I am particularly mindful of the seventeen other presidents who have led this university. Our celebrated poet Robert Frost wrote these words:

Much as I own I owe
The passers of the past
Because their to and fro
Has cut this road to last, [1]

There are three other groups of people I would take time to acknowledge. First is the Presidential Search Committee who, under the leadership of Trustee Steve Taylor, attracted me to this position and demonstrated the fine manner in which faculty, students, staff, trustees, and alumni can reach consensus on common goals. The second is the ad hoc Inaugural Committee, convened by Dean Marilyn Hoskin, who planned this splendid event and others in this year to help the university take advantage of the arrival of a new president to establish its vision and strategies for the next decade. Finally, Jim and I are thinking about our own family members who are unable to be here today because they are scattered across the country, but who share this day with us and whose remembrances have brought us much joy.

REMEMBERING THE PAST

It was in 1862 that Congress passed the Morrill Act providing in each state for a university that would combine the liberal arts with the practical arts - the arts and sciences with the professional education of students. This was a distinctly new model for higher education, a model sharply different from the European model that American private universities adopted early in the history of the United States. It is of particular interest to us that several years before Senator Justin Morrill of Vermont brought his proposal to Congress, a New Hampshire farmer and investor, Benjamin Thompson, Jr., wrote into his will and testament the vision of a college that would support agriculture and the sciences. The notion of a public university with programs in agriculture and mechanical arts was sharply controversial in parts of New Hampshire. The Manchester Daily Press believed that "all the agricultural colleges between here and the setting sun will not convert the rocky hills of New Hampshire into Gardens of Eden."

But the people of the state saw a need for a college whose purposes would be different from the private universities already established. This new college would combine teaching, research, and public service. It would combine the liberal arts with professional education. It would acknowledge that a successful democracy requires a higher level of education for its citizens. The state would provide access to this education for all citizens who would benefit from it.

The establishment of these so-called land-grant universities was a bold and far-sighted experiment. I have spent my whole career in land-grant universities. I believe deeply that combining the missions of teaching, research, and service provides the best possible learning environment for students and faculty. Across the country, these institutions have become distinguished institutions of education, critical to the development of the states that support them. And now, as the national economy becomes increasingly knowledge-based, the well-being of states is even more dependent on the strengthening of these universities.

New Hampshire believes in citizen government, the success of which depends on citizen access to education at all levels. This state is committed to the preservation of the natural environment, to bettering the lives of children and families, to industrial development and job creation, to the arts, to the design of new health care delivery systems. In all of these areas the university provides the state with the research and development central to progress. Recently the Business and Industry Association of New Hampshire called on the state to support UNH as a "premier research university" in the interest of creating greater economic opportunities. New Hampshire is recognizing the need to strengthen its flagship research university.

A university community comprises its faculty, students, staff, alumni, parents, friends, benefactors of all kinds. We are reminded that education is both an individual benefit and a social good. Collectively we have responsibility for the future of the University of New Hampshire. We accept the moral obligation to see that the only public university in New Hampshire succeeds, not at a marginal level -- for a marginal institution would not be a good investment for the state or for individuals -- but at a level of true excellence. Our commitment is to continue to create here an institution of highest distinction that provides traditional and non- traditional students with the finest possible education, that supports research and scholarship in both basic and applied areas, and that contributes to economic opportunity and to the quality of life in this state. Our business is learning, and we will be among the best in the business.

There have been times in the few months I have been here that I have thought an appropriate symbol for the University of New Hampshire might be the trees on campus that appear to grow right out of the giant granite boulders. You know the ones I mean: there is one near Morrill Hall, one in my front yard, another between Smith and Sawyer Halls, several at the New England Center. Their roots clutch at the rough surface of boulders; or they grow around rocks, anchored in rocks, sometimes splitting a boulder in half to get to the soil and the nourishment that is required. The University of New Hampshire has been similarly determined. This excites me about UNH.

Another thing that excites me about UNH is that it is a "work in progress." I have spent four months now studying what it is we have to build on, what we can realistically attain in the next few years, and what will be required to get there. My judgments are admittedly premature. In fact, each year that I am president I intend to give you an update, but let me start with the question: What do we build on?

WHAT DO WE BUILD ON?

UNH has a nationally and internationally respected faculty and numerous world-class academic programs. Before I came to UNH, I knew about the programs here in writing, family violence, marine science, early American history, space science, environmental studies, mathematics education, health management, and several others. The quality of our academic programs derives from the quality of our faculty. It seems that almost every week we learn of an honor or significant recognition extended to one of UNH's faculty members. Next week, on November 6, the National Book Award will be presented in New York City. Our own Charlie Simic is one of five finalists. The National Book Award is the Academy Award in the field of literature. How proud we are of the accomplishments of our faculty!

A great achievement of the UNH faculty has been their ability to strengthen the research mission of the university in ways that strengthen the instructional mission. The combining of research and instruction and also the combining of research and outreach are distinct strengths of UNH. The size of our university facilitates interaction across the disciplines and enables interdisciplinary clusters to offer cutting-edge research and provide interactive studies that bring together disciplines that are commonly separated at other universities. The size of our university also permits meaningful interaction between students and faculty, interactions that accelerate and deepen student learning and also challenge the faculty.

UNH has a very strong tradition of excellence in undergraduate education. Our undergraduates have unusual opportunities in our classrooms, laboratories, and performance areas. An example of our students is Dino Milani -- a graduate student who recently earned first place in a national small satellite project contest. He began as an undergraduate here. His experience with faculty and the opportunity for hands-on research helped him decide to do his graduate work here as well. The Undergraduate Research Opportunities Program, the Honors Program, our institutes and centers are among the finest in the country. Our undergraduates also have academic opportunities off campus, from the Isles of Shoals to exchanges in more than 33 different countries around the world on every continent.

There are internship opportunities for students through the academic departments, and there are co-curricular activities through which students serve the campus and community, and develop skills to become leaders and good citizens. I am particularly proud of our peer education program, in which more than 80 undergraduates talk to their peers about issues that face every young person: alcohol abuse, substance abuse, date rape, racism, homophobia. Tonight, another group of students, those from our chemical-free residence hall, will challenge the campus community on issues of alcohol and drug use. The Greek system is working to take responsibility for the conduct of its members, for educational programs addressing alcohol abuse, and for leadership across the university. Our athletic programs set the highest standards both academically and on the sports fields. In all dimensions, our undergraduate programs are very strong.

When we think about the strengths of UNH we also acknowledge the important roles of our support staff. Our PAT and Operating Staff employees carry a tremendous workload, and they do their work with a commitment and cheerfulness that makes the university a good work place for all of us. There is a climate of helpfulness on our campus. Routinely, individuals inconvenience themselves to help others and to serve the university. During the recent heavy rains and flooding, our employees in housekeeping, grounds and roads, and maintenance worked very hard and for long hours protecting our buildings and other property.

Our Cooperative Extension Educators and Specialists work across the state extending the research and teaching of this campus to all citizens of New Hampshire. For many in the state, the county offices of Cooperative Extension are the front door to the university. And extension educators not only offer citizens help in the "traditional" areas of agriculture and forest lands, they provide seminars and workshops targeting the whole range of issues central to children and families.

I have been tremendously impressed by the commitment of our graduates and others outside the university who care deeply about this institution. Earlier this month, for example, we had more than 200 graduates of the journalism program on campus for a weekend of panels and talks. Reporters and editors from local papers to the New York Times, the Wall Street Journal, producers from NBC and CNN, all products of this university. We have over 30,000 graduates of UNH still in the state of New Hampshire. There are a few I still haven't met, but my impression is that our graduates are enthusiastic spokespersons for this university.

We have Trustees, Foundation Directors, Parent and Alumni Board members who give substantial time and leadership to the campus, and whose work on behalf of UNH has made a significant difference in the University's development. Many of our programs develop under the guidance of advisory boards that comprise people who are highly distinguished in their fields and who are willing to use their experience to guide our programs.

There are new efforts on campus that show considerable promise in management and administration. We are re-designing the business operation of the university in ways that are expected to make it more cost effective and more professional.

We are also developing new governance structures within the university. The new Faculty Senate will provide a strong voice for the faculty in shared governance. The PAT Council, the Cooperative Extension Council, the Operating Staff Council, and undergraduate student government all benefit from strong leadership. The new Governance Communication Council which I chair has responsibility for bringing together representatives of our key governance groups to share information and consolidate efforts in areas of common interest.

I have mentioned some of the strengths that give UNH such a strong foundation. I recognize there are many others. We do have a great deal to build on. And, we will build well.

WHAT CAN WE ATTAIN?

I want to share with you what I think is possible for UNH to attain, not in the distant future, but over the next few years. What can we expect of ourselves in the near-term?

The University of New Hampshire will offer its students educational experiences that are second to none. We will anchor student learning in the liberal arts and sciences and prepare students for employment in a wide range of fields with the expectation that learning will be a lifetime venture. We will also take seriously our responsibility to develop student leadership skills and to help students develop their own values and character so that they can be productive citizens.

Instruction and research will be increasingly supported by the development of a telecommunications infrastructure. Technology will continue to change how we teach, even what we teach and who we teach. Our expanded and renovated library will also change the environment for learning, bringing to our faculty and students extensive archived and real time information. We will learn how to connect the outstanding educational delivery system at New Hampshire Public Television - our own Channel 11 - with the university's research and instructional programs.

UNH can be a national model for the integration of its three missions: instruction, research, and service to the public. We can demonstrate the interdependence of these missions and be an example in public higher education that a single university can handle all three at a high level of excellence, each mission strengthening the other two. Many universities are struggling to understand how this is done. We know how it is done.

UNH has world-class research programs and graduate studies programs in several areas. There will be more. The university will become an even stronger driver of economic opportunity in this state. As part of this process UNH will become more -- not less -- public. We will seek out common agendas with the private sector and develop alliances to strengthen our research efforts and to make applications of research to the improvement of life in this state and nation. Our Industrial Research Center is a strong example of this kind of partnership. Senator Gregg's help earlier this month with the extraordinary plan for environmental technology sends a strong message that UNH will play a vital and necessary role in the economic health of the Granite State.

UNH is actually a very entrepreneurial place. People figure out how to make things work and work well. My expectation is that the faculty will become even more entrepreneurial in finding ways for our programs to reach their potential. And, those of us in administrative roles will need to organize the business operations of the University to support these efforts.

I expect that UNH will become a community of learners that is increasingly more diverse. Before long, our campus should reflect the pluralism of the American society and the richness of the international community. Such a community will provide a learning environment that is a realistic reflection of the world our students will experience, an environment where all have the opportunity to learn among persons whose experiences and perspectives differ from their own. A more diverse community will require a supportive climate on campus so that every person can fulfill their potential and none feel isolated. We want to be a community where differences are embraced and valued, not just tolerated. In addition, we want more of our students to have study abroad experiences, returning to our campus with greater understanding of other countries and cultures.

UNH will be strengthened by the further development of the Manchester campus. This campus can provide access to higher education for citizens of the state who are better served by a campus near their homes. The issue of access is critically important for a land-grant university, particularly as the student share of costs of higher education increases. We propose to strengthen the two-year transfer programs in Manchester. The Manchester campus also provides UNH with a laboratory for urban issues that is not otherwise available to students and faculty, and thus will enable UNH to participate in the most challenging and important issues affecting the nation, namely, the issues of our cities, large and small.

Our students have begun to challenge the campus to operate in an environmentally sustainable way, and they will show us how that can be done. Actually, the movement on our campus to become an institution that is fully responsible to the environment is one that involves a great many of our students, faculty, and staff. The programs they are developing are supported by an unusual gift to the university by a benefactor who cares deeply about the natural environment, the education of citizens in sustainable living, and the teaching and research efforts needed to position UNH as a leader in sustainable environmental education. UNH will receive national recognition in this area.

WHAT MUST WE DO? I have described some of what I believe UNH can attain in the next few years.

Let me comment now on what I believe is required in order for UNH to meet its full potential. What is it that we must do, and do now?

The first thing we must do is to reach agreement on the faculty contract. The absence of this contract is the university's biggest problem. We are at a time when all parts of the university -- faculty, students, staff, administration, trustees, alumni -- need to be working together on critical issues. There are faculty members absent from this ceremony today and from other university events because there is no contract. We will soon receive the fact finder's report in the current bargaining process. Hopefully, it will provide the basis for a settlement very quickly. There are deep disagreements on these issues. There are feelings of despair on all sides. But a university is a place that can handle disagreements, where people struggle together to identify common goals, where compromises are reached, and where strategies are developed to move ahead. Upon receipt of the fact finder's report, we must resume the contract deliberations and stay at the table until agreements are reached on this most critical matter.

Secondly, we need a sharpened clarity about institutional goals and priorities. We need new kinds of planning and budgeting so that we can stop living ad hoc, hand-to-mouth. We will develop a process that brings together program planning, budget planning, and facilities planning. A process that identifies institutional priorities and provides for the internal reallocation of funds toward these priorities. A process that takes the longer view. Much of this work has already been done in departments, colleges, and other units, but we need to provide an institutional framework for the planning of the various units, and we need to give attention to the severe infrastructure needs of information technology, laboratory instrumentation, library acquisitions, and the renovation of instructional space.

Third, we must expand our revenue base. The university is being responsible in cutting expenditures and redesigning its business operations. The faculty have been aggressive and successful in attracting competitive grants and contracts. Students have been asked to carry a heavy load of costs. But the increases in quality that we seek will depend on our ability to attract additional resources. We are working with the UNH Foundation to plan for a major campaign for academic excellence, and I am delighted that the Board of Directors this month approved undertaking a feasibility study for such a campaign. The graduates and the friends of the university have been responsive in the past, and we must challenge them even more now. The main thrust of this campaign will be the support of our faculty and the support of our students, both graduate students and undergraduates. It will, of course, take several months to test the feasibility of a campaign and to design its many components, but I am grateful that the Foundation is taking the first steps. We have benefitted greatly from the investment of those who came before us. We are obligated to position the university for future generations. We are also obligated to challenge the state of New Hampshire to match our efforts in raising private gifts. It will be the combination of efforts - private and public - that makes the real difference in what can be accomplished here.

And this brings me to the fourth thing on my list of what we must do now. Not only do I expect that UNH will be a top-tier public research university, but UNH must also be recognized as a top-tier research university. Surprisingly, it appears that in many areas UNH's quality is more fully acknowledged at a distance than it is within the state. Let me share one more story about a student. This is a woman graduate who has earned international recognition.

The story is about Methanococcus jannaschii, a microbe unknown 25 years ago -- which scientists suspected did not belong in the bacterial kingdom despite its superficial resemblance to other single-celled organisms. The cover and centerfold of the journal, Science, told about this remarkable discovery in late August. It was also widely publicized in newspapers and on national networks. How a woman and her research team in Maryland sequenced the entire genome of the microbe. An astounding 56 percent of the microbe's 1,700-odd genes are entirely new to science, unlike those found in any other well-characterized life form. This overwhelming support for the idea that life on this planet descended from three, not two, main branches has revolutionized how science views the origin and diversity of cellular life. The woman who led the project --- her name is Carol Bult --- earned her Ph.D. here in 1989.

She was a recipient of what goes on at UNH every day: significant research, quality teaching, faculty mentoring of students. We will make every effort to communicate the quality of UNH's programs and the importance of a research university to the citizens of New Hampshire and its political leadership to help them understand that the future of this state depends on the quality of its state university and that quality has a cost.

ANTICIPATING CHANGE

We should not be surprised that a world changing as fast as ours requires changes in universities. The important thing will be that together we shape the changes that occur at the University of New Hampshire.

Fortunately, we do not need to rethink public higher education all by ourselves. Other universities are addressing questions similar to ours:

• What should it mean to be a land-grant university in the next century?
• How will we provide access to all who desire and would benefit from higher education?
• What measures are required to keep undergraduate education as the premier purpose of public universities?
• What resources can continue to fund the expansive scientific research enterprise that has been established in the universities by the federal government?
• What will be the role of the professoriate in the future?

We can learn from experiments at other universities and from answers others are giving to these questions. To assist UNH in considering the issues now facing public higher education in the United States and to clarify the future role of UNH as a key institution in public education, I have asked that a symposium be held on our campus early in 1997. Planning is already under way by the Inaugural Committee. We will draw on our own faculty and administrators as well as recognized leaders from outside UNH. The intention is to engage our campus in setting the long range vision for UNH and in finding UNH's position on the national and international levels. In many areas, as I have mentioned, we are already there. What more is required? That is the question we must study and then begin to map out the best course for UNH. Our challenges are great, but the potential of this institution is also great. From its beginning the university has surmounted problems that appeared insurmountable. I sense we have today the same determination as those persons who set the first buildings on the campus in Durham in 1893. I am confident that we will be no less committed and no less successful. A university presidency is not a one-person job. I will depend on each of you as we move ahead. Allow me one more quote from our distinguished poet laureate, Robert Frost. "Don't join too many groups, join few if any. Join the United States and join the family -- but not much in between unless a college." [2]

In our case, it is a university -- the University of New Hampshire. I have the extraordinary privilege of joining the University of New Hampshire. I thank you for this privilege, and I commit to the Uuniversity my energies, experience, and devotion. I ask that you likewise "join" this splendid institution so that together we can ensure that the next years will be the very best years for the University of New Hampshire.