The template that went to institution presidents (very similar to what
went to Board members):
April 26, 2002
TEMPLATE For PRESIDENTS' PERSPECTIVES On
HOW THE INSTITUTION AND THE OUS SHOULD WORK TOGETHER
TO ENHANCE SUCCESS AND INSURE A SUSTAINABLE FUTURE
FOR POST-SECONDARY EDUCATION IN OREGON
(No overall response should exceed ten single-spaced pages)
(Deadline for responses is May 10, so that copies can be distributed
for discussion at May 17 SSP Meeting) (Please be as clear as possible about
relative priorities or temporal orderings of proposed changes or strategies.
The purpose here is to hear what you perceive as MOST IMPORTANT, not to
get your detailed plan for the future.)
Section I: Responses to Facilitator's summary of the April 18 discussion
with respect to the context in which Oregon higher education will be operating.
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What currently are the greatest challenges that your institution and the
state face with respect to access, quality, and resources? (Please prioritize
in rank order)
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How do these challenges translate into specific critical objectives for
Oregon Postsecondary Education?
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What governance and budgeting model will enable us to fulfill statewide
objectives while giving the campuses the flexibility to innovate and respond
to changing needs?
Section II: Your institution's role in assuring statewide access to Oregon
higher education.
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What is your institution's current established role with respect to assuring
access to Oregon higher education?
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How does your institution's mission differentiate it from other institutions
in fitting into a statewide plan to assure access?
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How would you change management, academic and finance policies at the campus
level to differentiate your institution from others in a statewide plan
to assure access? (Please prioritize in rank order the various changes
necessary.
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How would you change management, academic, and finance policies at the
OUS level to best serve your institution's role in serving the statewide
plan to assure access, and why? Please prioritize.
See attached list of key decisions and note whether they are best made
at the campus or Board level.
Section III: Your institution's role in enhancing the quality of research
and graduate education provided by Oregon higher education.
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What is your institution's current established role with respect to enhancing
the quality of research and graduate education in Oregon higher education?
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How does your institution's mission differentiate it from other institutions
in fitting into a statewide plan to assure high quality research and graduate
education?
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How would you change management, academic and finance policies at the campus
level to differentiate your institution from others in a statewide plan
to enhance the quality of research and graduate education in Oregon higher
education? (Please prioritize in rank order the various changes necessary.)
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How would you change management, academic, and finance policies at the
OUS level to best serve your institution's role in serving the statewide
plan to enhance the quality of research and graduate education, and why?
(Please prioritize in rank order the various desired changes.)
Section IV: How these changes will contribute to your local community and
to Oregon's overall economic, civic, and social development.
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How will the changes that you propose above improve the immediate community
in which your institution is located?
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How will the changes that you propose above improve Oregon as a state?
(With respect to each of these bullets, please address how your proposed
changes will contribute to economic development, civic and cultural life,
and social and aesthetic life in your community and within the state.)
Section V: Other considerations.
How would your ideas change if General Fund support were either substantially
increased or substantially reduced?
What changes, not captured above, do you need from the Governor, the Legislature,
and/or the OUS to achieve the vision you have reflected in this document.
As we move toward increased decentralization, to what extent should OUS
be concerned about program duplication? And, how is accountability best
assured? AttachmentFollowing is a list of governance issues offered by
OUS Presidents for additional consideration by the Board.
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1. Tuition setting
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2. Curricular autonomy
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3. Capital construction decisions
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4. Governance structure
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5. Central structure
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6. Growth and sizing
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7. Legislative agenda
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8. Mission differentiation
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9. Employee salary and benefits
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10. Financial stability/budget model
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11. Academic calendar