Dr. Geoffrey Gamble

President

Montana State University

Dear Dr. Gamble,

Welcome to Bozeman. I wish you a long and successful tenure as president

of MSU.

I'm especially pleased by the Montana Board of Regents decision to select a

candidate who earned his Ph. D. from a world-class institution. You've

experienced excellence.

Last September, MSU's interim president, Terry Roark noted that: "We're not

a Berkeley or an MIT." However, with exceptional leadership we can excel,

for there are niches to exploit. Real success requires you to identify and

nourish them.

I'm not presumptuous in suggesting possibilities, for I recognize and respect

your experience at Washington State University, a land grant institution I

admire. Here's the perspective from which I write.

I began supporting MSU in 1967 and our son attended MSU. I taught there for

many years and I have good friends at the university. In sum, I favor MSU

and wish it well. In this context, I respectfully offer a few suggestions.

First, you've recognized the tremendous attractiveness of the Gallatin Valley.

In terms of amenities, we are clearly in the top tier. Obviously, if one loves

scuba diving, Hawaii is preferable. However, for many promising faculty and

students, our location is supreme. Stress these values when recruiting.

Second, MSU, unlike WSU, is unlikely to receive bountiful state support. As

my friend of 30 years, President Mike Malone noted, major funding for

excellence and innovation must come from outside sources.

Third, staff and faculty salaries are far too low. Even administrators' pay

must be substantially increased if you are to attract and retain first class

people for key positions. While professors have the discretionary time to

enjoy our amenities, few administrators do. They are on 12 month contracts

and I've never seen see a senior level administrator at Bridger Bowl during

the work week.

Further, while many faculty members substantially augment their salaries in

respectable and constructive ways, legitimate opportunities for administrators

are far more limited. And MSU's sorry experiences with gross, even sordid

improprieties some years ago increased legislative vigilance. Hence, if you

are to attract and retain first tier administrators, higher direct compensation

must balance their limited recreational and economic opportunities.

Fourth, recognize the tremendous success which MSU has earned in niche

areas and foster conditions which encourage more.

For example, our Center for Biofilm Engineering is world class. Its success

came from entrepreneurial leadership, individuals who recognize both the

talents of our faculty and the compelling opportunities for teachers and

students to work on innovative research and education programs.

Given our favorable location, the Stegner Chair and the Mountain Research

Center have equally positive potential. To succeed, however, they require

support from enlightened leadership. Find, create, and capitalize on such

opportunities. They abound but await discovery.

Given the fluidity of talent, capital, and our attractive location, we have great

potential for excellence. Success however requires unusual vision,

leadership, and courage.

Recognize all these advantages -- and the constraints of being among the

least wealthy states. Your laurels will be earned when you foster niches

where we surpass Berkeley and MIT. This is no dream; it's happened. More

successes would benefit our students and our community.

Here's a caveat. The history of all the Rocky Mountain states features the

exploitation of natural resources. For over a century, the West had a

coherent culture, economics, and politics based upon natural resource

development. Powerful interests yearn for a return to this past.

When policy analysts within a university challenge the wisdom of this goal,

antiquated but powerful interests become incensed, demand censorship, and

seek reprisals. Politics threatens excellence.

You may recall this event. Some years ago, a WSU economist, Professor

Norman Whittlesey, challenged the economics of damming the Columbia

River system to supply subsidized irrigation. After his testimony, state Sen.

Tub Hansen reportedly met with the dean of the School of Agriculture to have

Whittlesey's tenured position eliminated. When that failed, Hansen tried to

make Whittlesey's salary a line item in the state budget so it could be

eliminated in committee.

The professor's analysis was not at issue. Rather, the quarrel was with the

implications of his results, i.e., questioning cheap water for special interests.

Your former university, WSU, withstood the political pressure.

Is it time for MSU to earn the respect generated when standing on principle is

costly? With your position comes the responsibility to decide. The success of

MSU increasingly depends upon the character, entrepreneurial talents, and

intellectual integrity of its leadership.

Best wishes and good luck.