September 1, 2000

Oregon University System (OUS)
Branch Campus in Central Oregon

A Request for Proposals from OUS Institutions

Overall Assumptions and Caveats

• Expansion of higher education services in Central Oregon will depend on authorization by the State Legislature of additional state funds for the next biennium.
• The Oregon State Board of Higher Education (OSBHE) has endorsed the branch campus model for a minimum of five years, after which a Board evaluation will be a basis for determining continuation or modification. Therefore, the proposal should cover the period from July 1, 2001 through June 30, 2006.
• The branch campus will be located on the campus of Central Oregon Community College (COCC) and will develop a strong partnership with COCC.
• The branch campus is expected to focus on upper-division undergraduate programs and selected graduate programs. It will depend on COCC for lower-division preparation. As additional lower-division courses are required by specific baccalaureate programs, the branch campus will resolve with COCC how best to offer them. This arrangement is expected to yield innovative partnering and collaborative programs including applied baccalaureate degrees.
• Delivery of unique, high cost or limited enrollment programs through brokering arrangements with other institutions will continue.
• Approval processes for new academic programs to be offered by the branch campus will follow the Board's Internal Management Directives (IMDs). Existing programs (for which institutions already have authorization) that are included in the branch proposal will be reviewed en masse upon selection of the branch.
• During the five-year agreement, accreditation of academic programs will fall within the framework of accreditation of the managing university.
• The branch campus will assume management responsibility for the "Higher Education Building" and will service the debt on the building through the long-term lease agreement with COCC.
• The branch campus will oversee an orderly transition from the current University Center organization to the new branch campus organization in a way that protects the interests of students enrolled in current programs.
• The institution selected to manage the branch campus is expected to participate actively in the community and the state in advocating for support for expanded higher education services in Central Oregon.

Funding and Budgeting Assumptions

• Creation of a branch campus in Central Oregon will depend on authorization by the State Legislature of additional funding for the next biennium. It is expected that start-up costs associated with the transition to the branch campus will be within the estimated $7.2 million of state funds for the 2001-2003 biennium.
• It is expected that, under the current Resource Allocation Model funding structure, an on-going subsidy will be required to supplement enrollment-generated funding.
• Each proposal will include an estimated timeframe for reducing the full targeted-program subsidy with enrollment-generated income, based on the cell values of the Resource Allocation Model.
• Tuition income generated through enrollment in the branch campus will be retained by the branch campus.
• Tuition rates for all classes delivered through the branch campus will be assessed by and at the prevailing rates of the home institution of the branch campus.
• Services contracted by the branch campus from another OUS campus will be incorporated into a contractual arrangement in which the service provider receives an equitable level of compensation. A common set of principles will be applied to arrangements with service providers.
• A five-year operating budget, with estimated revenues and expenses, will be prepared consistent with the funding relationships of the Resource Allocation Model and the study "Strategy for Expanding Higher Education Opportunities in Central Oregon: 2000-2015."
• Tuition estimates will be based on 2000-01 tuition rates.
• State general fund enrollment-driven estimates will be based on cell values, as noted in the list of attachments.

Evaluation of Proposals

Proposals will be evaluated primarily on:

• Overall quality and completeness of the plan.
• Capacity of the applicant to meet responsibilities and take risks as well as benefit from opportunities of operating a 21^st century branch campus model.
• "Track record" of the applicant in related extended-campus endeavors and indicators of high interest in Central Oregon opportunities.
• Estimated impacts on OUS institutions of one campus serving as branch campus manager as compared to another.

Areas to be Addressed in the Proposal

The successful proposal will address all of the following areas. This set of questions and issues is not a complete template but is intended to foster creative thinking and discussion of the most salient issues. Proposals should demonstrate strengths and potential contributions of proposing institutions.

Mission

1. Propose a mission statement for the branch campus in Central Oregon.

Leadership and Management

1. Identify the lead institution in this proposal.

2. If a consortium is applying, what institutions are partners in the development and presentation of this proposal?

• Describe in detail the nature of the relationship and agreements among the partners. If applicable, describe how this relationship and agreements are likely to change over time (as enrollment grows).

3. Describe the administrative structure proposed for the Central Oregon branch campus. Include rationales and timelines for installing the administrative team.

4. Describe the limits and autonomy of the Central Oregon branch campus administration.

5. Describe how this administrative team will relate to the COCC administrative team.

Academic Affairs

1. Describe the academic structure proposed for the Central Oregon branch campus. Include rationales and implementation dates.

2. Describe the proposed curriculum for the Central Oregon branch campus.

3. Envision the curriculum through 2006.

• What strategies will be used to determine which of the current University Center programs will be phased out and which ones will be continued? Include implementation dates and processes. From the applicant's perspective, what are the likely impacts on other OUS institutions (especially those with existing contracts for program delivery?
• What new programs will be delivered? By which institutions? Include implementation dates and processes.
• What programs in applied fields does the lead institution envision?
• How will each of the programs in the proposed curriculum be delivered?
• What plans does the lead institution have for continuation of University Center brokering functions?

4. How will upper-division curricula be articulated with COCC's lower-division offerings?

• Describe principles and processes for collaborative planning and joint program innovation with COCC, including the roles of branch campus faculty and COCC faculty.

5. Discuss here, or in conjunction with preceding questions about the proposed curriculum, the applicant's assumptions about projected student enrollment.

6. Describe the faculty and staff of the Central Oregon branch campus.

• Identify major applicable personnel arrangements, including governance provisions.

7. Identify major academic support services (library, computer laboratories, etc.) and discuss how these will be provided to branch campus students and faculty in collaboration with COCC.

Student Affairs/Services

1. Identify and describe the lead institution's approach to establishment of essential student services and systemic infrastructures, including:

• admissions, registration, advising, and management and student information systems;
• a financial aid system that is seamless from the students' perspective; and
• technical resources.

2. How will the branch campus work with COCC to create a reasonably unified higher education infrastructure that is experienced by students as seamless?

3. What plans does the lead institution have for outreach efforts in greater Central Oregon, including joint outreach efforts with COCC, aimed at expanding education opportunity for all groups and building student enrollments?

Community Relationships and Involvement

1. Describe the lead institution's experience of ongoing working relationships with Oregon community colleges.

2. Describe the relationship between the lead institution and the Central Oregon community.

• What has been the lead institution's involvement in Central Oregon over the past 5 to 10 years?
• How will the lead institution structure its relationship with the community if it is selected as the branch campus manager?

3. How does the lead institution propose to work effectively and productively with the Central Oregon Regional Advisory Board (CORAB) or successor advisory groups to build a broad base of support for enhanced higher education services in Central Oregon.

Resources, Home Campus Relationships, and Budget

1. Provide a five-year operating budget, with estimated revenues and expenses, consistent with the funding relationships of the Resource Allocation Model and the study "Strategy for Expanding Higher Education Opportunities in Central Oregon: 2000-2005." (Distinguish branch campus start-up requirements from the on-going operating budget.)

2. Describe the resources the lead institution expects to commit to the Central Oregon branch campus effort. What direct and indirect resources, if any, will supplement the estimated base state general fund requirement of $7.2 million for the 2001-2003 biennium and in subsequent years of the five-year planning horizon?

3. Describe the relationship between the home campus and the branch campus. What resources (and systems) would be shared? What would be duplicated? What would be unique?

4. Provide an estimated timeframe for reducing the full targeted-program subsidy with enrollment-generated income, based on the cell values of the OUS Resource Allocation Model.

Advocacy

1. Describe how the lead institution would advocate in the community and the state for expanded higher education services in Central Oregon.

Effects of a Branch Campus on the Lead Institution

1. How does a branch campus in Central Oregon fit the long-term mission and goals of the lead institution? What effects on the lead institution are anticipated?

Schedule

June 2000

Oregon State Board of Higher Education (OSBHE) approves staff recommendation to request additional state funds in order to begin implementation of a branch campus in Central Oregon (plus accompanying provisos).

July 2000

Proposal for additional state funds included in the 2001-2003 OUS biennial request.

July/August 2000

Staff develops a request for proposals (RFP) process, with input from CORAB, COCC, and OUS campus leaders.

September 2000

Chancellor reviews RFP with Executive Committee of the OSBHE. RFP goes to OUS campuses.

December 2000

Campus applications for management responsibility of the branch campus are due December 1. Review process includes consultation with COCC and CORAB.

January 2001

Chancellor makes recommendations to the OSBHE for approval.

January 2001 forward

Advocacy for legislative support accelerates.

Summer/Fall 2001

Upon receipt of legislative allocation, branch campus implementation officially begins. Transition from University Center to branch campus model is carried out according to plan.

Fall 2006

OSBHE evaluates viability and operation of the branch campus model as a basis for determining its model modification or change in terms of meeting higher education needs in Central Oregon.

List of Attachments

1. Summary of Existing University Center Program Agreements and Commitments

2. Draft Recommendation: Central Oregon Regional Advisory Board - July 13, 2000

3. Central Oregon Community College: Infrastructure Systems Profile

4. Cell Values for 2001-2003 Revenue Planning Estimates

5. "Strategy for Expanding Higher Education Opportunities in Central Oregon: 2000-2015" - June 16, 2000 (separate document, on file at the Board's office)

Attachment 1

Summary of Existing University Center Program
Agreements and Commitments

• Agreement of University Center to support two Eastern Oregon University Education faculty members in Bend in exchange for tuition generated in CUESTE programs, Multidisciplinary Studies, English Discourse Studies and post-baccalaureate licensure of students. This is an expired five-year agreement that has been extended by Eastern Oregon University and the University Center for a sixth year to be renegotiated after academic year 2000-01. Total liability is $160,000 per year.
• Agreement of the University Center to subsidize two Oregon State University faculty members in Bend. The University Center has agreed to contribute up to $50,000 a year to subsidize the tuition generated by courses taught by two faculty members, in Communications and Natural Resources. The tuition and the subsidy together are intended to pay the cost of these faculty members. If the tuition surpasses the cost, the University Center and Oregon State University share the surplus equally. The agreement was for three years, of which one year is completed. Total liability is $100,000 over two years.
• Agreement of the University Center to subsidize Oregon State University Computer Science, delivering six upper-division computer science courses in Bend. Oregon State University will locate a faculty member in Bend to teach the courses. The tuition and subsidy are expected to pay the cost of the faculty member. The University Center has agreed to subsidize the program $50,000 per year for three years starting in academic year 2000-01. Total liability is $150,000 over three years.
• Agreement of University Center to subsidize University of Oregon College of Arts and Sciences in delivering B.S. in General Social Sciences for five years and to continue delivering the B.S. in General Science for three years. The total subsidy for Social Sciences is $250,000 over five years. The total subsidy for General Science is $150,000 over three years. The tuition, state subsidy, and University Center subsidy together are intended to pay the cost of the programs. If the tuition and state subsidy cover the cost of the programs, the University Center and University of Oregon College of Arts and Sciences will share the surplus equally. Total liability is $400,000 over five years.

Attachment 2

DRAFT RECOMMENDATION - 7/13/00
(Revised 8/4/00)

State Board of Higher Education

Central Oregon Regional Advisory Board

The Central Oregon Regional Advisory Board (CORAB) will support the work of the Chancellor, the Oregon State Board of Higher Education (OSBHE), and the university sponsoring the branch campus in Central Oregon by providing community input and support for the development of OUS services in Central Oregon.

The Central Oregon Regional Advisory Board will report directly to the President of the university and through him/her to the Oregon State Board of Higher Education. CORAB will advise and make recommendations to the President and university administration with regards to the contributions of the branch campus in meeting the educational, economic, social and cultural needs of the region and state.

Summary Purposes of the Central Oregon Regional Advisory Board

• Hold the long-term vision for post secondary education in Central Oregon.
• Be responsible for articulating the mission of higher education in Central Oregon.
• Support the implementation of the "Strategy for Expanding Higher Education Opportunities in Central Oregon: 2000-2015."
• Connect with regional constituencies for change, innovation and responsiveness.
• Advocate for Central Oregon higher education, the Oregon University System, and the OUS programs.
• Work with the President of the university on the development of specific action plans for the implementation of a branch campus.

Membership

The Central Oregon Regional Advisory Board will consist of up to twelve (12) members. In addition, one (1) member of the Central Oregon Community College Board will be appointed by the COCC Board of Directors to serve as an ex-officio liaison.

Members will be appointed by the President of the university and will represent a broad cross section of individuals who are interested in higher education services in Central Oregon. The President will seek a balance representing as many constituencies as possible who have interests in the development of higher education services in Central Oregon. The President will make appointments as deemed appropriate to assist the CORAB in fulfilling its stated purposes.

Members will be appointed to three (3) year terms and may be re-appointed to full or partial terms thereafter. New members will be invited to join the Board prior to July 1 of each year. Mid-year appointments to fill vacancies will be filled as soon as possible and will be appointed to three-years plus the balance of the current year.

Meetings of the Central Oregon Regional Advisory Board

The CORAB shall meet not less than three (3) times during each school year (September through May). The regional advisory board shall elect officers as deemed necessary but shall have at least a Chair who shall serve for one (1) year and may be reelected. The President of the university or Chair may call meetings. The officers and the President of the university shall meet between board meetings as necessary to conduct business and prepare future agendas for the CORAB.

Even though not required, the Regional Advisory Board will follow the Oregon Public Meeting Law.

The incoming CORAB Chair in consultation with the President of the university and fellow Board members will appoint committees annually as necessary. The Board Chair working with the Board officers and the President will assign committee membership. The number and purpose of committees may vary depending on issues to be addressed. Committees meet between regular Board meetings for in-depth work. Committee membership is not restricted to CORAB members only but may be constituted as deemed appropriate by the CORAB Chair and President of the university.

The Oregon State Board of Higher Education, through the Chancellor, has authority for system and university oversight and governance including system goals, programming, system budgeting, the legislative agenda, the hiring and performance of senior staff and the approval of individual institutions and missions. The OSBHE has system oversight, determines what parts of the system's mission is delegated to OUS institutions, and allocates system resources to individual institutions including Central Oregon.

The university through its President has authority for institutional program oversight in accordance with the "Strategy for Expanding Higher Education Opportunities in Central Oregon: 2000-2015" report, including but not limited to establishing the program goals of the branch campus, program development, program budgeting and the hiring and evaluation of branch staff.

Attachment 3

Central Oregon Community College Systems Profile:
An Appendix to the OUS Branch Campus RFP

Library

• Catalog - Innovative Interfaces, Inc. integrated library system: includes a web-based public access catalog to library holdings, including books, periodical holdings, and AV materials. It also includes cataloging, circulation, and acquisitions functions.
• ORBIS - COCC is a member of the 19-member ORBIS library consortium and we participate in patron-initiated borrowing of library materials between ORBIS libraries. Patron-initiated borrowing is achieved with an Innovative Interfaces product called INN-Reach, which links the library holdings of all ORBIS libraries together in a union catalog.
• Electronic periodical databases: COCC has moved to a web format for almost all of its periodical databases. We subscribe to databases that support the COCC curriculum, and purchase from them a variety of vendors, often via the ORBIS consortium. We provide off-campus access to theses databases via proxy server, and other methods, including CGI-scripts and referring URL's, using Apache web server running on a RedHat Linux system.
• Web services: Library faculty and staff collaboratively maintain the library's main set of public and staff informational web pages on the campus web server, which supports Microsoft FrontPage webs. We provide special web services, including authentication to the electronic reserves, an online interlibrary loan form written in PHP, and Prospero (.pdf document delivery of Interlibrary loan requests) using the library RedHat Linux web server.
• Computer workstations: The library provides Windows 95 computer workstations configured for library research, and an adaptive technology workstation with software for those with vision impairments and reading difficulties. The software includes Jaws, TextHelp, ZoomText, and Kurzweil 1000 and 3000. The library also has three Canon microfilm reader/scanners, one attached to a computer workstation.
• Technical services: The library is a member of OCLC Pacific, which provides database catalog records, including automated cataloging in conjunction with book vendors, and interlibrary loan service. Catalog database quality and consistency is assisted using automated authority control services provided by Library Technologies, Inc. We also use a variety of Perl and Expect scripts on our RedHat Linux server to extract and manipulate data on the Innovative Interfaces system.

Administrative Information Systems

• Infrastructure - COCC uses the SCT Banner system to handle student, finance, payroll/human resources and financial aid processing. Students register themselves via Banner's Web for Students and faculty handle their class management and advising duties via Banner's Web for Faculty & Advisers. COCC is in production with version 3 and will be migrating to version 4 before the end of the current year. Both database and web server platforms are Sun Solaris. A CITRIX server enables the staff at COCC's Redmond North Campus and other outlying centers to access the Banner system.
• Student information System - COCC has implemented Banner with very few customizations. However the student system has been configured to accommodate the management of University Center classes. As a result, most COCC student reporting options have been locally developed to avoid including these classes in FTE counts, etc.
• Banner Extensions - COCC plans a number of projects over the next year to round out the Banner implementation. These include such things as web credit-card payment, interfacing with the COCC bookstore for transaction uploads and the implementation of automatic pre-requisite checking during registration where appropriate.
• Facilities management - Room scheduling is handled by the Universal Alogrithms products Resource25 and Schedule25. Each year the class location assignments are handled in a batch mode as the college attempts to make the best use of its facilities. Once the initial term room assignment process is complete, all adjustments and additional classes are handled in an ad-hoc mode by the Campus Service's department. Interfaces between Banner and Resource25 are not yet robust.

Telecommunications

• Communications - COCC currently employs a NEC NEAX 2400 telephone switch with a VMX voice messaging system. FirstClass electronic mail and conferencing is the current campus standard, with the addition of Microsoft Exchange completed by the end of this calendar year.
• Network - Campus buildings are connected via a 10 Mb fiber optic backbone for data and video transmission, with a three year transition to gigabit fiber backbone to be completed by Jan. 2003. System security includes IP Filtering with the addition of a Cisco PIX firewall in progress. Wide-area network connectivity is moving to SOEN broadband fiber access with OWEN membership and IP Video (H.323) support. Campus video services include closed circuit video television and regional cable television broadcast.
• Server Environments - Network operating systems currently supported include Novell/Solaris/Linux/WindowsNT/Windows 2000. A gradual migration to a Windows2000 standard is in progress with transition from Novell Directory Service to Microsoft Active Directory. The primary campus web server supports Apache Web Server software in a Sun Solaris operating system. Web development is supported under Extended WebCT with FP2000 extensions.

Instructional Technology

• Desktop Computing - COCC provides committed support of Windows9x operating system platforms with targeted migration to Windows2000. Campus-wide license agreements are in place for most Microsoft applications software, SPSS, WebCT, Micrograde, and FirstClass.
• Classroom Instruction - COCC supports an integrated model of technology-mediated instruction for both distance education and classroom instruction. Supported classroom technologies include on-line (web-based) resources and applications, cable and closed circuit television, videoconferencing, multimedia video projection, and desktop video.
• Computing Labs - In addition to open-access and classroom microcomputer labs, specialized lab facilities support instruction in CAD, GIS, Cisco technical certification programs, and IBM AS400 operating systems and programming language compliers.
• Distributed Learning - Technical facilities supporting transmission and receipt of instructional content include video editing and production booths, videoconferencing classrooms for ITFS, Ednet satellite and IP video, and a television production studio.

Attachment 4

Cell Values for 2001-2003 Revenue Planning Estimates

	Lower-Division Undergraduate	Upper-Division Undergraduate	Master's Graduate	Ph.D. Graduate
Level 1	$3,095	$3,973	$4,973	$9,361
Level 2	$3,875	$4,948	$6,728	$11,213
Level 3	$5,533	$7,483	$9,653	$14,139