Oregon University System logoSeptember 1, 2000

Oregon University System (OUS)
Branch Campus in Central Oregon

A Request for Proposals from OUS Institutions

Overall Assumptions and Caveats

Funding and Budgeting Assumptions

Evaluation of Proposals

Proposals will be evaluated primarily on:

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?

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.

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

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.

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:

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.

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


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

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

Administrative Information Systems

Telecommunications

Instructional Technology


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