Governance and the future of public higher education throughout oregon
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Governance and the Future of Public Higher Education Throughout Oregon. Eastern Oregon University Oregon Institute of Technology Southern Oregon University Western Oregon University. Four Universities One View . We represent four separate universities with four distinct and unique missions

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Governance and the future of public higher education throughout oregon
Governance and the Future of PublicHigher Education Throughout Oregon

Eastern Oregon University

Oregon Institute of Technology

Southern Oregon University

Western Oregon University


Four universities one view
Four UniversitiesOne View

  • We represent four separate universities with four distinct and unique missions

  • We are in different places—physically, economically, financially and culturally

  • We share a common view on the future of public higher education in Oregon

  • We perceive the need for a statewide system of public higher education


Key assumptions and outcomes
Key Assumptions and Outcomes

  • Achieve 40-40-20 by 2025

  • Remain financially viable

  • Align resources with goals (outcomes)

  • Serve the entire state:

    • Educationally

    • Economically

    • Socially


The impact of the four smaller universities
The Impact of theFour Smaller Universities

  • 20,610 students are served by the small universities:*

    • 21% of all OUS students (and 23% of its undergraduates)

    • 78% of these students are from Oregon (71.5% for all of OUS)

    • 91% are undergraduates (85% for all of OUS)

    • 16% of our students are from underrepresented (19% of OUS total)

    • 57% of our students are female (compared to 52% for OUS)

  • Total State budget allocated to small universities: $108,915,202

    • 22% of Education and General

      * = Student Data from 2010 OUS Factbook

      += Budget data from 2011-13 Budget Worksheet presented to President's Council on Oct. 6, 2011 and prepared by Jay Kenton


Institutional strategies to achieve 40 40 20
Institutional Strategies to Achieve 40-40-20

  • WOU – Pres. Mark Weiss

  • SOU – Pres. Mary Cullinan

  • OIT – Pres. Chris Maples

  • EOU – Pres. Bob Davies


Four questions
Four Questions

  • What are the current constraints, and freedoms, with current governance? (Pres. Maples)

  • How do financial conditions impact our current strategic plans? (Pres. Cullinan)

  • What actions are being implemented to replace state funding? (Pres. Davies)

  • How can Oregon best meet its responsibility in providing public higher education? (Pres. Weiss)


Advantages of Institutional Boards

  • Regional knowledge

  • Institutional passion

  • Political leverage

  • Immediate feedback and access

  • Strengthen connection to area issues


Challenges of Institutional Boards

  • Regional versus statewide focus; missing the bigger picture

  • Focus on minor campus issues (athletic losses, curricular items, local complaints, parking)

  • Tendency to steer university away from a strategic statewide plan

  • Significant confusion among governing, advisory, and foundation boards

  • Difficulty in finding high quality individuals to serve

  • Significant time and cost spent managing a local board

  • Competitiveness among public higher education boards in Oregon

  • Splintering/diluting of higher education message in the legislature and in the public eye


What can the OUS Board do now to assist?

  • Be a visible advocate for each of our institutions--on our campuses and throughout Oregon

  • Support our missions and roles

  • Understand our unique challenges

  • Believe that bigger is not always better


Conclusion
Conclusion

In conclusion:

  • Form and structure should follow strategy and goals.

  • We recognize the need for a statewide system of public higher education and we support the most effective and efficient way of providing that – through a single State Board of Higher Education

  • Institutional governing boards will not assist us in achieving broader statewide and regional goals for our universities

  • Structural changes may have unintended consequences at our universities


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