The following article reflects comments from two interviews that WSU Today had with Washington State University’s President V. Lane Rawlins on April 15 and 28.
Q: In your Quarterly Messages to employees, you consistently point to the progress WSU has made in the past several years through prioritization, pursuit of its strategic plan, and the hard work its faculty and staff. Given that progress and our current position, where do you see the university headed from here?
LR: I recently reread a book by Frank Rhodes, past president of Cornell University, titled “The Creation of the Future: The Role of the American University,” which intrigued me. The book was published about three years ago, and a major portion of it has to do with the role of research universities in America.
There are approximately 4,000 colleges and university in the United States and only about 125 of those are research universities. But, those 125 universities produce 75 percent of the nation’s Ph.D. graduates and have about 75-80 percent of the funded research in U.S. higher education.
The full-fledged research university has a specific place in our society that goes far beyond the simple role of providing a place for students to earn a college degree after high school.
I believe that our immediate future lies in the articulation and expression of Washington State University as one of the nation’s leading research universities.
Q: Until relatively recently WSU was perceived as just another land-grant college out in the middle of the wheat fields of the Palouse. What have we done to significantly change that?
LR:In a broad sense, one of the things that has been accomplished here over the past four years is the solidifying of our position as one of those 125 recognized research universities. And we’ve done it in several ways.
One is that we became a more selective undergraduate institution. The students who learn best in a research environment need to be well prepared to go to college. It is an environment that doesn’t connect very well to remedial studies.
Second, we not only have expanded our research efforts, but have made a significant move into team research, with multidisciplinary teams working on big issues, like zoonotic diseases, plant sciences, power engineering, shock physics and many others.
Washington State University is being recognized for its expertise in numerous areas. People are beginning to see that we have good research facilities, and we are one of the best places to go to study in areas as diverse as molecular biology, animal sciences, sociology, bioengineering and other fields.
We’ve always had some areas of expertise, but we have really begun to separate ourselves from the pack in some areas. And through our strategic planning process we are better identifying what future areas we should pursue.
Third, we have begun to give more thought and effort to the recruiting and training of more graduate and professional students. Graduate students, as well as top faculty, are the engine behind a great research program and university.
Q: Where is WSU in regard to those 125 public and private research institutions and what does that mean to its future?
LR: Currently, we are marginally placed among the nation’s 125 research institutions. But with the path we are on right now, we could move into the top half of the group within the next 10 years. I don’t see it as a competition, but as a response to need.
Washington is a wealthy state with major industries that are dependent upon research and research institutions — industries like agriculture, medicine, biotechnology and information technology.
We are a state with a growing population and no private research universities. We obviously have room for two major research universities. Business, industry and the Legislature increasingly recognize that.
We are positioned to solidify our status as one of the major research institutions in America. But in order to do that, we have to clarify and solidify our objectives, commit to the selective recruitment of students and faculty, commit to the necessary capital planning and budget planning, and focus on our goals. We also have to realize that this is where we can make the greatest contribution to the state of Washington and to the nation.
When I originally came to WSU in 1968, the university already had proven that it could generate areas of excellence. But at the time, in a lot of measures, we were in a marginal position, straddling the fence between a regional and a research institution. Now, our commitment is clearer and the timing is right. There are many other open door institutions than there were 25 years ago.
We no longer take all applicants or try to be all things to all people, focusing only on access and outreach. Instead, we are focusing on our strengths in research, critical outreach and the kind of undergraduate education that only a research university can provide.
Q: As president, what is y-o-u-r vision for WSU for the near future? Is there something on the radar screen people don’t know about?
LR: I think we are approaching a point where we can approach the Association of American Universities and ask what it would take for us to enter into that circle of recognized research universities.
(Note: The AAU,http://www.aau.edu, describes itself as “an association of 62 leading research universities in the United States and Canada.” In 2001, it added Stony Brook University-State University of New York and Texas A&M University. )
I think it has been about 25 years since leaders at this institution talked openly about WSU becoming a member university. We may not be ready to enter quite yet, but it is time to begin some conversations.
Glenn (Terrell) used to talk about it, but at the time is was more of a distant dream. Today, I would argue that there are a lot of institutions in the AAU that we could stand with toe to toe and measure up favorably.
Q: When you came in the summer of 2000, you committed to staying for five years. What are your thoughts today about that?
LR: Whenever I think about retiring, I start reviewing what we’ve accomplished in the last few years and realize I’m really having fun. When I think of WSU, it brings such a surge of energy and pride. I like being a part of seeing us accomplish new levels of research, providing new attractions for students, and achieving new objectives in athletics. It’s fun.
This isn’t very well known, but last year the Regents proposed my continuing to serve as president another five years. What I said to the Regents was that as long as they want me and I feel I can contribute in a substantive way towards goals that are meaningful to the university, I would stay. And we are scheduled to have a similar discussion at this month’s regents meeting.
Right now I feel great, I can still do those 70-hour weeks, and it feels good to be a part of something meaningful.
If I can remove a few barriers, manipulate a few things, if I can take a few stands that will help the institution, and believe that I can do that, I’m not really looking at retiring on a certain date. It could be tomorrow, probably not 2009, but not now. I am honored by the confidence the Regents have shown.
Q: Shock physics, biosciences, veterinary medicine, agriculture are regulars in the research limelight. Do we have any areas of research that are unexpected dark horses, researchers and projects with great potential?
LR: It’s not so much a case of developing spikes of excellence that’s important, but that we have a broad base of excellence that allows us to respond to emerging scientific needs. That’s what great institutions do.
A struggling or emerging institution might have a good scientist here and there. But WSU has entered the realm where our scientific research foundation is pretty solid and broad, including scientists in genetics, microbiology, plant biology, biochemistry, pharmacy, who are involved in a variety of related research projects. I think that’s what separates those really first-rate research institutions from those that have some good research but not across the board.
And, in order to become the kind of institution we’re talking about, you can’t just narrow your attention on the hard sciences. WSU also has equally impressive capabilities in the social sciences — sociology, anthropology, psychology, as well as business, finance, marketing and MIS (management information systems), and some areas in the College of Education where they are tackling some critical issues.
When you get to be the kind of university that I believe we are becoming, you don’t have to ask questions about where your strengths are. It’s what I call the Harvard model: people know that if it’s done at Harvard it’s done right … or Berkeley or Michigan. And we want that to apply to Washington State University.
That means two things: First, we really have to be good at all that we are doing. But, it also means that when we don’t have enough resources to do something well we may have to stop doing that.
Q: What is the biggest challenge facing WSU?
LR: As a land-grant institution dependent upon public funding, we have never really built a strong tradition of private funding support. To build the level of excellence we are aiming at will require that we raise more money from private sources, including both private and corporate donations.
We have a rich base of loyal alums and supporters who have given generously. What we have not had yet are the $10-$40 million gifts that allow us to move to a whole new level or take on a new function we’ve never been able to perform.
We also have some managerial challenges. Managing a system that has its major campus and 90 percent of its activity in a rural isolated, wonderful location, then three urban campuses in populated areas where there is a need for an expansion in higher education, and while trying to maintain the same standards across the whole system — that is a huge managerial challenge. I think we’re up to it, but I would not want to minimize the strain that puts on our deans and leaders.
Q: What kinds of things keep you awake at night?
LR: Concerns for individual faculty, students and employees who are struggling with things in life. It’s the human things and the painful things that are distracting. You don’t go through a year in a community of this size without some painful, tragic things happening to people — auto accidents, a serious illness or epidemic.
An interesting thing about this office is that kind of information always gets to me pretty quickly. And often we can do something to help make that tragedy a little less damaging or painful to those affected by it.
Q: What are you doing to just relax and have fun this summer?
LR: In May my wife and I are looking forward to attending a couple of graduations for two of our grandchildren. One grandson will be coming here in the fall. Our granddaughter who is graduating has a volleyball scholarship in Idaho. In July, we’ll spend time with our children and grandchildren, playing golf and fly fishing. One of the reasons to come and stay in this part of the world is that it’s such a glorious place to be outdoors from May to November.
