We come together today to celebrate the beginning of TCU's 131st year and the vibrant academic life that is at the center of our mission. For we are here, first and foremost, to teach and to learn.

I would like to borrow the words of an individual who has had a vital role in making TCU the distinguished university that it is today, Chancellor Emeritus William E. Tucker. Dr. Tucker, I have been told, frequently commented at events such as this one: "We stand on the shoulders of those who have gone before." How true this is!

TCU also is blessed with Trustees who carry out their roles as stewards and advocates of the University with enthusiasm and dedication. I would like to thank John Roach, chair of the Board of Trustees, for his many contributions to TCU, and I would like to express our appreciation for all that our Trustees do for the University.

Having become Chancellor on June 1, I am honored to be part of a university with a strong and proud heritage. During the past three months, members of the University community and the greater Fort Worth community have opened their hearts and their homes to me, to my wife, Megan, and to our four children. For all of us, it has been a joy to explore our new hometown and our new university and to experience the warmth of the Horned Frog family. This is indeed a very special place.

It also has been a great pleasure to experience the excitement, enthusiasm and optimism of our students. They are bright, articulate and seem mature beyond their years. They are a credit to TCU's faculty and staff. And having met many members of our incoming class at the new student assembly last week, I can assure you that they are equally outstanding. We welcome some 1,590 freshmen and 400 transfer students this semester. They are not only our largest class ever, but also our smartest class. Their SAT scores, class rank and grade point averages break TCU records - not surprising since 7,600 applicants were vying for fewer than 1,600 places.

From the first time I visited Fort Worth in November, I have been impressed by the loyalty of alumni and friends and of faculty, staff and Trustees. It seems that those associated with this university have taken to heart the words of the alma mater, comrades true.

Early in my tenure here, I had dinner with Dr. Bob Frye and Dr. Ron Flowers. Both taught on this campus for 37 years, and both retired at the end of the past academic year. It was an evening of bright and engaging conversation. I went home reflecting upon how these two professors - one of English, the other of religion - feel such loyalty to the institution, not just to their discipline. That appears to be emblematic of TCU. We are fortunate indeed that this is a place of such civility, where those who work here put first the good of the whole, and second their own agendas. This is a characteristic that is rare in the world of higher education - one that will serve us well as we address the opportunities and challenges of the coming year.

Another phrase from the alma mater also is emblematic of those who care about this great university. They have taken to heart the words follow through. For not only do they share with TCU their interest, attention and goodwill. but they also follow through with strong financial support. I am delighted to announce today that Phase One of the Our Time, Our Future fund-raising campaign has reached $100 million in gifts and pledges.

A few examples of the advances that the campaign is making possible are:

-  The Lowe Chair of Texas History

- Funds toward a new building for the School of Education

- Smith Entrepreneurs Hall and the Luther King Capital Management Center for Financial Studies for the Neeley School

- The Tucker Technology Center and scholarships for the College of Science and Engineering

- The Mercer Presentation Showcase and the Burguières Professorship of Speech Communication for the College of Communication

- The Moreton Award for Research in Nursing for the College of Health and Human Sciences

- Funds for the renovation of the Buschman Theatre - formerly the University Theatre

- Funds for the new academic complex for Brite Divinity School.

Of course, this is a most incomplete list!

The campaign began its quiet phase in June 2000 and has been extremely successful in a difficult economic climate. Last year was the second-best in TCU fund-raising history with total gifts of $26.5 million. The Annual Fund set a record at $4.4 million in critical funds for the operating budget. And the rate of alumni participation in giving was 30 percent, second in Texas only to Rice. This is an important statistic, for many equate it with alumni satisfaction. We appear to have many satisfied graduates!

As you may know, the quiet phase of a campaign is the period when we approach those closest to the University for support, and we were fortunate to have had a most able campaign steering committee for Phase One, including Board Chair John Roach, former Chancellor Michael Ferrari, and Trustees John Davis, Dee J. Kelly, Luther King, Roger King, Malcolm Louden and Laura Miller.

Now we will move into Phase Two of the campaign and will soon be appointing a Campus Campaign Committee comprising the chancellor, vice chancellors, deans and other campus representatives. During the coming year, we will review our campaign priorities, set a date for the public kickoff and determine the campaign goal. The Campus Campaign Committee will bring the needs assessment and campaign rationale to the Faculty Senate, Staff Assembly and the Student Government Association. We are eager for your input in this important endeavor.

Phase Two of the Our Time, Our Future campaign will bring us resources to further advance the University and potentially build a stronger, more vital future for TCU. But what will that future be?

Many of you have asked for my thoughts about TCU's future. Such questions are reasonable - but they are questions that I will not answer immediately. Robert H. Dennard, who revolutionized computers with the invention of random access memory, noted: "Education is nothing more than the process of asking questions and then looking for answers." This year, I will be educating myself about TCU. As I have told many of you, I hit the ground listening. And I will be doing much more listening.

But I will say that there are five critical questions we must answer together in the coming weeks and months. And when we have answered them, we then will know TCU's future direction:

First, what are the hallmarks of a TCU undergraduate education and how can we enhance them?

Second, what is the future of graduate education at TCU?

Third, how can our academic programs best fulfill our mission and how can we best implement the new core curriculum?

Fourth, how can we make our physical campus reflect the University's objectives - now and for the next quarter century?

And, fifth, is TCU at the optimal size for fulfilling our mission?

These are, without a doubt, all complex issues. But we need to address them this year as we plan for the continuing progress and health of the University. And as we consider these five overarching questions, we will be reflecting upon our progress in realizing the goals set forth by The Commission on the Future of TCU.

The Commission, which concluded its work in fall 2000, developed a bold blueprint for taking TCU to the next level of academic distinction and reputation. This strategic planning study involved some 500 community and campus leaders. Its 17 task forces examined universitywide issues and addressed the needs of each school and college. Without a doubt, the work of the Commission raised the aspirations and expectations of the University community as never before.

Now we must assess where we are in implementing the Commission's recommendations. Until we do so, we cannot plan TCU's future. Consequently, we will issue a public report card this year, available online to the entire University community. This report card will detail all that we have done to realize the goals of the Commission and identify those that have not yet been attained. Then we will develop a plan that will articulate TCU's next steps for achievement.

I have appointed a strategic planning committee - led by Professor Nowell Donovan, chair of the Department of Geology, and Associate Vice Chancellor for Academic Services Leo Munson - to assess our current status, to review our aspirations and our resources, and to draft a plan to move the University forward in the next three to five years. It is important to remember, however, that the Commission's recommendations were made in an environment very different from today's - a pre-September 11th world, where the dot-com bubble had yet to burst and the future seemed limitless. That reality has changed. The strategic planning committee must assess how we can narrow our focus and achieve the objectives that best match our character and our capabilities.

Now to address the five key issues that will shape TCU's future:

First, what are the hallmarks of a TCU undergraduate education and how can we enhance them?
As the Undergraduate Task Force of The Commission on the Future of TCU observed, the University offers the choices and advantages of a comprehensive doctoral institution while maintaining the atmosphere of a small and helpful campus community. The teacher-scholar model has long been a key element of a TCU undergraduate education, and many of the alumni with whom I have visited over the summer have recounted their fond experiences with mentoring faculty members who not only are excellent teachers, but also are respected scholars in their fields of expertise.

As an integral part of the educational process, TCU nurtures ethical leadership with a global outlook. And in global and leadership initiatives, our University appears to be making substantial progress. Approximately one-third of our 2003 graduates had international experiences. In a soon-to-be-released report by the Institute of International Education, TCU is anticipated to be ranked among the top two or three doctoral institutions for the percentage of graduates who have studied abroad.

Our university has long been known for the leadership opportunities we offer our students. In fact, we define "The TCU Experience" as being about leadership with a strong liberal arts foundation.

We have traditionally focused on developing leaders for every field our students pursue. To give but two examples: the Harris School of Nursing educates baccalaureate-degreed professionals who hold top positions in healthcare facilities and become faculty members in nursing schools. In the fine arts, the TCU/Cliburn Institute, the Jazz Band and the Concert Chorale prepare musicians to be at the pinnacle of their professions.

Outside of class, Student Affairs programs train leaders and offer opportunities to apply leadership skills in more than 200 academic, professional and social organizations. In recent years, we have partnered with Columba 1400, a prestigious international leadership center on Scotland's Isle of Skye that allows TCU students to put leadership training to work by helping disadvantaged youths.

Without a doubt, leadership is a significant theme at TCU, and we now are beginning to address the philosophy and issues of leadership within the academic context. For example, AddRan College is establishing the Center for Civic Literacy to develop and implement curriculum; to bring distinguished experts here to explore issues of contemporary importance; and to promote civic involvement in the University community, as well as in business and industry. The College of Science and Engineering is designing and teaching courses in the psychology of leadership. The College of Communication is preparing to offer a program of leadership studies.

Today, I am delighted to announce the establishment of the Luther Henderson Chair of University Leadership. While it will be located in the Neeley School, our intent is that the holder of this new endowed position will influence ideas about leadership throughout the University.

To focus on another aspect of the undergraduate experience, over the coming months and years, we must carefully consider how to maintain TCU's residential nature. We have long considered this to be a residential campus, and we traditionally have had the culture and ethos of a residential university.

As the Commission's Undergraduate Task Force recommended, over the past several years we have continued to renovate residence halls to enhance TCU's commitment to a residential campus. However, the University currently houses only 47 percent of our undergraduates, and our residence halls are full. The task force recommended that at least 60 percent of our undergraduates be housed on campus.

In addition, more is involved in providing an outstanding residential experience than having available residence hall spaces. We must have the additional facilities and programs to create a strong university community. Consequently, we must consider adding additional housing, and we must address the critical need for a new or renovated student center, a need the Commission's Undergraduate Task Force also emphasized. Otherwise, we risk losing a vital part of TCU's unique character.

Above all, we at TCU must be mindful that what we say - and what we believe about our university - authentically reflects today's and tomorrow's reality.

Second, what is the future of graduate education at TCU?
The Graduate Education Task Force of the Commission recommended that TCU consider doubling or tripling the percentage of our graduate enrollment to 20 to 30 percent of our student body, and the University has moved in that direction. Since the Commission concluded in 2000, the proportion of graduate students has increased from 10 percent of the student body to some 16 percent.

In addition, the Commission task force recommended that we add selected graduate programs. Since the task force concluded its work, we have launched many. Just a few examples are the MBA/Ed.D in Educational Leadership, the Master of Science in News/Editorial Journalism and the online master's degree in nursing.

Now the key issue in graduate education is to determine if other graduate programs should be added. And if so, should they be in traditional graduate-study areas or in professional areas such as the new Nurse Anesthesia Program, which began this fall with 67 participants?

Third, how can our academic programs best fulfill our mission and how can we best implement the new core curriculum?
Last academic year, the Faculty Senate approved the design for a new core curriculum that will go into effect in the summer of 2005. The Class of 2009 will be the first to graduate under its requirements. While this curriculum can be seen as a refinement of the current University Core Curriculum, it differs in two significant ways. First, it requires courses that relate to TCU's heritage, mission, vision and values. These courses should enhance the University's ability to educate ethical leaders and responsible citizens and better provide a shared "TCU Experience."

Second, the new core is grounded in student-learning outcomes rather than in a teacher-centered model, and thus reflects current educational and accrediting practices. There is no more effective assessment of excellence in teaching than an evaluation of student learning.

Consequently, we must deal with a myriad of issues in the coming months: What should student outcomes be? What will be the measures and indicators of success? How can we assure that core courses used to fulfill the same requirement employ similar means of assessment? And how can we best coordinate efforts so that faculty teaching these courses are "on the same page"?

The Faculty Senate has just authorized the Core Implementation Committee to address these issues and to articulate the steps that will bring the new core curriculum to reality. This will be designed to be a deliberative process with broad faculty involvement. Every unit and department will be consulted, and the Faculty Senate will ratify the process along the way.

It is critical for the University's future that the new core curriculum is implemented in a timely and successful manner. As I noted earlier, TCU's culture of civility will serve us well as we deal with these complex and taxing academic issues.

Fourth, how can we make our physical campus reflect the University's objectives - now and for the next quarter century?
TCU has invested approximately $150 million in campus improvements over the past five years. The investment in academic facilities has been impressive. This summer, we completed a three-year re-shoring project, updating - in fact, completely renovating - almost all of our classrooms, science laboratories and teaching studios. At a cost of $32 million - including $5 million for equipment - 72 classrooms, five auditoriums, a language lab, a teaching kitchen, the vivarium and the physics, chemistry, biology and geology labs were brought to cutting-edge status. This re-shoring project will have a profound impact on every academic program.

The $25-million Tucker Technology Center and the $15-million Smith Entrepreneurs Hall are among the finest facilities of their type that you will find. For the fine arts, the Walsh Center was dedicated in 1998, and the Buschman Theatre is slated for renovation. To bolster the residential nature of our campus, TCU has built three new apartment-style communities in recent years. We also have rebuilt or renovated 11 residence halls at a total cost of approximately $57 million.

However, there are still vital needs that must be considered as we plan for the next quarter century, and these bricks-and-mortar projects must reflect our academic priorities. The construction of a School of Education building is long overdue. Additional academic spaces for AddRan College, practice facilities for the fine arts, renovation of the ballet building and a new academic building for Brite Divinity School are needed. A new or renovated and expanded Student Center has been on the University's agenda for more than a decade.

Fifth, is TCU at the optimal size for fulfilling our mission?
When the Commission on the Future issued its report, TCU had one of the smallest total enrollments among all doctoral universities nationally, as well as one of the lowest ratios of graduate students to total enrollment. Consequently, in recent years, we have moved toward capping the undergraduate enrollment and increasing enrollment at the graduate level.

Perhaps we should reconsider limiting the University's overall size and consider increasing the total enrollment. Bigger is not always better. I was at "bigger" and I can attest to that truth. However, a judicious increase in enrollment might provide the University the cachet it needs for greater academic recognition, while allowing TCU to retain our defining characteristics of a close-knit campus community and the humanity of a smaller college.

As we plan strategically to move forward, we must do so in a fiscally responsible manner. TCU was able to increase this year's operating budget by nearly $10 million, from approximately $220 million in fiscal 2003 to some $230 million in fiscal 2004. The University was to able to provide a modest raise to faculty and staff at a time when many prominent universities did not offer raises at all. Some institutions implemented hiring freezes, including the University of Wisconsin, Texas A&M, Rice and Oberlin. Others are cutting positions. For example, Duke will eliminate 50 faculty slots in its college of arts and sciences over the next three years. However, though we may be better positioned financially than many institutions, this is a tough economic climate. And I do not have to tell you that many fine and deserving programs competed for the limited resources of this year's budget.

That is not likely to change for some time. Our budget is built upon expected revenue, including earnings on endowment. While our endowment is one of the healthiest in the country at more than $800 million, it has slipped from its high of $1 billion as the national economy has faltered. We are cushioned from dramatic swings of income because we disperse endowment earnings based on a 12-quarter trailing average. That protects the University from sudden shocks. But it also means that even if the economy bounces back dramatically, we will not reap improvements in endowment earnings immediately. Consequently, we must provide the resources to better support the teacher-scholar academic model. We must increase the value of the education we provide our students. And we must heighten the quality of life on campus, all while being fiscally prudent - a most challenging charge indeed.

We also must determine ways that we can we expand TCU's national and international stature and recognition. We know that our University holds a solid position in the educational marketplace, since our applications for admission have increased by some 60 percent over the past five years. We know that our Marketing and Communication efforts are a national - in fact an international - model of successful integrated marketing. However, many believe that TCU has not achieved the national stature that it deserves. While we are highly respected, we still have work ahead to raise the visibility and recognition of our academic quality. As the competition for students, resources and reputation intensifies, we must develop more sophisticated strategies so that we can do an even better job of telling the story of the extraordinary talent and achievements of our faculty, staff and students.

The resolution of these important issues will require self-examination, a process that can be painful. But I expect the dialogue to be inclusive and the consideration exhaustive - not exhausting. We cannot be afraid to make difficult decisions.

We must choose carefully. We cannot be all things to all people. We cannot add new programs without considering the implications of that growth for existing activities. Our resources are, indeed, limited, while our ambitions are not. If we expect excellence - and we do - then we must bring focus to all our endeavors.

Last February, we opened Smith Entrepreneurs Hall, one of just a handful of university facilities in the nation devoted to entrepreneurial studies. As educators, we can learn from entrepreneurs. We can make significant contributions to society by adopting an entrepreneurial outlook and a can-do approach to problem solving. I hope to see the entrepreneurial spirit continue to flourish and spread across campus. I challenge you to think more like an entrepreneur. But it is important to remember that entrepreneurs don't just seize opportunities. They also limit opportunities by tightly focusing their efforts.

To be sure, many challenges lie ahead. But I am confident that TCU will continue to flourish. I am confident that TCU's future will be even greater than its distinguished past.

This year, we are challenged with a responsibility that will have significant and far-reaching effects on the life of this university: the selection of a new provost.

Dr. William H. Koehler, who has been TCU's chief academic officer for more than two decades, will retire this academic year.

Finding an administrator to fill his shoes will be a formidable task. Dr. Koehler came to the University as a professor of chemistry, and later became president of the TCU Research Foundation and dean of the Graduate School. In 1980, he was named interim vice chancellor for Academic Affairs, was promoted to vice chancellor the following year, and was named provost in 1994.

Dr. Koehler has made his mark on TCU, both figuratively and literally. He has championed the teacher-scholar model, stressing quality teaching coupled with discovery and publication of new knowledge. He was a primary force in bringing engineering to the University and an advocate for enhancements in technology. His good taste and mastery of details associated with major building projects has influenced the physical campus and the design of facilities constructed over the past two decades.

"Dr. Koehler has from the beginning of his career been at the forefront of the movement to establish and promote the teacher-scholar model at TCU," notes one of our long-time deans. "He has been instrumental in making this model a cornerstone of the TCU culture. Throughout his years at the University, he has held himself and others to a very high standard and has helped foster a culture of excellence.

"This commitment to excellence combined with his vision and energy has resulted in consistent improvement in all aspects of the University during his association with TCU - with the education and care of students always being the primary focus."

Dr. Koehler, please stand so that we can show our appreciation.

TCU has hired the firm Korn/Ferry International to lead the search for a new provost, and earlier this month I appointed a search committee. I encourage you to be a participant in this process. Meet the candidates when they visit campus in October and November and make your thoughts known, either to the chair of the search committee, Dr. Nadia Lahutsky, or directly to me by e-mail. When we make the announcement of the new provost - anticipated to be this December - I expect the members of the campus community to feel that they have had a stake in this critical decision.