Higher education in Oregon is on the verge of major transitions. The Board of Higher Education is charged with guiding these changes. The Governor's Task Force on Higher Education and the Economy and Task Force on College Access identified several important issues the Board must consider to maintain a competitive advantage for Oregon higher education. More to the point, one task force recommended "a fundamental overhaul of Oregon's higher education policy framework and governance." Although the task forces made several targeted recommendations, the Governor defined two specific areas for the Board to begin its work: an overhaul of the existing budget system and creating flexibility at the institutional level, allowing institutions to respond more quickly to market needs and changes. The Governor also encouraged the Board to consider ideas for fostering collaboration in higher education to include the community colleges and private colleges, and to review the current state mandated program approval process.

The Board Committee on Governance and Structure was charged with the task of defining Board governance for the immediate and foreseeable future. The early work of the Committee was to create a sense of where the Board is now, and an understanding of the current status, and how it evolved to this point. The Committee recognized and reviewed the many contributions of previous groups and teams toward development of the vision for higher education. Specifically, the Committee reviewed the work of the 2010 Task Force and the product of its work, "Education Unbounded," the several volumes of report data from the Chancellor's Solution Teams and the Governor's Task Force Reports, and several articles and reports about changes in higher education across the country and internationally.

The Committee outlined a plan with four major goals:

Throughout the past several months, the Committee has considered a number of strategies within these broad goals and makes the following recommendations to the Board.

System Vision, Mission, and Outcomes

The Committee recommends that the Board consider vision and mission statements for the Board, and goals and objectives for the Board that are consistent with and support the legislatively mandated mission and goals. (Date to be completed: July 1998)

The Committee recommends that following adoption of the Board vision and mission statements, the Board review the campus mission statements to assure they are consistent with the Board and System missions and, in the aggregate, represent a comprehensive Oregon University System. If necessary, the Board will recommend changes to the institutions and a schedule for returning to the Board with changes and/or modifications. (Date to be completed: October 1998)

The Committee recommends that the Board continue to develop measurable System outcomes. These will include:

A cluster of indicators for Board performance;
Goals and objectives for the Chancellor and presidents;
Regular and systematic evaluations of how well the goals are being met.

(Date to be completed: January 1999 and annually thereafter)

The Committee recommends that the Chancellor and Commissioner of Community Colleges develop a plan for ensuring seamless processes between two-year and four-year institutions. This will include the governance systems of both and strategies for greater access planning, articulation, compatibility or accommodations for residency requirements, financial aid, and student transfers. The plan will be submitted to the Board and subsequent quarterly reports will be made to the Board on progress made on key issues. (Date to be completed: October 1998)

The Committee recommends the Board affirm its commitment to the work of the Joint Boards of Education.

The Chancellor will meet with the Superintendent of Public Instruction, the Commissioner of Community Colleges, and a representative of the private colleges. The purpose is to plan ways in which to strengthen relationships among the various educational sectors to meet the educational needs of the state.

The CEOs will review the present structure for the Joint Boards and its working vehicle, the Joint Boards Working Group, and agreements will be made on how to strengthen relationships and provide the needed resources (fiscal and personnel) to accomplish joint goals.

(Date to be completed: December 1998)

Strengthen the Role of the Chancellor

Throughout the work of the Committee, some institution presidents and outside participants have questioned whether the Board wants to continue as a strong System. The Committee makes the following recommendations.

The Committee recommends the Board pass a resolution stating that public higher education in Oregon shall continue to operate as a system with a single Board and a Chancellor as the chief executive officer. (Date to be completed: July 1998)

The Committee recommends that annually the Chancellor provide the Board with goals and measurable objectives. These will be acted upon by the Board in July of each year and progress will be measured in June of the following year. The Committee recommends that the Chancellor's plan include, but not be limited to, measurable objectives to accomplish the following goals:

Strengthen working relationship with presidents;
Broker opportunities for the System, including partnerships with other education sectors (K-12, community colleges, private higher education), business and industry, and government;
Develop mechanisms to assure System responsiveness to the changing needs of the state.

(Date to be completed: annually)

The Committee recommends a thorough review of the Board's Bylaws, Policies, and Internal Management Directives (IMDs). Further, the Committee recommends that the Board's current policies be rewritten and integrated into the current IMDs. (NOTE: the Committee agreed unanimously that many of the current policies are outdated; that the IMDs carry more weight and if policies are important enough for the Board to approve, they should all be in one place, namely, in the IMDs.)

The Committee recommends that the review and rewrite of the Policies and IMDs be completed in time of adoption at the October 1998 Board meeting.

Clarify and Strengthen the Role and Responsibilities of Presidents

The Committee unanimously endorsed changes in language in the IMDs that clarify and strengthen the role of presidents, expand their span of responsibility, and assure accountability. (Date to be completed: October 1998)

Review and Change Organizational Structures and Operational Strategies

University Advisory Councils

The Committee is recommending the formation of University Advisory Councils.

The Committee recommends that the Board make as one of its priorities in 1998-99 determining how Advisory Councils would add value to the institutions and the System. A committee of the Board will be formed and prepare a proposal for Board consideration by November 1998. The committee will include presidents as well as Board members. Model(s) will be piloted at a volunteer campus (or campuses) between November 1998 and June 1999. Based on the results of the pilot, the Committee will recommend a model(s) to the Board in June 1999. The proposal will be based on:

Board Business: Meeting Schedule and Location, Campus Visits, Board Orientation and Development

In making annual meeting and activity plans, the Board will review, with the Board Secretary, the resources allocated to the Board for its work.

The Committee recommends that the Board adopt a plan to conduct no more than six, and preferably five, business meetings per year. The recommended months, with some examples of the routine items, are:

July -- to accommodate, in even numbered years, the biennial budget proposal and capital construction budget requests; the Academic Year Fee Book, semi-annual audit report and plan, semi-annual capital construction report, and the Board's annual Renewal Work Session.

September/October -- annual/fourth quarter investment report, report of grievances filed, and annual meeting of the Joint Boards that is currently scheduled for September.

January/February -- Summer Session Fee Book, honorary doctorates, admission policy, semi-annual audit report and annual external financial audit report, second quarter investment report, enrollment report, and semi-annual capital construction report.

April and possibly June -- third quarter investment report, biennial budget (even numbered years), annual report on minorities/women business enterprises and emerging small business.

When there are items requiring more immediate action, conference call meetings will be scheduled. (Date to be completed: July 1998)

The Committee recommends that the Chancellor's Office staff review the reports that are currently required by OARs, IMDs, policy, or Board request. The Board should determine if 1) they continue to be required and 2) if there are ways in which the reports can be aggregated and/or presented in a manner that would serve as continuing development sessions for the Board. Examples of aggregated reports that could be used for information sharing and Board development are:

Access, broadly defined, could include reports on diversity as it relates to students and faculty (including reports on status of women and minorities), the PASS Project, WUE, transfer and articulation.

Performance/accountability -- in addition to what will emerge as a new format for reporting progress on achieving performance objectives, reports such as Where Have All the Graduates Gone, Return on Investments: Employment Five and Ten Years Later, Status Report on OSSHE's Response to Changes in Education Professions, and One Year Later: 1994-95 OSSHE Bachelor's Graduates.

(Date for plan to be completed: September 1998)


The Committee recommends Board meetings, with the possible exceptions of the July Renewal and Joint Boards meetings, be held in Portland, and the format for campus visits be modified. However, since the Board feels strongly about the value of campus visitations, some guidelines to ensure that campus visits continue include:

Every campus should continue to have a Board visit once every other year. At least three Board members would be identified to visit a campus, the time of which would be mutually agreed to by the Board members and the campus president. The purpose of the visit would be for Board members to gain a more in-depth understanding of the institution and the specific successes and/or challenges it faces. These visits should last for a full day and one Board member would be identified to report back to the full Board the impressions, strengths, accomplishments, and any problems/concerns that might have been raised.

Every Board member will set a goal of visiting at least one institution each year, on a rotating basis. (Schedule and assignments completed July of every year)


The Committee recommends that Board meetings continue to be held on OUS campuses on a rotating basis.

The Committee recommends that at least two regional topical meetings be held around the state each year. Topics for consideration include: public/private partnerships, higher education and the state's economy, distance education, and technology. The Board Secretary will annually recommend a schedule for these sessions in consultation with the Executive Committee. Expenses involved in such meetings will be closely evaluated and monitored. (Design to be completed in September of each year)

The Committee recommends that one hour at the end of each Board meeting be reserved for an open discussion of topics of interest to the Board. If a topic emerges in advance, the Board Secretary will work with the Executive Committee to make the necessary arrangements; additional issues for discussion will be invited in an informal, open, work session format. Institution presidents, and faculty and student leadership will be invited to the table for these sessions.

The Committee recommends that, at least every other year, OUS sponsor a statewide conference on a major topic of interest. Attention will be paid to the expenses involved in any such event. (Date for design to be completed: September 1998)

The Committee recommends that focused, non-standing committees be used to advance specific policy areas of the Board's agenda and that the committees include representatives from the K-12, community college, private higher education, and business and education sectors. (Date to be completed: as needed) Note: the Committee will bring a recommendation to the September/October Board meeting concerning standing committees.

The Committee recommends development of a program of new Board member orientation and ongoing Board development.

The Board Secretary will convene a sub-group of the Committee to:

Recommendation to the Board

The Committee on Board Governance and Structure recommends Board adoption of the recommendations as submitted.




At the June 21, 1996 meeting, the Board heard a report on American Indian student representation in the System. Tribal representatives expressed interest in programs designed to bring tribal members back to Oregon. During the discussion that followed, representatives from the American Indian community suggested the possibility of assessing tuition in a manner that recognizes the historic ties that members of Oregon tribes have to the land within the geographic boundaries of Oregon, whether or not they reside in Oregon. Other states, such as Washington, have programs through which members of indigenous tribes are considered residents. These programs recognize that members of the tribes were forcibly removed or systematically dispossessed of ancestral lands. UO President Frohnmayer offered to lead an effort to develop such a program, and SOU President Reno expressed support for a program available to all campuses. Chancellor Cox agreed and asked President Frohnmayer to work with staff in the Chancellor's Office on the project.

Since that time, staff in the Chancellor's Office and at the UO have worked to assure that the program is based on a sound legal foundation, and the University has sponsored research to identify appropriate tribes for inclusion. Further meetings have been held with tribal representatives, seeking their input and guidance. The proposed administrative rule would assess resident tuition to enrolled members of Native American tribes which had traditional and customary tribal boundaries that included parts of the state of Oregon or which had ceded or reserved lands within the state of Oregon regardless of their current state of residence. Students seeking to be assessed resident tuition under this provision must document their tribal enrollment under procedures to be established at each institution.

A hearing to receive public testimony on this proposed rule was conducted on June 30, 1998, at 10 a.m. in room 121 of Susan Campbell Hall on the UO campus. No testimony was presented at the hearing.

Staff Recommendation

Staff recommends the Board adopt OAR 580-010-0037, Residence Classification of Members of Oregon Tribes, as follows:

Residence Classification of Members of Oregon Tribes

580-010-0037 (1) Students who are enrolled members of federally recognized tribes of Oregon or who are enrolled members of a Native American tribe which had traditional and customary tribal boundaries that included parts of the state of Oregon or which had ceded or reserved lands within the state of Oregon shall be assessed resident tuition regardless of their state of residence.

(2) For purposes of this rule, the federally recognized tribes of Oregon are:

(a) Burns Paiute Tribe

(b) Confederated Tribes of Coos, Lower Umpqua and Siuslaw

(c) Confederated Tribes of Grand Ronde Community of Oregon

(d) Confederated Tribes of Siletz Indians of Oregon

(e) Confederated Tribes of the Umatilla Indian Reservation

(f) Confederated Tribes of the Warm Springs Indian Reserva tion

(g) Coquille Indian Tribe

(h) Cow Creek Band of Umpqua Indians

(I) Klamath Tribes

(3) For purposes of this rule, the Native American tribes which had traditional and customary tribal boundaries that included parts of the state of Oregon or which had ceded or reserved lands within the state of Oregon are:


(A) Benton Paiute Tribe

(B) Big Bend Rancheria

(C) Big Lagoon Rancheria

(D) Blue Lake Rancheria

(E) Bridgeport Indian Colony

(F) Cedarville Rancheria

(G) Fort Bidwell Indian Tribe

(H) Hoopa Valley Tribe

(I) Karuk Tribe of California

(J) Likely Rancheria

(K) Lookout Rancheria

(L) Lytton Rancheria

(M) Melochundum Band of Tolowa Indians

(N) Montgomery Creek Rancheria

(O) Pit River Tribe

(P) Quartz Valley Indian Community

(Q) Redding Rancheria

(R) Roaring Creek Rancheria

(S) Smith River Rancheria

(T) Susanville Rancheria

(U) Tolowa-Tututni Tribe

(V) Winnemucca Colony

(W) XL Ranch


(A) Nez Perce Tribe of Idaho

(B) Shoshoni-Bannock Tribes


(A) Duck Valley Shoshone-Paiute Tribes

(B) Fallon Paiute-Shoshone Tribe

(C) Fort McDermitt Paiute-Shoshone Tribe

(D) Lovelock Paiute Tribe

(E) Pyramid Lake Paiute Tribe

(F) Reno-Sparks Indian Colony

(G) Summit Lake Paiute Tribe

(H) Walker River Paiute Tribe

(I) Winnemucca Indian Colony

(J) Yerington Paiute Tribe


(A) Modoc Tribe of Oklahoma


(A) Chehalis Community Council

(B) Colville Confederated Tribes

(C) Quinault Indian Nation

(D) Shoalwater Bay Tribe

(E) Yakama Indian Nation

(4) A student seeking to be assessed resident tuition under the provisions of this rule shall submit, following procedures prescribed by the OUS institution where the student seeks to enroll, a photocopy of tribal enrollment which documents tribal membership.

BOARD ACTION (roll call vote required):


Staff Report to the Board

The Academic Year Fee Book contains the proposed fees and associated policies relating to all mandatory charges required of students enrolled within the regular, on-campus, academic year programs of the Oregon University System. The Chancellor recommends the Board adopt these fees as submitted. Each fee proposal has been tested against a set of criteria to evaluate the appropriateness of any fee increase. These criteria included:

How does the fee increase relate to inflationary and obligatory cost requirements?

Have there been mandatory cost increases imposed on a given fee supported service, such as that imposed by the changes in state or federal wage laws?

Is it important to student life to sustain support to a given operation?

Is the function or service sufficiently important to student life or the operation of the institution to warrant the offset of revenue losses caused by declining enrollments?

Has the fee proposal been endorsed by the institution's students, either through its student government, student committee structure, or student referendum?

The staff believes that each proposed fee meets this test and warrants the favorable action of the Board.

Tuition represents the mandatory enrollment fees assessed all students in the regular academic year program of OUS institutions. Tuition is comprised of the following separate fees: Instruction, Resource, Building, Incidental, and Health Service fees. It should be noted that certain fee increases may be expected and are consistent with the Board's budget submission and the Governor's and legislature's recommendations. There has been considerable publicity about the legislature's action to maintain the instruction fee at the 1996 rate for resident undergraduate students only. The instruction fee is only one of several components that makes up the total tuition. The revenue generated by each element of the tuition and fee schedule is dedicated to a specific purpose, independent of the other components.

Comparisons of tuition and fee charges among representative western public institutions, shown in Schedules 1(A), (B), and (C), depict the relationship of annual tuition charges and percentage changes of Oregon institutions versus others in the West.

Instruction Fees. Instruction fees for all institutions within OUS are increasing at the same rates. As a result of 1997 legislative action on the 1997-1999 budget, instruction fees for resident undergraduate students at all institutions remain at the 1996-97 rates. The 1998-99 graduate instruction fees and the nonresident undergraduate instruction fees are increasing by three percent over 1997 fees at all institutions.

Instruction fees, shown on Schedule 2, generate revenues that apply toward support of the Education and General Services component of the Department of Higher Education expenditure budget. Instruction fees are a part of the biennial budget funding package proposed by the Board and addressed by the Governor and legislature.

Fees are assessed within undergraduate and graduate fee structures by resident and nonresident student classifications. The residency classification applies to all admitted students. Non-admitted students enrolling under the part-time student policy are assessed a fee appropriate to the level of the course taken, without regard to residency status.

The full-time instruction fee rate for undergraduates is assessed for all credit hours between 12 and 18. The full-time instruction fee rate for graduates is assessed for all credit hours between nine and 16. The fees for eight credit hours or less are prorated for the hours enrolled. If students take credit hours above the plateau they are assessed an additional amount for each hour taken.

Building Fee. The building fee, summarized on Schedule 3, is the same for all institutions. The rate remains at $25 per term per student. This fee generates monies to finance the debt retirement for construction associated with student centers, health centers, and recreational facilities constructed through the issuance of Article XI-F(1) bonds. It is historically set by the legislature through ORS 351.170. The Board was initially presented with a proposal to increase this fee in July 1996 with the approval of the 1997-1999 Capital Construction Budget Request. The 1997 Legislature approved the Board's request to authorize an increase in the student building fee to $25. A pro rata fee is assessed on part-time students.

Incidental Fee. Incidental fee changes are described below for each institution and summarized on Schedule 3. This fee recommendation is, for the most part, initially made by student committees in accordance with a Board-approved incidental fee policy (OAR 580-010-0090) on each campus. In some instances, the student committee recommendations are supported by general campus student referenda. The funds generated by this fee are, as specified by the OAR, to be used for "student union activities, educational, cultural, and student government activities, and athletic activities." The president of each institution reviews the student committee recommendations. Once satisfied with the proposal the president submits the recommendation to the Chancellor, who in turn, after a review, submits the proposal to the Board.

Health Service Fee. Institution recommendations for the health service fee are described for each institution below and summarized in Schedule 3. This fee is used to support the student health services of each institution which are operated as auxiliary services. Generally, rate increases reflect the institutions' efforts to maintain the self-support nature of these services. Optional health insurance policies are also made available by some institutions.

Resource Fee. Resource fee changes recommended by the institutions are described below and shown on Schedule 3. Resource fees provide funds for specific programs to assist with faculty salaries, resource materials, equipment, and specialized services. The fees are assessed only to targeted student populations admitted to, or generally understood to be enrolled in, specific programs and are not paid by students in other programs who might incidentally take a course offered by one of these specified programs. Students enrolled under the part-time student fee policy are subject to the resource fees appropriate to specific courses taken. The technology resource fee is assessed to all students. Resource fees may be proposed by institutions for approval by the Board. The estimated income of all such fees may be no more than five percent of the total Education and General budgeted resources, less institution-specific income.

For those students on Board-approved fee remission programs, resource fees will be covered by the fee remission.

All institutions assess some set of resource fees. Some are increasing rates and/or adding new resource fees. All the dollar amounts are on a per-quarter basis unless otherwise noted. Most fees are prorated for part-time hours.

Total Tuition and Fees. The total of tuition and fee rates for each institution compared to 1997-98 is summarized on Schedule 4. This reflects the sum of instruction, building, incidental, health services, and technology/resource fees and, in the case of the UO, the Recreation/Fitness Center Fee.

Note that the legislature increased state funds by an amount that offset an anticipated increase in resident undergraduate instruction fees only. These incremental state funds do not offset the legislatively approved increase in the building fees, nor the increases in incidental, health services, or resource fees. To demonstrate what the tuition increase would have been had the resident undergraduate instruction fee not been frozen, Schedule 5 compares the 1998-99 tuition with and without a three percent increase to the 1997-98 instruction fee totals.

The following are explanations for each institution-generated fee recommendation. Each of these proposals has been reviewed by the Chancellor's staff. Staff believe each proposal has met the criteria outlined at the beginning of this docket item.

Eastern Oregon University

EOU proposes no increase in its incidental fees of $179 per term.

EOU health service fee is increasing by 27.5 percent to $65 per term to cover the cost of a second counselor. The position had previously been funded by a grant which has not been renewed. This fee increase, the first since 1993, is endorsed by the Student Senate and the University's Student Affairs Committee.

EOU proposes no increases in its technology fee of $50 per term, nor in its one-time matriculation fee of $50 for new students.

Oregon Institute of Technology

OIT proposes no increase in any of its fees of incidental, health service, and technology fees.

Oregon State University

OSU incidental fees are increasing by 8.3 percent to $130 per term. This increase is the result of an increase in minimum wage requirements, new student activity programs, a new child care program, increased access to athletic events, and an emergency loan program for international students.

OSU health service fee is increasing 8.7 percent to $75 per term, to fund the addition of a sexual assault counselor and a learning skills specialist to the counseling staff.

OSU is increasing the Pharmacy resource fee by 30 percent to $1,040 per term per student. No increase is proposed for the other resource fees of Master of Business Administration, Engineering programs, and the technology fees. The one-time matriculation fee is proposed to increase 50 percent to $75, assessed to all new students.

Portland State University

PSU incidental fees are increasing by 16 percent to $116 per term. The PSU Student Fee Committee wanted to increase the scope of educational activities available, having felt that the fee has not kept pace with inflation, and student groups have not expanded with the growth in the PSU student body. Increased commitments were made by the student committee and endorsed by two referenda approved by the student body for expanded associated student activities, child care functions, and the Oregon Student Public Interest Research Group support. The student fee committee also set aside matching reserves to encourage the University and foundation to increase funding commitments for tutorial services and child care assistance.

PSU health services fee is increasing by 9.3 percent to $59 per term. The reasons for the $5 increase include: inflationary increases on medical supplies, salary increases for health service employees, and increased operating hours of the student health center. The center is planning to expand its operating hours by one hour a day to 6 p.m. Monday - Friday.

PSU proposes to increase each of its resource fees. The College of Business Administration master's program fee is increasing 20 percent to $12 per credit hour, up to $120; the Engineering program fee is increasing 30 percent to $13 per credit hour, up to $130. These increases will improve enrollment management and student services in these two programs. The technology fee is increasing 14.3 percent for undergraduates to $48 per term and ten percent for graduates to $49.50 per term.

Southern Oregon University

SOU incidental fees are decreasing by 3.5 percent to $110.50 per term. The student incidental fee committee determined that due to current balances and enrollment growth the current services could be sustained with a reduced fee.

SOU health service fee is increasing by 3.1 percent to $66.50 per term. This increase is the result of increased labor costs, and a shift of a portion of the counseling services to the health service fund.

SOU proposes no increase in its Master's of Business Administration (MBA) resource fee of $100 per term for residents, $150 for nonresidents. The University proposes a new Master of Management resource fee equal to that of the MBA fee of $100 per term for residents, $150 for nonresidents. The technology fee will continue to have a maximum assessment of $24 per term; however, the student/faculty technology committee recommended the minimum fee be $10 for the first credit hour and a $2 increment up to $24. Southern proposes a new matriculation fee for new and transfer students of a one-time $25 fee.

University of Oregon

UO incidental fees are increasing by 6.8 percent to $157.75 per term. At the Spring 1998 elections, student incidental fee referenda were approved to indicate the support of increasing incidental fees. These included: a one-year increase of $7.35 per term for equipment within the student center, ongoing support of $1.11 for a designated driver program, and $.63 for a student computing center operations. In addition, the student incidental fee committee supported funding an increase in the local transit service rate for students and other base program increases. A partial offset to these increases came through program decreases endorsed by student body referendum.

UO health service fee is increasing by 1.3 percent to $81 per term to finance its inflationary increase requirements.

UO proposes to restructure the College of Business Administration resource fee and three new resource fees. A new $100 per term resource fee will be assessed all undergraduate business majors. This fee will support a computer lab, special undergraduate advisor, and specialized tutoring services. In addition, the current rates of $100 per term for residents and $250 per term for nonresidents will both be increased to $500 per term. This fee supplements the graduate program to support career services counseling, technology services, and a new MBA program working directly with Oregon businesses. A new $30 per term resource fee will be assessed all majors in Architecture and Landscape Architecture to provide funding of improvements to individual student work stations, studios, and computing capabilities.

A new matriculation resource fee will be assessed all students with an additional fee assessed to new students only. The base fee will be $15 per term to be assessed in 1998-99 and 1999-2000. In addition, new undergraduates will be assessed a one-time fee of $100; undergraduates participating in the University's orientation program will be assessed an additional $50. Graduate students will be assessed a one-time fee of $50. This matriculation fee will replace several other administrative fees for services including: university and academic program orientation, late registration fees, transcripts fees, course and program enrollment change fees, degree application fees, and re-enrollment fees. The technology fee is increasing 30 percent to $65 per term for all students. This fee for enhanced instructional technology has not been increased in four years. Half the increase will be to maintain services, the remainder to expand high priority services as requested.

The Law School is proposing no increase in its resource fee of $1,950 per semester for residents and nonresidents.

UO will continue assessing the Recreation/Fitness Center Fee, initiated in 1997-98, as shown on Schedule 3 at $15.25 per term. In 1995, the student body at the UO approved a referendum to recommend this fee be assessed for 30 years beginning in 1997-98. This fee is proposed as part of a financing package for a major renovation and expansion of the recreation and fitness facilities that also includes the use of building fees and gifts. In the July 1996 presentation to the Board on the 1997-1999 Capital Construction Budget, this fee was identified as part of the financing package to help retire XI F (1) Bonds. In addition, an increase in the incidental fee was approved of $7.75 per term for operations.

Western Oregon University

WOU incidental fees are increasing by 13.3 percent to $119 per term. This increase was initiated by the student incidental fee committee and endorsed by the student senate. In addition to inflationary increases in current programs the funds will expand university center operations, support athletic membership in NAIA and NCAA, expand programming in student leadership and student activities, child care availability, and student media.

WOU health service fee is increasing 1.8 percent to $174 to offset inflation.

WOU proposes no increases in its technology fee of $2 per credit with a maximum of $24 per term for undergraduates and $18 per term for graduates.

Other Policy Changes. Other fees and policies set forth in Sections I, II, and III of the Academic Year Fee Book provide direction to the institutions and set other fees that are established by Board rules. Proposed changes to these policies are as follows:

The definition of the term "Tuition" is being modified to refer only to "Instruction Fee." Other Mandatory Enrollment Fees, historically within the definition of Tuition, will be referred to as "Fees."

OIT's fee for courses covered by the Memorandum of Understanding with the Klamath Community College Service District are being increased by $1 per credit hour to $36 per credit hour. This is in line with rates charged by the local Community College Service District.

SOU's fee for courses covered by the Memorandum of Understanding with Rogue Community College are being increased by $4 per credit hour to $40 per credit hour. This is in line with rates charged by the local community college.

A federal ruling, prohibiting race-based student aid programs, has required restructuring certain fee remission programs. The Oregon University System Educational Diversity Initiative, approved by the Board October 17, 1997, responds to that ruling. This fee remission program combines the Minority Achievement Scholarship Program for First-Time Freshmen, the Junior Underrepresented Minorities Achievement Scholarship Program, and the Oregon Laurels program. The new program is open to all students, resident or nonresident, undergraduate or graduate. Students enrolled under the former programs will continue under those program guidelines. All new participants will be enrolled under the new initiative program. The original three programs will be phased out by 2002-03.

The policies governing the Cooperating Supervisors of Student Teachers are revised to allow cooperating school districts more flexibility in use of the enrollment privileges earned through the student teacher program. The new policies provide the school district more latitude in which its teachers are eligible to take courses at OUS institutions.

The new OUS Interinstitutional Student Exchange Program was adopted by the Board February 20, 1998, and is added to the academic year fee policy book. This program allows undergraduate students regularly enrolled in one OUS institution to pursue up to one complete academic year of study at another institution without requiring a formal transfer.

In the 1997 Legislature, Senate Bill 504 provided funding a set of programs relating to Engineering and Computer Sciences education. With this funding, the name of the Oregon Center for Advanced Technology Education (OCATE) is being changed to the Oregon College of Engineering and Computer Science (OCECS). The policies used for OCATE are still applicable for most of the ongoing programs of the OCECS, except for the Oregon Master of Software Engineering. The per credit hour tuition assessed by the College is increasing three percent to $198, and exempts resource fees from being assessed.

The Oregon Master of Software Engineering (OMSE) program is a subdivision of the Oregon College of Engineering and Computer Science. OMSE is a joint program of the computer science departments of OSU, PSU, UO, and the Oregon Graduate Institute (OGI). Students who apply for admission to the program must also apply for admission to one of the four sponsoring institutions. Policies are included for this program that address the expectation that it will eventually become self-supporting. This includes setting the tuition at $475 per credit hour.

The Master of International Management program is administered through the Joint Professional Schools of Business. The tuition is $16,900 per year, plus a $350 per year technology fee. This program is intended to be self-supporting by 2000-01.

Residence Hall and Food Service Charges. Institutional residence halls and food services operate as auxiliary services. As such, their fees and charges are to cover the cost of their operations. In recommending residence hall room and board charges for 1998-99, institution administrators estimated residence hall occupancy in relation to enrollment projections and present occupancy patterns.

Recommended changes for 1998-99 in room and board rates are reflected in the examples given in Schedule 6. These rates are only examples, since each institution offers various room and board combinations. The most basic room and board rates will increase between five and ten percent. The rates are detailed in the Academic Year Fee Book.

Not covered by this action are rates for the PSU campus. Student Services Northwest, Inc., a private corporation, operates the residence halls at PSU and establishes the rates as specified in a service contract. The rates require approval by PSU officials.

Only one housing policy change is proposed. Students who move from an institution residence hall before their contract period is complete, but remain enrolled at an institution, are assessed a daily rate for the days remaining on their contract. The maximum rate students may be assessed is being increased from $2 to $5 per day.

Report of Public Hearing on Academic Year Fee Book

Summary of Testimony Received

The public hearing on the 1998-99 Academic Year Fee Book was conducted on Friday, June 5, 1998, from 10 a.m. to 11 a.m., in Room 121 of Susan Campbell Hall, on the UO campus. No one attended the public hearing nor did anyone submit written testimony.

Staff Recommendation to the Board

Staff recommends that the Board amend OAR 580-40-040 as follows:

(Underlined material is added; brackets denote deletion.)

OAR 580-040-0040 Academic Year Fee Book

The document entitled Academic Year Fee Book, dated July 16, 1998 [July 18, 1997], is hereby amended by reference as a permanent rule. All prior adoptions of academic year fee documents are hereby repealed except as to rights and obligations previously acquired or incurred thereunder.

Through the amendment, the Board adopts the document entitled Academic Year Fee Book, memos of attachment amending the draft document, and other amendments and attached schedules noted in this docket item.

BOARD ACTION (roll call vote required):

Annual Tuition Rates in Representative Institutions - 1998-99*
In Descending Order of Resident Undergraduate 1998-99 Rate
Schedule 1 (A)
Public Colleges/Universities in the West


Nonres. U/Grad Res.
Nonres. Grad.
Western Oregon University 1997-98 3,099 9,117 4,809 8,619
1998-99 3,198 9,738 5,169 9,210
% Change 3.2% 6.8% 7.5% 6.9%
West. Washington Univ. 1997-98 2,613 8,796 4,065 12,000
1998-99 2,867 9,560 4,445 13,025
% Change 9.7% 8.7% 9.3% 8.5%
Eastern Montana College 1997-98 2,517 6,976 2,899 7,356
1998-99 2,809 7,569 3,215 7,975
% Change 11.6% 8.5% 10.9% 8.4%
Boise State Univ. 1997-98 2,294 8,174 2,816 8,696
1998-99 2,472 8,352 3,020 8,900
% Change 7.8% 2.2% 7.2% 2.3%
West. St. Coll. Colorado 1997-98 2,152 7,333 -- --
1998-99 2,173 7,553 -- --
% Change 1.0% 3.0% -- --
Chico State Univ. 1997-98 2,088 7,992 2,071 6,007
1998-99 2,030 7,934 2,108 6,536
% Change -2.8% -0.7% 1.8% 8.8%
North. Arizona Univ. 1997-98 2,058 7,824 2,060 7,826
1998-99 2,160 8,076 2,160 8,076
% Change 5.0% 3.2% 4.9% 3.2%
South. Utah St. Coll. 1997-98 1,854 5,853 1,995 6,396
1998-99 1,910 6,016 2,054 6,578
% Change 3.0% 2.8% 3.0% 2.8%
West. New Mexico Univ. 1997-98 1,564 5,652 1,644 5,732
1998-99 1,710 6,206 1,830 6,326
% Change 9.3% 9.8% 11.3% 10.4%
Univ. of Hawaii, Hilo 1997-98 1,322 6,938 -- --
1998-99 1,394 7,010 3,962 9,890
% Change 5.4% 1.0% -- --
* NOTE: Many of the 1998-99 numbers are tentative pending approval by policy setting body.

Schedule 1 (B)
Public Universities in the West


Nonres. U/Grad Res.
Nonres. Grad.
Univ. of Cal., Berkeley 1997-98 4,355 13,339 4,395 13,379
1998-99 4,176 13,750 4,408 13,793
% Change -4.1% 3.1% 0.3% 3.1%
Univ. of Oregon 1997-98 3,648 12,099 6,150 10,449
1998-99 3,771 12,555 6,429 10,857
% Change 3.4% 3.8% 4.5% 3.9%
Oregon State Univ. 1997-98 3,510 11,460 6,012 10,230
1998-99 3,549 11,817 6,207 10,551
% Change 1.1% 3.1% 3.2% 3.1%
Univ. of Washington 1997-98 3,366 10,656 5,232 12,966
1998-99 3,486 11,508 5,424 13,470
% Change 3.6% 8.0% 3.7% 3.9%
Univ. of Hawaii, Manoa 1997-98 2,949 9,429 3,909 9,837
1998-99 3,045 9,525 3,962 9,890
% Change 3.3% 1.0% 1.4% 0.5%
Univ. of Alaska, Southeast 1997-98 1,704 5,304 3,792 7,392
1998-99 1,752 5,448 3,888 7,584
% Change 2.8% 2.7% 2.5% 2.6%
Colorado State Univ. 1997-98 2,925 10,147 3,267 10,557
1998-99 3,080 10,664 3,440 11,094
% Change 5.3% 5.1% 5.3% 5.1%
Univ. of Colorado, Boulder 1997-98 2,907 14,951 3,681 14,735
1998-99 2,945 15,145 3,729 14,927
(Unofficial notice of ~1.3% increase) % Change 1.3% 1.3% 1.3% 1.3%
Univ. of Montana 1997-98 2,630 7,505 2,942 7,834
1998-99 2,777 7,676 3,136 8,507
% Change 5.6% 2.3% 6.6% 8.6%
Univ. of Alaska, Fairbanks 1997-98 2,527 5,964 3,626 6,443
1998-99 2,680 6,376 3,844 6,616
% Change 5.6% 2.3% 6.6% 8.6%
Univ. of Wyoming 1997-98 2,326 7,414 2,812 7,900
1998-99 2,330 7,418 2,816 7,906
% Change 0.2% 0.1% 0.1% 0.1%
Univ. of Utah 1997-98 2,210 6,718 1,985 5,950
1998-99 2,284 6,913 2,045 6,219
% Change 3.3% 2.9% 3.0% 4.5%
Utah State Univ. 1997-98 2,174 6,615 1,951 5,828
1998-99 2,245 6,802 2,427 7,439
% Change 3.3% 2.8% 24.4% 27.6%
Univ. of New Mexico 1997-98 2,165 8,174 2,349 8,386
1998-99 2,242 8,461 2,442 8,690
% Change 3.6% 3.5% 4.0% 3.6%
Univ. of Nevada, Reno 1997-98 1,995 7,430 1,440 6,499
1998-99 2,184 7,855 1,674 7,444
% Change 9.5% 5.7% 16.3% 14.5%
Arizona State Univ. 1997-98 2,058 8,710 3,058 9,710
1998-99 2,160 9,112 2,160 9,112
% Change 5.0% 4.6% -29.4% -6.2%
Univ. of Idaho 1997-98 1,942 7,742 2,482 8,282
1998-99 2,136 8,136 2,676 8,676
% Change 10.0% 5.1% 7.8% 4.8%

Schedule 1 (C)
Annual Tuition Rates in Representative Institutions - 1998-99*

In Descending Order of Resid.U/Grad 1998-99 Rate
PAC-10 Public Institutions


Nonres. U/Grad Res.
Nonres. Grad.
Univ. of Cal., Berkeley 1997-98 4,355 13,339 4,395 13,379
1998-99 4,176 13,750 4,408 13,793
% Change -4.1% 3.1% 0.3% 3.1%
Univ. of Cal., Los Angeles 1997-98 4,044 13,026 4,496 13,478
1998-99 3,863 13,431 4,550 13,939
% Change -4.5% 3.1% 1.2% 3.4%
Univ. of Oregon 1997-98 3,648 12,099 6,150 10,449
1998-99 3,771 12,555 6,429 10,857
% Change 3.4% 3.8% 4.5% 3.9%
Oregon State Univ. 1997-98 3,510 11,460 6,012 10,230
1998-99 3,549 11,817 6,207 10,551
% Change 1.1% 3.1% 3.2% 3.1%
Washington State Univ. 1997-98 3,394 10,276 5,260 12,994
1998-99 3,523 10,681 5,461 13,507
% Change 3.8% 3.9% 3.8% 3.9%
Univ. of Washington 1997-98 3,366 10,656 5,232 12,966
1998-99 3,486 11,508 5,424 13,470
% Change 3.6% 8.0% 3.7% 3.9%
Arizona State Univ. 1997-98 2,058 8,710 3,058 9,710
1998-99 2,160 9,112 2,160 9,112
% Change 5.0% 4.6% -29.4% -6.2%
Univ. of Arizona 1997-98 2,058 8,710 2,058 8,710
1998-99 2,158 9,110 2,158 9,110
% Change 4.9% 4.6% 4.9% 4.6%

Schedule 2
Instruction Fee Recommendations

Full-Time Student
1998-99 Academic Year

1997-98 1998-99 % Change
Undergraduate Resident 2,316 2,316 0.0%
Undergraduate Nonresident 2,316 2,316 0.0%
Graduate Resident 4,242 4,371 3.1%
Graduate Nonresident 8,133 8,379 3.0%
Undergraduate Resident 2,592 2,592 0.0%
Undergraduate Nonresident 9,822 10,119 3.0%
Graduate Resident 4,377 4,512 3.1%
Graduate Nonresident 8,301 8,550 3.0%
Undergraduate Resident 2,694 2,694 0.0%
Undergraduate Nonresident 10,644 10,962 3.0%
Graduate Resident 5,196 5,352 3.0%
Graduate Nonresident 9,414 9,696 3.0%
Undergraduate Resident 2,694 2,694 0.0%
Undergraduate Nonresident 10,260 10,569 3.0%
Graduate Resident 5,196 5,352 3.0%
Graduate Nonresident 9,414 9,696 3.0%
Undergraduate Resident 2,520 2,520 0.0%
Undergraduate Nonresident 8,469 8,724 3.0%
Graduate Resident 4,377 4,509 3.0%
Graduate Nonresident 8,301 8,550 3.0%

Undergraduate Resident 2,694 2,694 0.0%
Undergraduate Nonresident 11,145 11,478 3.0%
Graduate Resident 5,196 5,352 3.0%
Graduate Nonresident 9,495 9,780 3.0%
Undergraduate Resident 2,520 2,520 0.0%
Undergraduate Nonresident 8,796 9,060 3.0%
Graduate Resident 4,377 4,509 3.0%
Graduate Nonresident 8,301 8,550 3.0%
OSU Vet Med Res 8,679 8,940 3.0%
OSU Vet Med Nonres 17,703 18,234 3.0%
UO Law Resident 5,196 5,352 3.0%
UO Law Nonresident 8,834 9,100 3.0%

Schedule 3
Building, Incidental, Health Service, and Resources Fee Recommendations

Full-Time Student
1998-99 Academic Year

1997-98 1998-99 % Change
Building Fee
All Institutions 75.00 75.00 0.0%
UO Law (Semester) 75.00 75.00 0.0%
Incidental Fee
EOU 537.00 537.00 0.0%
OIT 345.00 345.00 0.0%
OIT Metro Center 6.00 6.00 0.0%
OSU 360.00 390.00 8.3%
PSU 300.00 348.00 16.0%
SOU 343.50 331.50 -3.5%
UO 443.25 473.25 6.8%
UO Law (Semester) 443.25 442.99 -0.1%
WOU 315.00 357.00 13.3%
Health Service Fee
EOU 153.00 195.00 27.5%
OIT 225.00 225.00 0.0%
OSU 225.00 234.00 4.0%
PSU 162.00 177.00 9.3%
SOU 193.50 199.50 3.1%
UO 240.00 243.00 1.3%
UO Law (Semester) 240.00 240.00 0.0%
WOU 171.00 174.00 1.8%
Resource Fees
Technology Fee - All 150 150 0.0%
Technology Fee - All 72 72 0.0%
Technology Fee - All 156 156 0.0%
MBA Residents 390 390 0.0%
MBA Nonresidents 945 945 0.0%
Engineering 390 390 0.0%
Pharmacy 3,030 3,120 3.0%
Technology - Undergraduates 126 144 14.3%
Technology - Graduates 135 149 10.0%
Sch. of Bus. Masters 300 360 20.0%
Engineering 300 390 30.0%
Technology Fee - All 72 72 0.0%
MBA Residents 300 300 0.0%
MBA Nonresidents 450 450 0.0%
Technology Fee - All 150 195 30.0%
Law Residents 3,900 3,885 -0.4%
Law Nonresidents 3,900 3,885 -0.4%
C. of Bus. U/G Residents 300 300 0.0%
C. of Bus. U/G Nonresidents 750 300 -60.0%
C. of Bus. Master Residents 300 1,500 400.0%
C. of Bus. Master Nonresid'ts 750 1,500 100.0%
Honors College 150 150 0.0%
Technology Undergraduates 72 72 0.0%
Technology Graduates 54 54 0.0%
UO Rec/Fitness Ctr Bond Fee
UO 45.75 45.75 0.0%
UO Matriculation Fee
UO 15.00 --

Schedule 4
Total Tuition Recommendations

Full-Time Student
1998-99 Academic Year

Full-Time Tuition

1997-98 1998-99 % Change
Undergraduate Resident 3,231 3,273 1.3%
Undergraduate Nonresident 3,231 3,273 1.3%
Graduate Resident 5,157 5,328 3.3%
Graduate Nonresident 9,048 9,336 3.2%
Undergraduate Resident 3,309 3,309 0.0%
Undergraduate Nonresident 10,539 10,836 2.8%
Graduate Resident 5,094 5,229 2.7%
Graduate Nonresident 9,018 9,267 2.8%
Undergraduate Resident 3,510 3,549 1.1%
Undergraduate Nonresident 11,460 11,817 3.1%
Graduate Resident 6,012 6,207 3.2%
Graduate Nonresident 10,230 10,551 3.1%
Undergraduate Resident 3,357 3,438 2.4%
Undergraduate Nonresident 10,923 11,313 3.6%
Graduate Resident 5,868 6,101 4.0%
Graduate Nonresident 10,086 10,445 3.6%
Undergraduate Resident 3,204 3,198 -0.2%
Undergraduate Nonresident 9,153 9,402 2.7%
Graduate Resident 5,061 5,187 2.5%
Graduate Nonresident 8,985 9,228 2.7%
Undergraduate Resident 3,648 3,771 3.4%
Undergraduate Nonresident 12,099 12,555 3.8%
Graduate Resident 6,150 6,429 4.5%
Graduate Nonresident 10,449 10,857 3.9%
Undergraduate Resident 3,153 3,198 1.4%
Undergraduate Nonresident 9,429 9,738 3.3%
Graduate Resident 4,992 5,169 3.5%
Graduate Nonresident 8,916 9,210 3.3%
Specific Institution Programs
OIT Metro U/G Resident * 2,745 2,745 0.0%
OIT Metro U/G Nonresident * 9,975 10,272 3.0%
OIT Metro Grad Resident * 4,530 4,665 3.0%
OIT Metro Grad Nonresident * 8,454 8,703 2.9%
OSU MBA Resident 6,402 6,597 3.0%
OSU MBA Nonresident 11,175 11,496 2.9%
OSU Engineering U/G Resident 3,900 3,939 1.0%
OSU Engineering U/G Nonresident 11,850 12,207 3.0%
OSU Engineering Grad Resident 6,402 6,597 3.0%
OSU Engineering Grad Nonresid't 10,620 10,941 3.0%
OSU Pharmacy U/G Resident 6,540 6,669 2.0%
OSU Pharmacy U/G Nonresident 14,490 14,937 3.1%
OSU PharmD Resident 9,042 9,327 3.2%
OSU PharmD Nonresident 13,260 13,671 3.1%
OSU Vet Med Resident 9,495 9,795 3.2%
OSU Vet Med Nonresident 18,519 19,089 3.1%
PSU MBA Grad Resident 6,168 6,461 4.7%
PSU MBA Grad Nonresident 10,386 10,805 4.0%
PSU Engineering U/G Resident 3,657 3,828 4.7%
PSU Engineering U/G Nonresident 11,223 11,703 4.3%
PSU Engineering Grad Resident 6,168 6,491 5.2%
PSU Engineering Grad Nonresid't 10,386 10,835 4.3%
SOU MBA Grad Resident 5,361 5,487 2.4%
SOU MBA Grad Nonresident 9,435 9,678 2.6%
UO CBA U/G Resident 3,948 4,071 3.1%
UO CBA U/G Nonresident 12,849 12,855 0.0%
UO CBA Grad Resident 6,450 7,929 22.9%
UO CBA Grad Nonresident 11,199 12,357 10.3%
UO Law Resident 10,050 10,236 1.9%
UO Law Nonresident 13,688 13,984 2.2%

Note: Tuition includes instruction, resource, building, incidental, and health service fees at all institutions.

* At the OIT Metro Center, only the instruction fee, building fee, and a special $6 annual incidental fee are mandatory; other fees are optional.

Schedule 5
Resident Undergraduate Tuition

Comparing Relative Increases
With and Without a Three Percent Instruction Fee Increase

1997-98 Tuition Rates

Instr'n Fee

97-98 to 98-99

Tuition with No Instruction Fee Freeze
@3% Incr
Instr'n Fee

Increase 97-98 to 98-99

EOU 3,231 3,273 1.3% 3,342 3.5%
OIT 3,309 3,309 0.0% 3,387 2.4%
OSU 3,510 3,549 1.1% 3,630 3.4%
PSU 3,357 3,438 2.4% 3,519 4.8%
SOU 3,204 3,198 -0.2% 3,274 2.2%
UO 3,648 3,771 3.4% 3,852 5.6%
WOU 3,153 3,198 1.4% 3,274 3.8%

Schedule 6
Oregon Department of Higher Education
Comparison of Basic Residence Hall Rates 1997-98 to 1998-99

The following are comparative samples of board and room rates for a basic dorm room with double occupancy and the student on a 19 meal per week plan. Each institution offers a variety of room and meal options at rates above and below these listed. Refer to the Fee Book for a more definitive schedule of rates.

1997-98 1998-99 % Change
Basic multiple, 19 meals 4,265 4,475 4.92%
Basic multiple, 19 meals 4,180 4,605 10.17%
Basic multiple, 19 meals 4,850 5,102 5.20%
Basic multiple, 19 meals 4,393 4,605 4.83%
Basic multiple, 19 meals 4,646 5,100 9.77%
Basic multiple, 19 meals 4,268 4,506 5.58%


Staff Report to the Board

Each biennium, prior to the legislative session, the Board of Higher Education submits a capital construction budget request to the Governor covering the ensuing three biennia, with specific project information for the upcoming biennium. The following covers the period 1999-2005, with detailed information provided only for the first biennium. For 1999-2001, the capital construction budget request recommended to the Board totals almost $231.5 million for the seven OUS campuses. Approximately 75 percent of the request ($170.7 million) pertains to renovation and construction of Education and General facilities (E&G), including Systemwide projects used to support the instruction, research, and service missions of the System. The remaining 25 percent (almost $60.7 million) is for projects carried out by Auxiliaries, including student service facilities. A supplement to this docket item has been prepared and is on file in the Board's office.

Organization of the Report

This report is organized as follows:

Part I summarizes overarching issues and the proposed OUS strategies.

Part II presents the proposed OUS 1999-2001 Capital Construction Program. Information is organized to cover E&G Systemwide, E&G Campus-Specific, Auxiliaries and Student Building Fee projects. For each section, information is presented on the funding and the program emphases of each element. The magnitude of bond issuance that would be required for Article XI-F(1) and Article XI-G bonds is given. Debt service projections are provided. A list of equipment and projects for which Certificates of Participation would be sold also is provided.

Part III briefly reviews the proposed 2001-03 and 2003-05 Capital Construction Program, and provides tables displaying the outlying years of project requests.

Part IV contains the staff recommendation.

Supplement provides summary information on each project included in the 1999-2001 proposed program as well as additional tables on the 1999-2005 program and a summary of the 1997-1999 program (current), including Emergency Board actions to date.


The Oregon University System's capital construction program is an essential element of a multi-faceted instructional delivery system. The capital program must address extensive physical obsolescence (capital repair and deferred maintenance) and increasing code-driven needs in aging facilities, while meeting growing enrollments and specialized academic program needs. This biennium's capital program again reflects the view that the campus facilities are an integral part of the academic missions. It is designed to promote rational capital asset management, more efficient use of existing resources (including space), and continued reduced reliance on scarce state funds.

Facilities needs are directly related to the scale of the higher education enterprise, its age, and major issues affecting the capital construction program. The seven OUS campuses, along with growing university centers in Bend, Coos Bay, and greater Portland, comprise nearly half the total number of major state buildings in Oregon. A recent study identified about 13 million gross square feet (gsf) of space, excluding student residential facilities and parking structures (estimated at 3.5 million gsf), with a current replacement value in excess of $2.2 billion.

These campuses function much like small municipalities to meet the needs of a student population approaching 100,000 in head count. Classrooms and lecture halls must be designed for on-site and remote access. In addition, laboratories, complex research facilities, libraries, performance spaces, central utility systems, and advanced computer networks must meet the changing requirements of the new learning environment. Housing and dining complexes for more than 8,000 students must also be enhanced to meet changing expectations and needs of today's students.

The magnitude of current capital needs for the OUS closely correlates with its development history. Following a national pattern, the campuses grew relatively slowly until the 1920s, when the first growth began in earnest. A second wave of construction coincided with the post-World War II baby boom. In Oregon, nearly 40 percent of the square footage of the OUS campuses (5.2 million gsf, again excluding housing and parking) was built between 1955 and 1970. Some 2.25 million gsf of space was built in the 1960s alone. This pace of growth has not been repeated, although smaller building resurgences occurred in the 1970s and late 1980s. The system of funding these capital assets has also shifted from significant sources of federal and state funding for major facilities in the 1950s and 1960s to a significant decline in both sources beginning in the 1980s.

Consequently, OUS campuses face problems related both to the cyclical nature of this growth and the lack of stable funding. Noted below are several central facilities issues that OUS is now facing.

A. Education and General-Systemwide (E&G) -- Summary of Needs

1. "Capital repair" refers to projects that may be predicted, based on the known life-cycle of major facilities sub-systems, such as roofs, electrical and plumbing equipment, exteriors and windows, and ventilation and heating equipment, etc. Ongoing, or preventive maintenance of facilities (i.e., repair and renovation of minor cost items) is supported by institutions through their operating budget.
"Deferred maintenance" is the term used to describe capital repair needs that have come due but have not been carried out (typically due to a lack of funds).
"Code and safety" projects refer to those building and subsystem upgrades required by the federal, state, or local government. Installation of fire sprinklers in basements of new or remodeled buildings is an example.

A total of about $390 million of deferred maintenance has been identified in an updated study, exclusive of student housing, parking structures, central campus utilities, circulation systems, and grounds. This represents about 18 percent of the current replacement value (CRV) of the main OUS campus facilities. Included within this number are 49 major buildings built before 1930 with a total of 2.5 million gsf.

Furthermore, near-term requirements for capital repair in selected buildings approach $100 million, or about five percent of the current replacement value of the OUS main facilities.

Proposed Approach

E&G-Systemwide. Once again, as in the last four biennia, in 1999-2001 the primary focus of the capital construction program must be placed on the E&G-Systemwide needs. In this biennium, however, staff recommend a single omnibus Systemwide request for state funds to cover academic modernization, capital repair, deferred maintenance, and code needs. The request is to fund 50 percent of the requirements via Article XI-G bonds and 50 percent via state General Funds. In addition, staff recommend seeking state funds to support the campuses to prepare a major "Facilities Outlook Report" for the OUS, based on new master plans for 2001-2003. In addition, staff requests Systemwide funds for small repair and renovation projects and land acquisition.

Clearly, the magnitude of the total set of needs is beyond the ability to fund in a single biennium, using normal strategies. The necessity to reduce the deferred maintenance backlog, long-term, and attempt to address near-term critical capital repair is keen. OUS staff will develop long-term funding proposals for the Board's consideration for inclusion in next biennium's capital budget.

B. E&G-Campus Projects -- Summary of Needs

In addition to enrollment, however, OUS campuses are working hard to increase regional access and are moving more aggressively to provide facilities that are better aligned with campus academic missions. New OUS strategic initiatives in engineering, biological sciences, and the performing arts require either new or completely rehabilitated facilities. Some $95 million of E&G-Campus Project requests are being put forward for Board consideration.

Proposed Approach

Given the primary focus, above, the 1999-2001 program for E&G-Campus Projects proposed for state funding ($95 million) is smaller than in recent years. Projects have been included based on their importance to OUS' strategic mission and to each campus' particular mission. Emphasis has been placed on projects driven by enrollment issues and accreditation, considering funding feasibility. To improve the quality of future projects, planning funds have been requested for a number of projects.

C. Student Residences and Dining Halls; Parking Facilities -- Summary of Needs

Proposed Approach

For auxiliary projects (self support operations), emphasize projects that respond to student needs, optimize revenue, generate gift funds, yet keep incremental debt (and resulting student costs) to manageable levels.

D. Student Facilities Supported by the Student Building Fee (SBF) ­ Summary of Needs

In the current biennium, 1997-1999, more than $18 million of new or renovated student facilities will be financed from this debt service reserve, typically through the repayment of 30-year bonds. Campus requests received for 1999-2001 total over $35 million; those received for the entire three-biennium period covered total $88 million. However, beginning in the 1999-2001 period through the year 2013, at current fee levels, financing capacity is limited to a total of approximately $7 million of construction activity.

Proposed Approach

This docket item describes a program that would finance $7 million of SBF projects in the new biennium, 1999-2001. Two campus projects would be supported directly, one for construction and the second for planning, with the balance of funding capacity directed on a selective basis to the remaining campuses for planning and small projects, as well as Systemwide code and safety needs.

To respond to the remaining needs, totaling $88 million for all three biennia, two strategic alternatives are presented for the Board's consideration. One would phase-in a small increase ($2.00/student/term) starting in 2000-01 for the academic year, and increasing by this amount each succeeding year. It would generate approximately $25 million of new financing capacity through 2004-05. The second alternative would seek a larger one-time increase, ($10.00/student/term) in 2001-02. This approach would provide $27 million of new financing capacity through 2004-05.

E. Campus Master Plans

F. Funding


The 1999-2001 Capital Construction Program Summary, Exhibit 1 below, displays the total amount of funding requested for each the four major categories discussed above: E&G-Systemwide and E&G-Campus Projects, all of which are eligible for state funds; Auxiliaries, such as housing and parking, which rely on self-financing, self-liquidating bond funds; and SBF facilities, in which construction work is supported via bonds repaid by the student building fee. The portion of state funds requested for each category is also shown.

The detailed 1999-2001 Capital Construction Program request may be found in Supplement Table 2. In accordance with the DAS requirements, all E&G projects must be submitted in priority order. The two state funds-eligible categories of E&G-Systemwide funds and E&G-Campus Projects are thus combined on Supplement Table 2, followed in order by Auxiliaries and Student Building Fee projects. The bottom of the table displays the grand totals for all funds, for all categories, and displays the comparable information for the current biennium.

Total funding requested for 1999-2001 totals $231.4 million. This compares to $393.4 million requested in 1997-1999 and reflects the reduction in E&G-Campus specific requests, even though the Systemwide request was increased substantially.

Exhibit 1 -


Total Amount

of Total

Total State Funds

of State Funds
E&G-Systemwide $75.00 33% $55.00 46%
E&G-Campus Specific 95.65 42% 65.76 54%
Auxiliaries 53.72 23% 0 0
Student Bldg Fee 7.00 2% 0 0




$120.76 100%

NOTE: The "Supplement to the Capital Construction Program" provided separately includes additional tables and project descriptions on the 1999-2001 program. Tables are provided to display the capital construction request by campus, by project type (new, remodel, acquisition, etc.), and by specific program being served (i.e., libraries, housing, student centers, etc.). Project descriptions offer information on the departments and units being supported, square feet involved, project justification, and total funding.

A. E&G-Systemwide Projects

Academic Modernization and Repair

As noted earlier, OUS recently completed a study to update the 1991 study of capital repair and deferred maintenance needs in the System. A summary of this new study, carried out by Pacific Partners Consulting Firm, is provided to Board members as a supplement to this docket item.

Study findings indicate there is a need for approximately $390 million of deferred maintenance funding. Capital repair needs on an annualized basis, that is, ignoring the actual cycle of capital repair, call for $34 million each year of funding. In addition, the $25 million of academic modernization requirements continues to be a high priority. To address these combined needs this biennium, the staff requests an omnibus Systemwide item,"Academic Modernization and Repair," be included at a level double the previous amount solely for capital repair and maintenance. By combining needs, it will be possible to carry out projects that address academic modernization and, in so doing, carry out capital repair, code, or deferred maintenance issues as well. Staff believes this approach will enable the campuses to address projects that involve combinations of needs, while retaining flexibility to focus on individual areas of concern.

Other Systemwide Needs

$5 million in state funds and $12 million in Article XI-F(1) bonds and other revenues for campus master plans, small capital projects and land and buildings acquisition

B. E&G Projects

Math and Sciences

A total of $59 million is requested, of which $42.5 million (72 percent) is state funds and the remaining gift-funded. New buildings would be sought for EOU's Regional Agricultural Health and Life Sciences Building, and UO's Integrative Information Science Complex. Remodels and rehabilitation of laboratory buildings at OSU (for Pharmacy, Rangeland Resources, and Nutrition & Food Management programs), and OIT (Cornett Hall for Physics and Sciences Labs). Planning funds would be sought for SOU's Life Sciences Addition for Biology, Nursing, and Math, and for OSU's Linus Pauling Institute (gift-funded).

Arts and Culture

A total of $14.9 million is requested, of which about $8 million is in state funds and the remaining from gifts or grants. SOU would use the funds for a remodel and infill-addition for its Drama Lab. The most substantial building would be the UO Museum of Art, half funded by gifts, which would build an addition and carry out alterations. Planning funds would be available to PSU for the rehabilitation of the obsolete building housing its School of Fine and Performing Arts and the UO would receive funds to plan a new addition and alteration to its School of Music facilities, largely gift-funded.


A total of $10.85 million is requested, all requiring state funds. This would complete the two-biennia funding strategy for WOU's new library. It would also remodel PSU's library for computer integration and provide planning funds for a library addition at SOU.

Social Sciences

A total of $8.3 million is requested, of which $3.1 million is state funds and the remainder is gifts or grants. A new small building would be sought for the UO Oregon State Museum of Anthropology, and an addition and alteration for the UO Cognitive and Social Sciences. UO also would remodel a leased facility to house a diverse range of programs for Continuing Education and other units.


Additional needs are for $2 million in state funds to pay an assessment on PSU capital construction projects required by Portland municipal ordinance.

Student Administrative Services

A total of $295,000 of state planning funds would go to WOU to begin planning for the reconfiguration of the existing library building to house student support services and some classroom and lab uses.

C. Auxiliary Projects


A total of $24.8 million (46 percent of Auxiliary projects) is requested, almost all of which is entirely gift-funded. Two new projects include a gift-funded addition to OSU's Gill Coliseum for a gymnasium and funding for Phase II of UO's Recreation and Fitness Center (largely for the tennis program, funded by a Board-approved special UO recreation center fee). Rehabilitation of space for the OSU wrestling program, OSU's Softball Stadium relocation, PSU's Stott Center, and replacement of turf at UO's Autzen Stadium are also requested.

Student Residences

A total of $15.9 million of projects (30 percent of all Auxiliary projects) was identified by the campuses, all to be financed by the issuance of Article XI-F(1) bonds. New facilities would include a $2 million increment to the 1995-1997 OSU Family Student Housing (originally $8.4 million), to cover inflation and costs associated with improved design. Rehabilitation and code projects would be carried out at OIT, OSU, PSU, and UO.


A total of $6.1 million (11 percent) is requested for a single project, the seismic retrofit and addition at PSU's Parking Structure #3, an Article XI-F(1) bond financed project.


A total of $5.6 million (ten percent) is requested for three unusual projects that belong to the category of Auxiliaries. SOU is pursuing the issuance of Article XI-F(1) bonds to purchase and lease the former Museum of Natural History in Ashland, to house its Environmental Science Partnership program, an outreach/community project. PSU is seeking expenditure limitation for a gift-funded project that would move onto the PSU campus an historic house once belonging to Simon Benson and rehabilitate it for PSU's use. WOU requests authorization to use Article XI-F(1) bonds to build an addition to the existing Old Library, for a forensic lab, to be leased by the State Police co-located on the campus.

Student Facilities

Auxiliary Contribution -- $1.1 million is noted here for projects involving code improvements at OIT's College Union, and remodeling projects at SOU's Stevenson Union and UO's Child Care facility.


A small $159,000 project is planned for Stevenson Union at SOU.

D. Student Building Fee Projects

Under this situation, after discussion with the Administrative Council, the Board is asked to consider the following approaches:

Scenario 1. Fund 1999-2001 at a level of $7 million (see below). Consider a $2.00/student/term increase beginning in 2000-01, and increase the fee by $2.00 each term in each succeeding year through 2004-05. This approach would generate sufficient fee income to finance approximately $25 million of projects through 2004-05.

Scenario 2. Maintain existing SBF for 1999-2001. Raise the SBF one time by $10.00/student/term in 2001-02. This would generate funds to finance approximately $27 million of projects through 2004-05.

For the 1999-2001 biennium, the OUS program would include the following:

WOU -- Apply $2.86 million to support the Werner College Remodel, Phase III, as it is a relatively small project that will complete a major upgrade, which has substantial code-related issues. The project is driven by student enrollment growth, code corrections, and building rehabilitation. If approved, WOU would not be eligible for another SBF project under the current approach until other campuses had received their proportionate due.

PSU's Smith Center Phase II project -- Provide $1 million in planning funds, and place it first in the queue for 2001-2003.

Retain $1.0 million centrally for emergency needs until 2001-2003.

Apply the remaining $2.14 million among the remaining campuses, directed either to planning or discrete small projects.

As part of the master planning update for the campuses, each campus would re-examine the forecast of needs for student facilities. OUS would examine the calculation of the FTE which determines the Student Building Fee funding levels, and examine the desirability and feasibility of securing an additional funding strategy for Student Building Fee facilities.

E. Bonds

Article XI-G bonds may be issued to support E&G projects as long as they are matched equally by the General Fund (including Lottery Funds), or gift funds placed in a legislatively-approved Donation Account. Debt service on Article XI-G bonds is paid from the state General Fund.

Projects for which bonds are requested for 1999-2001 are shown on Supplement D, "Projects Proposed for 1999-2001 Bond Bill for Higher Education." The Article XI-G bonds and Article XI-F(1) bonds (excluding carry over) total $104.3 million, of which $59.6 million are for Article XI-G bonds and $44.7 million are for Article XI-F(1) bonds. (To this sum must be added, at the time of issuance, two percent for Article XI-F(1) bond issuance costs; Article XI-G bonds may not be increased by two percent.)

In addition, Supplement D shows projects for which staff request bond reauthorization. The list includes projects approved either in 1995-1997 or in 1997-1999 and which must be reauthorized and included in the request for the 1999-2001 Bond Bill for Higher Education. Reauthorization is required due to the two-year time limit placed by the Constitution between the date of legislative authorization and the date sold. In many cases, two years is insufficient for a campus to complete all fundraising, design, site preparation, and construction contract activity.

Reauthorization of two projects from the 1995-1997 capital program is requested and 22 projects from 1997-1999, including three small Systemwide projects, for a total of $78.9 million. Of this amount, $7.9 million is for Article XI-G bonds, for four projects.

Supplement Table 2 presents information on those Article XI-G bond-funded projects matched by General Fund. There are three sets of projects for which OUS staff request authorization:

The following two exhibits portray estimated annual debt service requirements for Article XI-F(1) bonds by campus and Systemwide (Exhibit 2) and total bonded debt outstanding as of Fiscal Year End 1998, by revenue source (Exhibit 3):

Exhibit 2
1999-2001 Auxiliary Services Projects

(dollars in millions)
Institution Article XI-F(1) Bonds Estimated Annual Debt Service*
OIT $ 0.95 $0.07
OSU 12.07 0.92
PSU 9.05 0.69
SOU 3.37 0.26
UO 2.92 0.22
WOU 4.25 0.32
Systemwide 3.14 0.24

* Assumes 30 year repayment term at 6.5 percent interest.

Includes $7 million of student facilities financed through the student building fee debt service reserve.

Exhibit 3
Article XI-F(1) Bonded Debt Outstanding
as of June 30, 1998*

(dollars in millions)
Project Bonds Outstanding Annual
Debt Service
Revenue Available Dedicated Revenue Source
Consolidated Dorms $ 39.2 $3.9 $39.2 Res & Dining Hall
Independent Dorms 7.7 0.5 A portion of above revenue Res & Dining Hall
Parking 14.9 1.5 5.1 Parking Fees
Auxiliary Programs 109.5 7.6 33.6 Housing rental income, lease payments, user fees, transfer from E&G
Student Building Fee Program 54.8 6.7 7.2 Student Building Fees

* Excludes OHSU debt outstanding of $44.6 million. Debt service is paid by OHSU per OUS/OHSU Debt Service Agreement.

The next two exhibits portray Article XI-G bonded debt trends from 1991 through 1999 (Exhibit 4) as well as actual and projected annual debt service through 2005 (Exhibit 5), inclusive of the proposed projects for the 1999-2001 biennium:

Exhibit 4
Article XI-G Bonded Debt
Historical Trends

(dollars in millions)

Biennial E&G
All Sources

Debt Service
Percent of E&G Total

General Fund

Debt Service
Percent E&G General Fund
1991-1993 $ 818 1.55% $515 2.46%
1993-1995 866 1.47% 482 2.64%
1995-1997 980 1.67% 431 3.79%
1997-1999 1,038 1.83% 470 3.97%

E&G = Education & General

Exhibit 5
Article XI-G Bonded Debt Outstanding
Actual and Projected

(dollars in millions)
Debt Service
Debt Service


$ 65.1 $8.5 $18.4
1998-1999 73.6 9.9
1999-2000 79.5 9.9 20.3
2000-2001 87.6 10.4
2001-2002 135.8 13.6 27.2
2002-2003 130.0 13.6
2003-2004 124.5 13.6 25.4
2004-2005 118.9 11.8

F. Certificates of Participation

Equipment and systems acquisition is budgeted in the operating budget, as is the debt service on any COPs that actually are issued. (An exception exists for nonlimited funds. In 1997-1999, only $100,000 of COP funding was requested for equipment or systems acquisition associated with nonlimited funds such as housing or internal service funds.)

For 1999-2001, COPs are requested for the following projects and equipment:


Project Name
Net Cash
OUS Instructional Technology $ 5,000,000
UO Cashiering System Upgrade 100,000
UO BAO Workstation Replacement 100,000
UO Document Imaging 150,000
UO Campus Inventory (Bar Coding) 250,000
UO Campus Workstation Upgrade to GUI 250,000
UO Campus Infrastructure/Mainframe Upgrade 250,000
PSU Classroom Upgrades 1,500,000
PSU Technology Upgrades (Instruction, Research, & Administration) 2,500,000
SOU Campuswide Card System 100,000
SOU Telecommunications Expansion Cabinet & Upgrades 150,000
SOU FIS Web Server Enhancements & Equipment Replacement 100,000
SOU EdNet 2 Distance Learning Infrastructure Replacement 200,000
SOU Document Imaging System 400,000
SOU Network Improvements 500,000
TOTAL $11,550,000

If these proposals are approved by the Board, DAS, and the legislative assembly, OUS will be able to issue COPs for these projects during 1999-2001.


Projects for the years 2001-2003 and 2003-2005 are not reviewed extensively, nor inflated to future dollars. Nor do these projections reveal likely substantially increased funding required for capital repair and deferred maintenance, as discussed. Supplement Tables 3 and 4 provide, by campus, details on the requests.

The six-year capital construction program totals for E&G, Auxiliary and Student Building Fee projects are summarized below. Detailed tables are included herein.

Summary Proposed Capital Program - 1999-2005
by Category and Total Funds
(In Millions)

CATEGORY 1999-2001 2001-03 2003-05 TOTAL
E&G Systemwide $75.00 $71.50 $71.50 $218.00
E&G Campus Specific 95.65 272.46 205.40 573.51
Auxiliaries 53.72 59.05 52.25 165.02
Student Bldg Fee 7.00 41.65 21.40 70.05
TOTAL $231.37 $444.66 $350.55 $1,026.58


Staff recommends that the Board authorize staff to prepare and submit to the Department of Administrative Services a proposed 1999-2005 Capital Construction Program Budget in accordance with this docket item and the supplemental materials included herein. Further, it is recommended that staff be authorized by the Board to apply for the necessary grants and seek the necessary bonding authority and Certificate of Participation authorizations to effect the projects and purchase the equipment and systems described in this docket item for the 1999-2001 biennium.




Portland State University requests authorization to offer Master of Engineering (M.Eng.) professional degrees in areas where the M.S. is currently in place, effective fall term 1998. This proposed graduate program responds to Oregon's growing need for engineers with advanced education, especially in the Portland metro area, and to the mandates of Senate Bill 504 passed by the Oregon Legislature last session. It is anticipated that 30 to 50 students will be admitted in the first year of program implementation.

Staff Analysis

1. Relationship to Mission

The mission of PSU, approved by the Board in 1991, states that PSU should "enhance the intellectual, social, cultural, and economic qualities of urban life by providing access to . . . an appropriate array of professional and graduate programs, especially relevant to the metropolitan area." Clearly, the proposed program is central to the goals of PSU's mission.

2. Evidence of Need

Increasingly, the Oregon economy is tied to the advanced computer and information technology industry. Yet, over the last two years, there is widespread agreement that this industry can only meet its total hiring needs by recruiting out-of-state engineering graduates. Such reports as the Governor's Task Force Report on Higher Education and the Economy (1/98); Oregon Business Council's report, Meeting Customer Needs ('96); and the OSSHE Graduate Task Force Report (10/96) all speak to the tremendous need for expanding graduate engineering education in Oregon. And this is not just an Oregon challenge. Numerous papers presented at a recent American Society of Engineering Education conference addressed the need for realigning graduate education to fit industry needs for the 21st century. In addition, other professional societies across the engineering disciplines are documenting the need for design-oriented M.Eng. degrees. Of the 402 U.S. and Canadian colleges and universities offering engineering and computer science graduate-level degrees, nearly 20 percent now have the M.Eng. option.

Industry and higher education are not the only entities recognizing the need for highly trained engineers. Senate Bill 504, which came out of the Oregon Legislature's 1997 session, mandates engineering education, stating that one of the criteria the Board of Higher Education should use when making decisions about investments in engineering education is

to build faculty and program capacity in the Portland area for relevant, graduate-level, professional education for engineers already working in the high-technology industry. Fields of concentration will include electrical engineering, computer engineering, software engineering, materials engineering, environmental engineering and other engineering disciplines and subdisciplines of direct importance to Oregon's high-technology industry. (SB 504 §4(1))

3. Description of Program

In response to the needs of industry, these applied, graduate-level degrees contain dual academic and internship experiences. The focus is on a design-oriented, technically advanced professional degree that reinforces design issues, decision-making, planning, and teamwork. This is a terminal degree with no individual research component, no laboratory experience, or thesis required. Students will undertake a set of graduate coursework periods that alternate with supervised intern periods in industry. The general course distribution pattern is 32 credits of approved technical core coursework and electives, and 13 credits of internship/industrial project. All coursework necessary to implement this program is currently in place in existing M.S. programs in the same disciplines. Admission requirements for the proposed degrees are identical to those required by the department and program for the current M.S. degrees.

The following Master of Engineering degrees will be offered:

As originally conceived, the M.Eng. in Systems Engineering would also be proposed at this time. However, PSU does not currently offer the corresponding M.S. degree; therefore, that degree program would need further development and review before being considered by the Board.

Each proposed degree program will briefly be described, as follows:

M.Eng., Civil Engineering. A typical schedule for a student seeking this degree would require two years in the following sequence: one term industry experience, three terms academic coursework, two terms industry, and one to two terms academic. Interns may be required to work up to ten hours per week in industry during their academic quarters. A minimum of two four-credit courses and a one-credit internship maintain full-time status during an academic quarter. A minimum of 45 credits are required for graduation, nine to 13 of which are internship. The internship requires written reports on the industrial experience.

M.Eng., Mechanical Engineering. This degree requires a total of 45 graduate-level credits, nine of which are for internship that includes a final project report. In addition to mechanical engineering classes, core required coursework includes approved graduate-level mathematics (four credits) and numerical methods (four credits).

M.Eng., Electrical and Computer Engineering. Requirements for this program include 20 core credits, 12 electives, and nine to 13 credits of internship and/or up to four credits of Special Projects. The core credits are in subdiscipline tracks specified by the department.

M.Eng., Engineering Management. Two options exist within this proposed degree (parallel to the structure of the M.S. degree).

Project Management is the applied science of managing large, complex projects as well as streams of small projects. Program objectives in this option include providing a solid understanding of the analytical framework, organization concepts, and interpersonal skills necessary for managing projects and programs. The program requires completion of 24 credits in the project management track, eight elective credits, four capstone project credits, and nine credits of internship (which include written reports).

Technology Management focuses on the concepts and processes of managing existing and emerging technologies. It includes planning, organizing, coordinating, and utilizing technology, from the evaluation and acquisition stages to the improvement, development, and innovation stages. Integration of technology and business strategies is a significant part of this option. Program requirements include 24 core credits in the technology management track, eight elective credits, four capstone project credits, and nine internship credits (which include written reports).

M.Eng., Civil Engineering Management. Civil engineering management allows for engineering management specialization in civil engineering including its subdisciplines (e.g., construction, transportation, water resources, structures, environmental engineering). This degree offering draws equally from both the Civil Engineering and the Engineering Management M.S. degrees, and requires that each student have two advisors (one from each department). Students will complete 16 credits from Civil Engineering, 16 credits from Engineering Management, four capstone project credits, and nine internship credits (which require written reports).

4. Adequacy of Resources to Offer the Program

Core faculty, courses, and support resources are in place and sufficient to offer this program. Graduate offerings in the School of Engineering and Applied Science are structured to accommodate the needs of the practicing engineer.

Program Review

The proposed program has been positively reviewed by appropriate institutional committees and the OUS Academic Affairs Council. Due to the urgency of responding quickly to the demand for qualified engineers in Oregon, no preproposal was presented to the Board.

Staff Recommendation to the Board

Staff recommends that the Board authorize Portland State University to establish a program leading to the Master of Engineering degree in the following areas: (1) Civil Engineering, (2) Mechanical Engineering, (3) Electrical and Computer Engineering, (4) Engineering Management with options in either Project Management or Technology Management, and (5) Civil Engineering Management. The program would be effective fall term 1998 and the OUS Office of Academic Affairs would conduct a follow-up review in the 2003-04 academic year.




Southern Oregon University requests authorization to offer the Master in Management degree, effective fall term 1998. The program preproposal brought to the Board in October 1997 was originally conceived as a joint program with WOU; however, as the institutions began program development, regional differences and technology challenges made it clear that students would be better served by each institution offering a separate degree program.

The proposed Master in Management is an interdisciplinary course of study designed to help early- and mid-career managers throughout southern Oregon acquire the skills necessary to advance professionally while remaining on the job. The program is distinguished by its nontraditional delivery format, regional focus, and use of community resources and personnel. Southern's Medford campus will be the geographic center of the program for administration, advising, and some instruction. Courses will be offered at other sites throughout the service area as dictated by demand.

The proposed program will supplant the MBA degree offering at Southern. Students now enrolled in the MBA program will complete their degrees, but no new admissions are being accepted.

Staff Analysis

1. Relationship to Mission

SOU's mission, approved by the Board in 1997, begins with the sentence, "Southern Oregon University's primary mission is to provide a full range of excellent and thorough instruction in the liberal arts and sciences complemented by selected professional and graduate programs." Southern's most-recent strategic plan (completed in August 1997) articulates nine goals directly related to the mission, and the proposed master's program is clearly aligned with the second goal, which states:
Southern Oregon University will develop such graduate programs as the needs of its region require and its resources allow as well as cooperate with other educational institutions, public and private, to "broker" other programs as appropriate.

2. Program Description

Objectives. The proposed program seeks to accomplish the following objectives: 1) provide individuals working or having worked in arts, business, government, health care, and social service organizations, the skills and credentials necessary to advance in those fields; 2) deliver that instruction in a manner that allows working and otherwise placebound people throughout southern Oregon to continue to work while pursuing the Master in Management degree; 3) provide students with the benefits of a truly interdisciplinary learning environment; and 4) advance economic development in southern Oregon by increasing its cadre of skilled managers.

Curriculum. The program begins with a one-week intensive presentation entitled Society, Ethics, and Management. Following that, two five-week core courses will be offered each term, meeting on five consecutive Wednesday evenings, one Friday evening, and one Saturday (all day).

The goal of the program is to bring together the respective strengths of the commercial, government, and nonprofit sectors in a degree program that draws from several academic areas. Students will be required to complete 45 credits, as follows:

Students. In addition to Southern's regular graduate admission requirements, prospective students must have at least three years of progressively responsible experience at (or moving toward) the management level and be able to demonstrate a level of writing skill appropriate for management personnel. SOU anticipates an annual enrollment of 25 to 30 students.

3. Evidence of Need

The design of this proposed program responds to both the need in general for graduate education opportunities for managers in southern Oregon and the unique needs of students who are placebound and presently employed. Several recent studies support that statement. In one survey of people working in the region's public administration and health care agencies, 23 percent of the respondents had moderate to high interest in a Master in Management program (6/97). Respondents in another study most frequently cited "advancement in employment" as the reason they were considering further education ('96), and graduate students in Southern's School of Business found a demand for graduate education, particularly among employees of city, state, and federal government.

The three counties closest to SOU (Klamath, Jackson, and Josephine) have nearly 800 health care and government agencies, which employ more than 25,000 people. Further, the Oregon Department of Employment's 1998 Regional Economic Profile projects a 23-percent growth in the employment of managers and administrators in Southern's service region over the next decade.

4. Adequacy of Resources to Offer the Program

Program development and implementation will be supported through a combination of legislatively awarded regional access funds, internal reallocation from the suspended MBA program, and, in small part, by student fees.

Personnel. Faculty from SOU's Schools of Arts and Letters; Business; and Social Sciences, Education, Health and Physical Education have been involved in the development of the program and will participate in the teaching as well. Courses will frequently be team taught, with regional professionals to be used as teachers in specialty-area courses and as teaching team members.

A search is currently underway for a half-time program director who will be assigned to the political science department for the other .5 FTE. The program director's position combines the roles of administrator, teacher, and advisor. Marketing and logistical support will be provided by existing Extended Campus staff, and clerical support will be provided by staff currently employed in the School of Social Sciences.

Library, Facilities, & Equipment. The library will require a modest budget increase to enhance holdings in support of this program. Existing necessary facilities, equipment, and technology are adequate to support the proposed program.

Program Review

The proposed program has been reviewed positively by all appropriate institutional committees, the Academic Council, and by an external review team. The team was supportive of the program, stating that "there is a sufficient depth and breadth of coverage in terms of faculty availability and expertise to offer the program." The team agrees that the program is responsive to regional needs and employment trends. Southern has carefully considered and responded to the few concerns raised by the external review team:

Staff Recommendation to the Board

Staff recommends that the Board authorize Southern Oregon University to establish a program leading to the Master in Management, effective fall term 1998, with a follow-up review of the program to be conducted by the OUS Office of Academic Affairs in the 2003-04 academic year.



Staff Report

This is the annual report on Oregon's experience with the Western Undergraduate Exchange Program (WUE), established by the Western Interstate Commission for Higher Education (WICHE) in 1988. In 1989, the Board approved a staff recommendation for OUS institutions to begin participating in WUE.

The goals of WUE are to increase student access and choice while enhancing the efficient use of educational resources among the western states. The basic assumptions underlying WUE are: (1) that most institutions have some programs that can accommodate additional students at little or no additional cost; and (2) that additional nonresident students can be attracted to those programs by offering a tuition discount.

Board guidelines for OUS participation in WUE require the following:

A WUE program must be able to accommodate a limited number of additional students without requiring additional resources;
WUE admissions must be on a space-available basis and limited to the programs approved for WUE participation by the OUS Office of Academic Affairs;
Nonresident students previously or currently enrolled at OUS institutions will not be allowed to convert to WUE status;
WUE students who change majors to a non-WUE program will lose their WUE status;
WUE students enrolled in accordance with the above guidelines shall continue to be eligible for the WUE tuition rate for the duration of their undergraduate academic program even if that program is removed from the approved list; and Institutions participating in WUE are required to provide an annual report to the OUS Office of Academic Affairs reflecting the number of WUE students enrolled by program, together with the students' states of origin.

Nonresident WUE students pay 150 percent of resident tuition if they apply and are admitted to one of the designated WUE programs; they receive a fee remission for the difference between 150 percent of resident tuition and nonresident tuition. WUE tuition is significantly less than nonresident tuition at institutions in all participating states.

Total WUE enrollment in all participating states has more than doubled over the life of the program, from 3,931 students in 1990-91 to 8,388 students in 1997-98. Oregon students enrolling in WUE programs in participating states have increased from 288 students in 1990-91 to 730 students in 1997-98 (153 percent). WUE students from other states enrolling in Oregon institutions increased from 62 in 1990-91 to 576 in 1997-98 (829 percent). In 1997-98, Oregon had a net outflow of 154 students under the WUE program.

Tables that follow display Oregon WUE enrollments since 1990-91.

The WUE program provides Oregonians with competitively priced out-of-state higher education alternatives. For example, in 1997-98, the average OUS resident tuition rate of $3,285 was lower than the WUE tuition rate of $4,005 at the University of Montana, but higher than the WUE tuition rate of $2,913 at the University of Idaho. However, the outflow of Oregon resident students represents a potential loss of enrollment for OUS institutions, particularly to institutions in Idaho (223 students) and Nevada (201 students).

(No Board action required)

Table 1
Students from WUE States

Enrolled at Oregon Institutions

Institution 1990-91 1991-92 1992-93 1993-94 1994-95 1995-96 1996-97 1997-98
EOU -- -- -- -- -- -- -- --
OIT 32 33 55 58 67 70 55 54
OSU 9 21 34 46 79 112 180 265
PSU 3 4 3 2 5 6 7 8
SOU 7 14 36 37 34 6 687 174
UO 11 16 28 52 84 56 63 43
WOU 0 0 0 0 2 3 3 32
TOTALS 62 88 156 195 271 313 395 576
% Change 42% 77% 25% 39% 15% 26% 46%

Table 2
Oregon Students Enrolled at
Institutions in WUE States*

State 1990-91 1991-92 1992-93 1993-94 1994-95 1995-96 1996-97 1997-98
Alaska 1 15 13 27 25 34 14 13
California -- -- -- -- -- -- -- 2
Colorado 10 13 17 28 39 50 55 57
Hawaii 4 3 1 3 6 4 11 21
Idaho 147 352 285 305 327 288 226 223
Minnesota 12 15 -- -- -- -- -- --
Montana 87 131 247 269 215 140 114 87
Nevada 0 0 13 62 73 135 163 201
New Mexico 1 2 4 6 5 4 4 2
North Dakota 11 18 19 16 37 34 29 33
South Dakota 2 8 8 12 12 17 19 21
Utah 7 6 17 20 32 31 3 46
Wyoming 6 5 11 17 13 27 20 24
Totals 288 568 635 765 784 764 689 730
% Change +97% +12% +20% +25% -3% -10% +6%

*Arizona, California (except California Maritime Academy), and Washington do not participate in WUE.


Staff Report

In November 1990, the Board approved a policy directing the OUS Office of Academic Affairs to conduct a follow-up review of each degree program or significant new option within an existing degree program approved by the Board since January 1, 1983. The purpose of the follow-up review is to describe the status of the programs five years after their implementation. For each program, institutions have reported briefly on major modifications in the program, enrollment, degree production, accreditation (when applicable), resources, and student outcomes.

During the 1997-98 academic year, the following programs were reviewed:

Eastern Oregon University

Oregon Health Sciences University

Oregon State University

Summaries of the eight program reviews follow.

A.A. in General Studies, EOU

In October 1990, the Board authorized EOU to offer an instructional program leading to an A.A. in General Studies, which was implemented December 1990. The purpose of this program was to provide an educational option for people in eastern Oregon who were not served by a community college and wished to pursue further education, either for employment reasons or as the first step in earning a baccalaureate degree at Eastern. Board members and institution officials agreed that offering this degree was aligned with Eastern's mission to meet the educational needs of Oregon's ten eastern-most counties.

This broad general education program requires completion of 93 credits, distributed evenly among humanities; natural sciences; social sciences; and arts, language, and logic. Students also complete four credits of college-level math, a three-credit computer literacy requirement, an eight-credit writing requirement, and the Writing Proficiency Examination.

Admission requirements were set according to community college standards. Consequently, students who might otherwise not be admissible to Eastern are provided the opportunity to develop college-level skills. Although not designed as a transfer degree, because this program meets EOU's general education requirements, students may continue moving toward a baccalaureate degree at Eastern. No new resources were needed to implement this program.

Currently, 20 students are in the program, and the number of degrees awarded has ranged from three to nine per year. The majority of students who inquire about the program intend to transfer to another Oregon university and erroneously believe that this degree is equivalent to the AA/OT. Because of this (and the fact that EOU would prefer not to continue to offer AA degrees), Eastern, through the Eastern Oregon Collaborative Colleges Center, is working with Blue Mountain and Treasure Valley Community Colleges to develop an AA/OT that is available entirely through telecommunications and technology (asynchronously). The degree will be awarded through those community colleges, and Eastern will provide some of the coursework. Once that degree is in place, EOU intends to terminate offering the AA in General Studies.

B.A./B.S. in Multidisciplinary Studies, EOU

In May 1990, the Board authorized EOU to offer an instructional program leading to a baccalaureate degree in Multidisciplinary Studies, which was implemented fall 1990. This program is a prescriptive general education degree designed to provide a prospective elementary school teacher with knowledge and skills in the humanities, fine arts and logic, and natural and social sciences. In addition to requiring extensive coursework in these four major divisions of general education, a fifth area relating to computer literacy, personal health, and speech is mandatory. Further, students are required to complete two academic minors, select two writing-intensive courses from their minor areas, and complete a capstone experience in either minor. For prospective elementary teachers, the capstone requires student teaching, two major work samples, and passing the National Teachers Examination (NTE) professional knowledge test. For nonelementary candidates, the capstone entails completion of a written synthesis of their multidisciplinary emphases in two subject areas. All coursework, faculty, and supporting resources (e.g., buildings, equipment, reference materials) were in place to support the program.

The program is approved for teacher preparation through the Teacher Standards and Practices Commission. It also has a professional advisory board -- The Eastern Education Consortium -- consisting of public school educators and administrators, and EOU faculty, administrators, and students.

No major modifications have been made in the program. This degree is offered in conjunction with Blue Mountain Community College, Treasure Valley Community College, and Central Oregon Community College and the University Center. Many elements of the degree program are available at a distance through individualized studies and computer conferencing. Typically, the general education coursework and required academic minors are available through a combination of community college coursework and individualized studies.

When the program was originally presented to the Board, it was estimated that 60 to 70 students would be enrolled at any given time, producing 45 to 60 graduates per year. Those figures have proven remarkably accurate, with approximately 50 students enrolled and another 50 graduating annually. Because the degree requires a specific repertoire of science, mathematics, history, geography, psychology, philosophy, literature, art, music, and health, students emerge with predictable sets of knowledge. Consequently, graduates from this program enjoy a high placement rate, typically greater than 90 percent.

Although some minor revisions in the degree have been made to accommodate smoother transitions from the community college setting, the degree has remained unchanged in its overall dimensions and philosophy. Eastern intends to continue using this degree as its primary vehicle to educate elementary teachers.

B.A., Theatre Arts, EOU

In September 1991, the Board authorized EOU to offer an instructional program leading to a B.A. in Theatre Arts, which was implemented winter 1992. The program was designed according to standards established by the Association for Theatre in Higher Education. In addition to Eastern's general education requirements, students complete 64 credits in theatre arts, and all graduating seniors complete a capstone project in their area of specialization.

Three things served as a catalyst for this program's development: the increasing number of students taking theatre arts classes, the newly constructed Loso Hall, and wide community and regional support. More specifically, 107 students enrolled in theatre arts classes in 1984-85. By 1988-89, 540 students enrolled (about one-fourth of the school's entire student population). Loso Hall provided the perfect environment for this degree, housing two state-of-the-art theatres (totaling 575 seats) and adjoining technical spaces. Finally, the community and region expressed support and need for the program in several ways. In 1991, community members contributed more than $8,000 to the theatre foundation account to provide scholarships for students studying and performing at EOU, and they purchased 7,000 tickets for capacity audiences at most performances. The previous year, the communities of Elgin, John Day, and Wallowa each contacted Eastern Theatre requesting assistance in starting up community theatres. Other local and regional activities made it apparent that a degree program at Eastern would provide an anchor and starting point for numerous small communities who hoped to provide theatre as a form of art and recreation.

At the time the program was developed, all coursework, faculty, staff, and equipment/materials were in place. No further budgetary needs were identified. The program remains virtually unchanged, although some slight modifications have been proposed. These include a senior seminar requirement and expansion of the senior-level theatre history requirement.

It was anticipated that, when fully implemented, the program would have 40 students enrolled and eight graduates per year. Actual numbers are very close to those projections. Currently, 42 students are enrolled, and each year student graduation rates have been relatively stable or even increased. Thirteen students graduated from this program in 1997. Senior capstone projects have been completed in directing, acting, design (costume and stage), historical research, and public school projects. Students also receive outside evaluation and criticism from professionals through EOU's participation in the American College Theatre Festival. Graduate outcomes have included pursuing further education, participation in professional theatre, and teaching.

Ph.D. in Neuroscience, OHSU

In September 1992, the Board authorized Oregon Health Sciences University to offer an instructional program leading to a Ph.D. in Neuroscience, effective fall term 1992. Neuroscience -- the study of the nervous system -- encompasses a broad range of disciplines in the quest to understand how the nervous system is organized, functions, and controls behavior. Currently, more than 100 faculty from the OHSU academic and research units of the Schools of Medicine and Dentistry, the Vollum Institute, the Center for Research on Occupational and Environmental Toxicology (CROET), the Neurological Sciences Institute (NSI), and the Portland Veterans Administration Medical Center (VAMC) are involved in this interdepartmental, interinstitutional program. When first proposed, the program earned an exceptional external review, labeling it as one of the strongest neuroscience programs in the western U.S.

This Ph.D. program has proven to be as high quality as anticipated. Thirty-two students are currently enrolled (average seven per year) and 11 degrees have been awarded since program implementation. The demands on the student are rigorous. During the first year, students study biochemistry and molecular/cellular biology, how it is applied to the nervous system, and gain a basic understanding of the two aspects of the nervous system (complexity and speed) that make it unique compared with other organ systems. Once the first-year coursework is completed, all student experiences are career related and include a variety of required teaching experiences, laboratory research, the writing of a research proposal in the form of a postdoctoral NIH grant, and, of course, the thesis itself. A student typically participates in three or four research rotations of about three months each. During the nine months of core curriculum, two days per week are left open from courses so students can be devoted to laboratory work. Incoming students are strongly encouraged to arrive at the start of the summer so they can work full time in a lab for several months before courses begin. Last year, the seven first-year students chose to join labs at the Dental School, the Primate Center, CROET, the Vollum Institute, the Neurology Department, and VAMC. In this way, the program provides support for individual labs campuswide.

The student publication record is exemplary. To date, they have published 92 articles. Post-graduation outcomes have also been excellent, and include:

All first-year students receive a $14,000 stipend plus fees. Money from training grants provides partial support for stipends, tuition, and fees for American citizens whose research interests fall within the rubric of the grants. Two training grants have been generated using the Neuroscience Graduate Program as the training environment for predoctoral candidates: Multidisciplinary Training in Neuroendocrinology ($332,000 total budget) and Training Program in Neuronal Signaling ($146,000 total budget). These grants have a total of eight predoctoral slots, each of which pays about $6,000 in tuition to OHSU each year. All teaching and office spaces for the program are located in the Vollum Institute. The library and facilities continue to amply meet the needs of the students.

M.A. in Applied Anthropology, OSU

In September 1991, the Board authorized OSU to offer an instructional program leading to an M.A. degree in Applied Anthropology, effective winter term 1992. An outgrowth of the M.A. in Interdisciplinary Studies (MAIS), the program is the only applied anthropology master's in the University System. (PSU and UO both offer master's degrees in anthropology.) Nonacademic needs in business and government have helped move the discipline to a more applied focus.

As originally conceived, the program would offer six concentrations: 1) business anthropology with an Asian focus; 2) cultural resource management; 3) historic archaeology; 4) language and cross-cultural communication; 5) health and culture; and 6) natural resources and communities. Each of these concentrations interlock around a common core of subject matter and overlap in terms of contributing faculty. A seventh concentration has been added -- First Americans -- which reflects the expertise of one of the newer faculty members. The only other modification anticipated in the future is to delete the Asian focus from the one concentration, thereby making it more generally "business anthropology."

Of the nine regular faculty members who originally offered the program, only three have left and each has been replaced. Resources shifted from the MAIS program and some external funding continue to support this program. Grants have been received from such agencies/efforts as: Women, Infants, and Children project; Linn County Welfare Study; and Effects of Natural and Anthropogenic Processes on Tillamook Bay and its Watershed. Although the program remains viable, there is a need to upgrade computers and archaeological equipment.

One feature of the program that was initially praised by the external reviewers and has been very successful is the required 6- to 12-credit internship. A sample listing of internship sites follows:

Currently, 29 students are enrolled in the program, and 26 degrees have been awarded since 1992. Of these graduates, eight are in Ph.D. programs, one is completing a second baccalaureate degree and applying to a Ph.D. program, and most of the others are employed (e.g., archaeology consultant, Thomas Jefferson Poplar Forest archaeologist, Bureau of Land Management in Prineville, director of international programs at the University of New Mexico). There has been a steady increase in the number of graduates from this program, growing from two in the early years to nine in 1998.

Ph.D. in Bioresource Engineering, OSU

In January 1991, the Board authorized OSU to offer an instructional program leading to a Ph.D. in Bioresource Engineering, which was implemented fall 1991. A relatively new field, bioresource engineering is the application of life science principles and engineering analysis to optimize the use and sustainability of biological resources. Prior to this program, graduate students wishing to pursue this field of study were forced to earn degrees in another department while engaging in bioresource engineering research. Consequently, students had to meet disciplinary requirements not necessarily pertinent to their graduate study in bioresource engineering. Implementation of this Ph.D. program responded to student demand as well as the growing need of Oregon's food and agricultural industries.

Bioresource engineers address such areas as problems related to the production, processing, and preservation of food, feed, and fiber; biological waste management and utilization; and agricultural and biological systems analysis. The program's curriculum is engineering based with strong emphasis on the life sciences. Research and extended education efforts of the department are concentrated in two major areas: bioprocess engineering and water resources engineering. There have been no major modifications in the program, and while some changes have been made in the courses offered, the overall direction of the program has remained unchanged. There has been no loss of faculty FTE, and little faculty turnover. Eleven faculty members (10.75 FTE) are central to the program and, additionally, other faculty serve as resources to the students. Resources are sufficient to continue offering this program.

Student response to the program has been favorable. In the original proposal, OSU anticipated an enrollment of ten students, with at least four graduating in the first five years. Actual numbers have exceeded those expectations. Currently, 15 students are enrolled in the program, eight of whom are women. The first degree was awarded in 1994 and, to date, 13 students have graduated. All of these graduates have been successful in gaining employment and are working in their area of interest.

B.A. in International Studies, OSU

In September 1992, the Board authorized OSU to offer an instructional program leading to a B.A. in International Studies, effective fall 1992. This is classified as a concurrent degree, to be awarded only in conjunction with another primary baccalaureate degree. The intent of this format is to provide all undergraduates the opportunity to develop a global perspective within the context of their chosen academic field. To be admitted, students must have a cumulative GPA of 2.75. To graduate with this degree, students are required to demonstrate proficiency in a foreign language equivalent to four years of college, complete a minimum ten-week study or internship abroad in an approved program, and complete an integrative senior project that focuses on understanding of global issues within the student's primary undergraduate major. The only foreseeable program modification would be the addition of a one-credit seminar course entitled "Introduction to Project or Thesis." This corresponds closely to a course required of University Honors College students.

The program requirements have led to student success, both in terms of academic rigor and post-graduation outcomes. Following are some examples of senior project titles, followed by that student's post-graduate activities. (The student's primary major is listed first in brackets.)

Student graduation rates have remained stable or grown each year, from four graduates in 1994 to 17 in 1998. Of the 40 total graduates prior to 1998, nine are in graduate school; ten work in business; and seven work in education, government, or nonprofit agencies.

A director (.33 FTE, nine-month appointment) and assistant director (.75 FTE, 12-month appointment) serve as staff to the program. Although current resources are adequate to continue supporting the program, an additional full-time person could increase student enrollment by approximately 50 percent. Several grants have been generated by this program. One grant for over one-quarter million dollars provided support for fourth-year language classes and scholarships for students to study abroad. That grant has ended, and additional resources are being sought.

Ph.D. in Molecular and Cellular Biology, OSU

In October 1992, the Board authorized OSU to offer an instructional program leading to a Ph.D. in Molecular and Cellular Biology (MCB), which was implemented fall 1992. MCB is an interdisciplinary approach to the study of molecular and cellular aspects of biological systems. OSU's program emphasizes molecular genetic techniques and interdisciplinary training with special emphasis on the application toward solving problems in the fields of agriculture and forestry, particularly in the plant sciences and virology.

Most of the courses and seminars necessary to implement the MCB program were in place at the time the program was proposed. Approximately 50 faculty members drawn from 12 departments in the Colleges of Agricultural Sciences, Forestry, and Science were involved. Criteria for faculty to join the program are: 1) research training in MCB; 2) an active research program in MCB; and 3) a willingness to participate in the teaching, recruiting, and administrative activities. It was acknowledged from the beginning that the composition of the MCB faculty would be subject to change as new faculty were added. Also, the status of each MCB faculty member is subject to review every five years by the MCB Executive Committee to determine whether their participation in the program is appropriate. Since its inception, the number of faculty in the MCB program has grown to 65 and includes several newly hired faculty whose research area is cell biology.

Admission standards were set higher than those required by other traditional departments in the biological sciences. Students must have a 3.3 or higher GPA, and their total GRE scores must rank in the top 10-20th percentile. There was little budgetary impact because the program is subsidized primarily by training grants and faculty research grants. Resources continue to be excellent.

No major modifications of the program have occurred or are anticipated. Three laboratory research rotations and two terms of student teaching are required, as well as Ph.D. preliminary exams (written and oral), a Ph.D. thesis, and a dissertation exam. Student outcomes have been commendable. One graduate has progressed directly to an assistant professorship at a liberal arts college, and the rest of the graduates are involved in postdoctoral work, as follows:

(No Board action required)



The performance measures and indicators initiative began in January 1997 with the adoption of four strategic goals by the Board of Higher Education. These goals are:

  1. Strengthen existing quality of instructional, research, and service programs;
  2. Expand access by students of different circumstances;
  3. Achieve cost-effectiveness appropriate to institutional missions; and
  4. Enhance employability of graduates.

These goals, which were written into law by the 1997 Oregon Legislature and later affirmed by the Governor, were used to guide the development of nine performance indicators: baccalaureate degree completion (a six-year graduation rate), graduate abilities, customer satisfaction, new students, student quality and diversity, graduate success and state needs, external resources and entrepreneurship, state's investment, and institutional management. At the November 1997 meeting, the Board approved a schedule for implementing the performance indicators in phases. OUS completed phase one for the System as a whole in March 1998 and for individual campuses in June 1998. Phase one involved reporting performance trends for the indicators for which data are already collected and maintained. Based on these data, the institutions set improvement targets for 2005 and outlined strategies to attain targets. Chancellor's staff will review the appropriateness of campus targets (e.g., Are they challenging enough? Are they attainable? How does the target compare to peer performance?). Discussions with campus leadership will be held to modify targets as needed. System targets will be based on an average weighted in proportion to an obvious property for each indicator (e.g., total credit enrollment). The institutions will report periodically to the Board on their progress toward achieving the 2005 targets.

At the June 1998 meeting, the Board directed Chancellor's staff to return in July 1998 with a format for a performance report and a recommendation for a process for "grading" System performance. The first report to the 1999 Legislature will be an assessment of System baseline performance for the indicators for which OUS already maintains data.

Purpose of the Performance Report

The vision of the Board of Higher Education for OUS is reflected in four overarching strategic goals designed to further meet the needs of the state. These goals -- quality, access, employability, and cost effectiveness -- stem from the common purposes for OUS units, yet recognize and nourish the different missions of the institutions.

Oregon's seven public universities serve diverse communities through their unique missions. The purpose of the System performance report is to demonstrate that OUS is accountable for the progress universities make. This annual report is designed to give the general public, elected officials, business leaders, and consumers of higher education a summary of the System's progress through the use of current information collected and analyzed by the Chancellor's staff. It is designed to be a balanced, accurate reflection of where the System excels, and where it needs to improve.

Performance Report Format

Experience gleaned from systems of higher education in other states that report performance to legislatures and the public suggests that limiting the number of indicators to the most salient and presenting the information in a simple and straightforward manner is the best approach. Several options for the format for this performance report are proposed.

In the format displayed on Tables 2 and 3, staff proposes levels to grade progress OUS makes toward the attainment of key performance measures and goals. These four levels are:

Exceeds targets. Performance exceeds targets; results compare favorably with established benchmarks or a high level of baseline performance is shown.

Meets targets. Improvement meets targets.

Improving performance. Progress has been made, but improvement falls short of targets.

Needs improvement. No evidence of positive change, or performance is below standard or changing in undesirable directions.

The Process

Staff suggests the Board follow a process for evaluating System performance.

  1. A committee composed of Board members and, at the discretion of the Board, external representatives will be convened in fall 1998, and every two years thereafter, to review System and university performance.
  2. Prior to this meeting, OUS institutions will be asked to complete a self-assessment of baseline performance using the trend data reported in the June 1998 report.
  3. The self-assessments will be reviewed, along with other factors, by the committee in evaluating each measure.
  4. These evaluations will reflect a consensus of the committee and its best efforts to measure value, assess trends, and validate targets for ongoing improvement and communication.
  5. The indicators in the 1998 Performance Report will serve as a baseline against which future performance will be measured and reported in subsequent Performance Reports.

Discussion Issues

Several issues require the Board's attention.

(No Board action required)