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April 01, 1994 - Image 3

Resource type:
The Michigan Daily, 1994-04-01

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___The Michigan Daily - Friday, April 1, 1994 - 3

*A journey into the

21st cen

with President


uring the ill-advised 1988
presidential search that
concluded with the selection
of James J. Duderstadt, former Re-
gent Thomas Roach (D-Ann Arbor)
said he would like to see a president
serve for at least 10 years. The fol-
lowing is a reflection on Duderstadt's
five-and-a-half years at the Univer-
*sity and his vision for the future.
Foremost on Duderstadt's agenda
is a bold plan to prepare the Univer-
sity for the 21st century.
"Vision 2000: The Leaders and
the Best" is an initiative by Duderstadt
to make the University the leading
university in the next century.
Duderstadt's objective is "to make
Michigan the leading university in
* America in quality and its impact on
"I think we are the strongest pub-
lic university in America in terms of
cultural activities and political ex-
citement," he said in a recent inter-
view. "Michigan is competitive in the
But therein lies the problem,
Duderstadt warns.
"Ten years ago, IBM was the fin-
est company in the world, but because
it didn't change, it is not good enough
to survive in the 21st century,"
Duderstadt said.
Duderstadt says change is neces-
sary for the University to maintain its
leadership role.
"We need to have to capacity to
transform ourself. We need to serve a
rapidly changing world."
* m
The Board of Regents appointed
Duderstadt to the helm in 1988. He
took over during a time of reorganiza-
tion under then-President Harold
Shapiro who left to become president
of Princeton University.
"It was a time when we needed
sound financial footing," said Asso-
ciate Dean of Students Richard Carter.
"It was a difficult time, some depart-
ments and schools were going through
major reductions."
In an interview with the Daily in
1988 before taking office, Duderstadt
laid out his management style.
"I'm resultsoriented. I like to move
rapidly, but also to listen and learn
what people are concerned about. Be-
cause without consensus, we can't
move ahead."
Duderstadt said the University's
success will hinge on the access mi-
norities have to the institution.
"There is no doubt that the America
of the 21st century will be
multicultural," he said, adding that
the University must learn to accept
and tolerate people of different races
and culture. "Diversity and excellence
are essentially linked."
In a recent interview, Duderstadt
reflected on his five and a half years
as head of the University and de-
scribed his vision for the future of the
University in the 21st century.
Three major accomplishments
stand out in his mind as he evaluates
his tenure:
The Michigan Mandate;
rebuilding the University and
increased fiscal support; and,
improvements in undergradu-
ate education.
Duderstadt initiated The Michi-
gan Mandate only one month into his
term to increase minority enrollment
in the University as well as minority
representation in the faculty.

"We have the highest number of
minorities enrolled in the University
*today than ever before," Duderstadt
He added, "We cannot sustain the
distinction of our University in the
pluralistic world society that is our
future without intellectual diversity
and an openness to new perspectives
and experiences."
Since 1987, the total number of
minority enrollment has increased 74
percent. Minority faculty has in-
creased 45 percent.
Walter Harrison, vice president
for University relations, praised
Duderstadt for tackling the issue head
"Most University presidents tried
to avoid the issue in 1988. This was a

A lithe President'sv 'men'
While President Duderstadt sets the broad agenda and
vision for the University, his executive officers are charged
with making the vision a reality.
Vice president for University relations
k" :} Harrison serves as the chief public relations officer
of the University, reporting to Duderstadt on all
matters concerning communications with the public.
Salary: $128,985
Vice president for student affairs
Hartford is the chief student affairs officer and is
a * responsible for a $35 million budget. She advises
the regents on matters concerning student affairs.
Salary: $134,400
Vice president for government relations
Kennedy is the senior officer in charge of liaison
activities with local, state and federal govern-
ments in all areas other than research. Kennedy is
responsible for the University's Washington
Salary: $130,138
Vice president for research
Neal came to the University seven years ago and
served as chair of the Physics department. He
was a contender for the presidency in 1988. For
the second year in a row, the University was
ranked at the top of all public institutions in terms
of dollars spent on research.
Salary: $180,000
Provost and executive vice president for
academic affairs
Former dean of the Business school, Whitaker is
in charge of the day-to-day activities of the
University. Whitaker was also considered for the
Salary: $192,042
Executive vice president and chief financial
Womack is charged with the finances of the
University. He was instrumental in increasing the
University's endowment fund to a record $900
Salary: $186,056

President James J. Duderstadt outlines his goals at a University Board of Regents meeting.

ecutive vice president and chief fi-
nancial officer of the University.
The University's endowment has
grown to $912 million in the last five
years - a 118 percent increase. The
University is on its way to meet
Duderstadt's goal of $2 billion by
The University's endowment fund,
which is made up of monetary gifts
given to the University to support
specific University programs, reached
an all-time high last year.
"When Duderstadt took office in
1988, the endowment fund was about
$300 million. Now the endowment
fund totals more than $900 million,"
Womack said.
Since fiscal year 1988, state ap-
propriations have declined 7.7 per-
cent while tuition has increased more
than 11.3 percent in the same time
"Student tuition has to be main-
tained or lowered," Womack said.
"We don't want to become an institu-
tion that only privileged students can
While state funding has dimin-
ished for the past decade, Keith Molin,
the University's associate vice presi-
dent for government affairs, praised
Duderstadt's role in maintaining high
state funding.
"I think Jim Duderstadt's two most
important achievements in way of
funding are as chairman of the
President's Council of State Univer-
sities of Michigan in 1991-1992, he
worked to keep higher education, the
only state budget that did not get cut."
And Molin also pointed to the
ongoing construction on the Diag.
"Under his leadership, the governor
signed Public Act 19, which allocated
a half-billion dollars to capital con-
struction, including nearly $100 mil-
lion here at the University."
Duderstadt also emphasized his
commitment to excellence in under-
graduate education.
"His commitment to undergradu-
ate education is evident in his support
for the Undergraduate Research Op-
portunities Program, seminars for
first-year students, and curriculum
changes," Harrison said.
Changes in curriculum include the
new LSA quantitative reasoning re-
quirement. In addition, the Univer-
sity is planning a separate campus for

the non-academic code of conduct
have had a significant impact on the
welfare of students on campus.
Three months after becoming
president, Duderstadt formed a panel
to discuss the creation of a University
police force. Officers in the
University's Department of Public
Safety were first "deputized," by the
Washtenaw County Sheriff. Amid stu-
dent protest, Duderstadt's campus
police force became a reality.
In 1990, Duderstadt announced
that he would use his authority under
Regents' Bylaw 2.01 to "levy sanc-
tions on students" until the Univer-
sity adopted a code of non-academic
conduct. Last year, the Statement of
Student Rights and Responsibilities
was implemented by the regents.
Despite denying that a code of
non-academic conduct was a priority,
Duderstadt proceeded to make it a
priority by first implementing pieces
like the access policy at the Union and
the Diag policy and later the code.
"We must continue to work to
create a climate where people from
all backgrounds and cultures are re-
spected, where openness and reasoned
debate can occur," Duderstadt said.
"I think his policies were positive
and necessary within the University
community. There must be a level of
civility and a level of expectation,"
Carter said.
One essential goal, Duderstadt
said, is to reestablish a strong bond
between students, specifically student
government, and the administration
which he said has been lost through-
out the years.
"Students are an integral part of
the institution," he said. "The con-
frontational '60s and '70s have led to
a division and gap between student
government and the administration."
At the time, Duderstadt's stand on
the code of non-academic conduct
was clear.
"The early history of education,"
he said in a 1988 interview with the
Daily, "focused not on the develop-
ment of the mind but the development
of character."
Duderstadt said he supported in-
terim University President Robben
Fleming's policy to punish student
harassment and discrimination out-
side the classroom.
Duderstadt said, "rules of guiding
behavior must extend beyond the aca-
demic environment."
David Newblatt, then-chair of the

and the diag policy and the code, but
in the area of programming, the ad-
ministration supports student organi-
zations," Greenberg said.
Computers and networks are the
brainchild of Duderstadt at the Uni-
versity. The Information Technology
Division (ITD) is the University unit
responsible for campus computing.
Douglas Van Houweling, vice pro-
vost for information technology said,
"Duderstadt instituted the Computer
Aided Engineering Network, the first
major personal computer based com-
puting environment.
"Jim has played a key role when-
ever possible in experimenting with
new technology. He has added 'umpf'
to the University. We have the best
computer environment than any other
major University in the country," Van
Houweling said.
The University currently owns
more than 20,000 microcomputers.
During a typical month, an average of
930,000 electronic mail messages are
sent here.
During the past decade, research
expenditures at the University have
increased by 171 percent; and at the
end of fiscal year 1992 they reached a
record total of $300 million. The Na-
tional Science Foundation ranked the
University at the top of all public
universities in terms of research and
development expenditures last year.
More than 65 percent of the fund-
ing comes from the federal govern-
ment and about 12 percent comes
from University funds.
In a report to the regents, at least
28 research and high technology firms
are located in Washtenaw County and
are a result of "direct spinoffs from a
variety of internal University research
programs," said Vice President for
Research Homer Neal.
Peggie Hollingsworth, a research
scientist in the department of phar-
macology, said, "The environment is
extremely difficult. Duderstadt has
not attacked this at all. Minority stu-
dent complain about the conditions in
the medical school."
When asked to reflect on
Duderstadt's tenure, Hollingsworth
said, "The general attitude is that of

Born: Dec. 5, 1942
Prior positions: Provost and vice president for academic affairs,
1986-1988. Interim University president, 1987. Engineering
dean, 1981-1986.
Education: Undergraduate degree from Yale, Electrical
Engineering, 1964. Ph.D., Engineering Science and Physics,
California Institute Technology, 1967.
Duderstadt is the 11th president in the history of the University.
He is one of the highest-paid public officials in the state of
Michigan, with a yearly salary of $206,000.
With 20,863 employees at the University, Duderstadt manages
a $2 billion conglomerate.

in 1990, said she is concerned about
the future of the University, espe-
cially its image.
"The presidential search , the com-
munication department, PPIH (the
Department of Population Planning
and International Health) and the in-
cident with the hockey coach, which
all occurred in a short period of time,
have given the University a lot of
negative press," she said.

sity in the years ahead as one of chal-
lenge and responsibility, but also one
of extraordinary opportunity," he said.
There is a consensus among the
top administrators that change needs
to take place for the University to
survive in the next century.
"We are facing greater competi-
tion for funding from other sources,"
Womack said. "The state is con-
strained in how much it can provide.
ATE,---ves - -- n L .A----------------

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