a part of it
The tone Duderstadt has instead set is a top-
down hierarchy with the administration on t-
top, the faculty and staff on the next rung, an
the students languishing on the bottom.
Relatively few students ever have contact wi
administrators - and the vast majority of
student could not even identify the president
Past presidents, including his immediate
predecessor, Harold Shapiro, made themselv
accessible to the campus. Like Duderstadt,
Shapiro had a vision. But rather than cramm
it down people's throats, he more often mad
people feel as if they were a part of the visio
The history books on James J. Duderstad
are far from closed. All indications point to
staying around here for quite some time.
Perhaps if Duderstadt is more kind to studen
and faculty in the future - history will
eventually be more kind to him.
enhance the quality of all academic
programs, and to improve our facilities.
We have made very significant progress.
We now have the highest enrollments in
our history for people of color with the
highest graduation rates of any public
university in America. We have
undertaken over $300 million in new
construction and renovation of facilities,
renovating much of the Central Campus.
We have one of the most advanced
computer networks in the world. The
campus is becoming increasingly
international, with the formation of
important intellectual centers such as the
Institute for International Studies. These
initiatives are all part of the change
process, and the University community
has worked together to help make these
events occur.
But the job has just begun. Both the
pace and the nature of the changes in our
world today seem overwhelming. All of
us are having difficulty evaluating the
implications of such dramatic change, as
well as responding and adapting to it.
Higher education is no exception. We
must set forth a vision, a plan for the
future. And the University community
and its various constituencies must take
part in the dialogue and planning
process.
We have already set a course toward
a vision that positions the University to
be the leading university in America.
Taking it one step further, we are
beginning to work on a plan for our
bicentennial. We are working to develop
a new model for the University of the
21st century. For students, this planning
effort is important. Students of today are
already affected by

es iJames
ing Dudorstadt
et his goals and
him achievements
ts sinc taking
over a U
Vpresident.
the changes brought about by years of
planning efforts - changes in
curriculum such as the quantitative
reasoning requirement, for example. The
children of today's students will benefit
from continuing improvements to
undergraduate education such as the
Gateway Campus. Future alumni will
continue to expect great things their alma
mater. And finally, as citizens of the
world, today's students will benefit from
discoveries made here, by our own
faculty.
We have a long way to go before we
define a vision for the year 2017. I will
count on the input of everyone as we
move forward.
At the same time, we must also work
together to achieve more short-term
objectives, which are the foundation and
building blocks in the long range
planning process. One important area is
our effort to make this campus truly
diverse and to achieve the objectives of
the Michigan Mandate. We must
continue to work to create a climate
where people from all backgrounds and
cultures are respected, where openness
and reasoned debate can occur.
There are other important goals.
During this decade, I hope that we can
also continue the progress we have made
in improving undergraduate education at
Michigan; to achieve more Michigan
"firsts;" to make Michigan the university
of choice for women leaders; to enhance
the quality of all academic programs; to
sustain our blend of broad access and
high quality; and to enhance the quality
of the student living and learning
environment. And that's just a start. We
must continue to challenge ourselves, to
become even better. My hope is that I
will make a lasting contribution to
the vitality and strength of this
great University. At
Michigan, none of us
should expect any less
from ourselves.

"I

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