It’s great to be back in Montana after three weeks in DC and the Southeast. Working on joint FREE/MSU programs for federal judges, I met with distinguished foundation officers, wildlife and health scientists, judges, and professors. They all appreciated offers to join us in Montana.

It’s far more comfortable and constructive to deal with optimists than with pessimists. Rather than whine about their changing world, winners exercise their human capital, character, confidence, and creativity to thrive in an evolving environment.

This too is the potential of MSU, especially given the facts supporting President Gamble’s recent State of the University report. He explained we have a great base upon which to build and solid accomplishments to substantiate his claims, e.g., the extraordinary success of MSU graduates and $83 million in research contracts.

Given the financial constraints of the state, what we need is educational entrepreneurship, a scarce resource. Perhaps most important, it is essential to build high morale. Given the serious budget constraints, how can morale be maintained and enhanced? (Likewise, what the state needs most isn’t a Ghost Dancing governor who seeks to revive our dying resource economy, but rather a political entrepreneur who envisions institutions fostering economic progress and high human capital.)

Let’s explore two strategies. First, identify possible opportunities appropriate for MSU. The second is for the administration to foster entrepreneurship supporting the University’s mission.

Here are a few possibilities. I envision many more.

A Center for the Study of Film and the Environment: MSU’s nationally recognized Department of Media & Theatre Arts already has a unique program in Science and Natural History Filmmaking, sponsored by the Discovery Networks. Building on this could capitalize on Montana’s natural environment while promoting technical support jobs in the community. MSU is strategically located between Glacier and Yellowstone National Parks and at the center of an evolving urban/rural/wilderness interface.

Yellowstone National Park could be a showcase for MSU research. No university is better positioned to exploit this potential and researchers have already been highly successful, e.g. the Thermal Biology Institute.

Given the rate of population growth in the Rockies and the commensurate land and water impacts, there could be a Center for the Study of Land Use and Population. MSU has at least a dozen people working in the area and foundations find these issues attractive.

“Marketization” of Public Activity: Building on the strength and history of innovative economic thinking at MSU, we could examine models to apply market forces to improving public infrastructure and maintenance. This may be a source of university “products” and consulting.

Consider innovations in extension and the College of Agriculture. How can they redesign the education of farm and ranch employment? A certification program could train folks to work for the wealthy recreational ranch owner. Consider extension-training workshops for existing managers and workshops training for the “new economy,” e.g., guides, outfitters, and ranch tourism.

Understanding the faculty’s reward and incentive system is critical to building and maintaining high morale. Entrepreneurs are alive and well at the university. One professor told me: “Among the people I interact with, most successfully chase grants, are productive, and do good work.”

While I was traveling, the Bozeman Chronicle published an article on MSU salaries. About 10 percent of the administrators and professors earn $100,000 per year or more. Most bring in grants that generate significant overhead for the University, about 40 percent of the grant. A million-dollar grant yields about $400,000. Naturally, these folks, mainly in the sciences, engineering, and economics, have both high salaries and light teaching loads.

In contrast, many professors in the arts, humanities, and social sciences have heavier teaching loads while earning far less. If not recognized and dealt with, this situation generates envy, resentment, and ultimately low morale and pessimism.

Obviously, some disciplines command higher salaries than others, e.g., EE versus English. These market forces are unavoidable -- and understood. The challenge is to create rewards for those who teach the essentials of a liberal education, e.g., history and literature.

MSU has the ingredients for continued and increased success and the high morale that follows. I believe we can achieve them -- but only with entrepreneurship and the inspired leadership that fosters it. Opportunities abound. If MSU is to reach its potential, we must develop them.