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Governance and the Future of Public Higher Education Throughout Oregon

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 .

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Governance and the Future of Public Higher Education Throughout Oregon

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  1. Governance and the Future of PublicHigher Education Throughout Oregon Eastern Oregon University Oregon Institute of Technology Southern Oregon University Western Oregon University

  2. 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

  3. 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

  4. 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

  5. Institutional Strategies to Achieve 40-40-20 • WOU • SOU • OIT • EOU

  6. 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)

  7. Advantages of Institutional Boards • Regional knowledge • Institutional passion • Political leverage • Immediate feedback and access • Strengthen connection to area issues

  8. 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

  9. 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

  10. 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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