1999-2001 STRATEGIC OBJECTIVES

Staff Report to the Committee

The October 21-22, 1999, Board renewal work session enabled the Board and institution presidents to debate the major issues facing the citizens of Oregon and the ability of OUS to meet their expectations. The Renewal concluded with a commitment to advance the strategic planning process for the System at every level. Following the renewal, staff worked with the System Strategic Planning Committee to refine objectives and identify those already in process.

Four strategic initiatives and their supporting activities are identified in the tables below.

Staff Recommendation to the Committee

Staff recommends that the System Strategic Planning Committee request the Board's endorsement of the following strategic initiatives for 1999-2001, which are consistent with its four overarching goals (access, quality; cost effectiveness, and employability) and its performance measures and indicators. Staff also recommends consideration of the suggested workplan for the biennium.

COMMITTEE RECOMMENDATION:

BOARD ACTION:

Formulation of a Statement of Strategic Objectives 1999-2001:
Quality and Excellence in Oregon Higher Education

Objective Responsible Entities* Plan for Board Discussion
1. Assure access to all qualified Oregonians
  • Continue work to ease student transfer as they move among educational institutions
  • Update and expand off-campus opportunities and capabilities, including University Centers and student support services such as libraries
  • Address barriers to access that affect student participation (e.g., financial aid, child care, health insurance)
  • Increase the quality and quantity of high school graduates
  • Implement PASS to align with Oregon's K-12 school reform plan
  • Advance diversity


Campuses/Joint Boards Articulation Commission

Campuses/OUS/EdJBWG/full Board


Campuses/
SSP Committee


Campuses/Joint Boards of Education


Campuses/OUS Academic Affairs/EdJBWG

Campuses









2. Ensure excellence of OUS
  • Prioritize and incent enrollment and program growth and innovation
  • Attract and retain the best faculty and staff possible to assure top quality education--campuses will be asked to submit plans
  • Upgrade laboratory teaching facilities and computer networking and instrumentation to ensure that students on- and off-campus graduate with the technical skills needed by the workforce
  • Provide all students with the latest learning and computer technologies to allow them to effectively perform in the workforce and be lifelong critical thinkers and learners
  • Align and link state needs and economic infrastructure to higher education direction
  • Align with business leadership


OUS/Joint B&F and SSP Committees

Campuses/Joint B&F and SSP Committees

B&F Committee



Campuses




EDJBWG/
Business Alliances

Campuses/EDJBWG





3. Build Oregon's future knowledge capacity
  • Identify and assist emerging industries that contribute to growth, wealth, and high paying jobs for the state
  • Serve as a source of knowledge on issues of importance to communities in the state in the arts, social issues, economic development and innovation
  • Enable increased research and development to address future economic, technological, and societal challenges and opportunities that Oregonians will face in the coming decades
  • Develop research and development partnerships among academic institutions, government agencies, and the private sector
  • Promote and facilitate knowledge and technology transfer between the academic and private sectors



EDJBWG/Campuses



Campuses




Campuses






Campuses/EDJBWG/Business Alliances



Campuses/EDJBWG/Business Alliances

























4. Contribute to the current workforce needs of the state and its communities
  • Provide current communities, agencies, and industries and emerging growth companies in the state with highly skilled graduates
  • Fulfill the state's need for high quality teachers in pre-K-12
  • Produce graduates who can fill current state shortages in engineering, applied science, and computer science
  • Support graduate programs that produce highly competent professionals who will be leaders in developing Oregon's future



Campuses







w/Engineering Technology Industry Council


Campuses

















* B&F=Budget and Finance Committee
SSP=System Strategic Planning Committee
EdJBWG=Education Joint Boards Working Group
EDJBWG=Economic Development Joint Boards Working Group

Current work of the Budget and Finance and System Strategic Planning Committees includes, but is not limited to:

Budget and Finance

1) Reviewing the resource allocation process

2) Considering the new accountability framework

3) Reviewing and recommending the 2001-2003 biennial capital and operating budget requests

System Strategic Planning

1) Developing a framework for considering collaboration, new initiatives, and innovation (e.g., development of University Centers, regional and private partnerships)

2) Defining parameters for greater campus autonomy, discretion, and program accountability

3) Clarifying the balance between institutional prerogatives for autonomy and avoiding unnecessary programmatic duplication

CONFLICT OF INTEREST POLICY STATEMENT

Staff Report to the Committee

The Strategic Planning Committee of the Board, as part of its effort to assess the currency of Board policies, charged a Subcommittee with review of the policy on conflict of interest. The Subcommittee's review included: 1) the current Board policy of 1977; 2) Oregon General Statute and Legislative Bills; and 3) publications from the Association of Governing Boards. Committee analysis and resulting recommendations focus on the extent of current legislation and the need for Board policy to augment and emphasize implementation procedures and potential conflicts inherent to higher education.

Below is the existing statement as approved by the Board in 1977:

POLICY STATEMENT REGARDING CONFLICT OF INTEREST
(Adopted by the Oregon State Board of Higher Education,
Meeting #437, April 29, 1977, pp. 355 - 356.)

All employees of the Department of Higher Education shall be informed of the requirements of federal, state, and local laws relating to employee conflicts of interest, including Oregon Constitution, Article XV, Section 7, and ORS Chapter 244. Any employee involved in a potential conflict of interest shall immediately notify in writing the employee's appointing authority, or the person serving in that capacity, of the nature of the potential conflict and request that the appointing authority dispose of the matter giving rise to the potential conflict.

All Board members, the Chancellor, the Vice Chancellors, the Presidents, and the Vice Presidents of this Department shall file annually with the Oregon Government Ethics Commission a verified statement of economic interests. No employee shall accept any outside employment which will discredit or embarrass the employee's institution, the Department of Higher Education, or the State of Oregon. Before accepting any outside employment, all employees shall comply with AR 41.040.

Any employee of the Department in a position to influence or make recommendations concerning the award of any contract who is an officer, agent, or member of or directly or indirectly interested in the pecuniary profits or contracts or any corporation, association, or partnership which is doing business or seeking to do business with the Department of Higher Education shall be considered to have a potential conflict of interest.

Upon adoption of this policy, the text of this policy statement, and of Article XV, Section 7, of the Oregon Constitution, or pertinent portions of ORS Chapter 244, and of AR 41.040 and AR 42.210 shall be widely disseminated and made available to each current and new employee. (In the 1979 revision of the administrative rules, AR 41.040 became OAR 580-21-025, and AR 42.210 was deleted as being too restrictive.)

Below is the statement that would be used to update the 1977 policy, as recommended by the System Strategic Planning Subcommittee charged with review of conflict of interest:

OREGON STATE BOARD OF HIGHER EDUCATION
BOARD MEMBER CONFLICTS OF INTEREST
1999 VERSION TO BE MERGED INTO 1977 STATEMENT

It is recognized that members of the Board of Higher Education are appointed to serve interests and needs of higher education in the state of Oregon. The fulfillment of this charge requires strict adherence to the highest standards of ethical behavior.

The Board recognizes that the standards that govern this conduct are fully set forth in ORS Chapter 244 et seq. It is therefore the policy of the Board of Higher Education that all members, upon confirmation of appointment, and periodically thereafter, be made aware of the requirements of this law, or, subsequent versions thereof. It is the Board's intent that this policy, or others adopted in furtherance of its purposes, be viewed and utilized as elaboration and guidance and that the statutory requirements set forth in Oregon law are binding authority to which members must adhere.

The Board member is encouraged to examine prospective issues at the earliest opportunity for the potential of a conflict of interest and are reminded that compliance with the statutory requirements often require sensitivity to avoiding the appearance of impropriety. Members are to consult with the chair of the Board and/or counsel to the Board for guidance where appropriate.

The Board further recognizes that persons appointed to this body bring long and valued histories of service to other segments of the state. These services often include advocacy on behalf of member institutions, particular regions of the state or groups served by the Board to include faculty, students, and alumni. All Board members are hereby charged with embracing the statewide and Systemwide duties of Board membership. Each member is reminded that by accepting membership on the Board they agree to serve the general good and welfare of the whole of higher education in the State of Oregon.

Staff Recommendation to the Committee

Staff recommends that the Conflict of Interest Subcommittee adopt the draft policy statement that will be used to update the 1977 policy. Upon consideration and approval by the System Strategic Planning Committee, the modified policy statement will be presented to the full Board for its final approval at a later date.

COMMITTEE RECOMMENDATION:

BOARD ACTION: (consent agenda)

OUS INSTITUTIONAL PREAMBLES AND MISSIONS

Background

In July 1998, the Board's Governance and Structure Committee recommended review of all institution mission statements. A Subcommittee was formed and, after full Committee consideration and approval, their recommendations were forwarded to the Board in October 1998. In summary, the Committee recommended:

The Board approved the recommendations. Subsequently, at its June 1999 meeting, the Board's System Strategic Planning Committee (formerly Governance and Structure) discussed the progress on the mission revisions and preamble development. In July 1999, the Committee examined each institution's submission in more depth and offered comment for further consideration. In response, additional revision was undertaken by some of the campuses. The preambles and mission statements for all OUS institutions are presented in their entirety.

OUS INSTITUTIONAL PREAMBLES AND MISSION STATEMENTS

Eastern Oregon University

Preamble

As a proud member of the Oregon University System, Eastern Oregon University's strategy is to serve as the selective public undergraduate institution for Oregon. While offering a high-quality residential undergraduate program, EOU is also recognized as a national leader in providing distance education programs. EOU contributes in key ways to the fulfillment of the mission of the Oregon University System by providing qualified Oregonians throughout the state with the opportunity to access a full range of educational programs.

First, we provide access to a comprehensive range of baccalaureate degree programs for a geographical region comprising close to half the state.

Second, in the area of teacher preparation, we provide a major component of the commitments of the Oregon University System to meet the needs for postsecondary education in central Oregon.

Third, we work with every OUS sister institution ­ Oregon Institute of Technology, Oregon State University, Portland State University, Southern Oregon University, University of Oregon, Western Oregon University, and Oregon Health Sciences University ­ and a number of community colleges ­ Blue Mountain Community College, Chemeketa Community College, Central Oregon Community College, Mt. Hood Community College, and Treasure Valley Community College ­ to collaboratively and efficiently respond to targeted needs for higher education.

Fourth, we work with corporate partners to meet the needs that corporations anywhere in Oregon have to provide their employees with customized baccalaureate-completion programs designed and delivered in a timely fashion.

Fifth, we extend six baccalaureate degree programs throughout Oregon to meet the educational needs of place- and time-bound citizens. We also extend a Master's of Teacher Education across our region and to targeted areas of need.

Mission

Eastern Oregon University is an exemplary student-centered institution. We are dedicated to serving Oregon and beyond through intellectually challenging and personalized programs of instruction, research, and service. We have a special commitment to the educational, social, cultural, and economic needs of eastern Oregon.

Vision

We focus on learning.

We value a sense of place.

Oregon Institute of Technology

Preamble

As the OUS institution with a focused mission to deliver technology education statewide, Oregon Institute of Technology develops and maintains partnerships with public and private institutions, businesses and industries, health care organizations, and government agencies to ensure quality programs that meet the needs of students and the organizations that employ them. Increasingly, OIT is participating in initiatives to increase access to its technology programs by sharing facilities and human resources with other OUS institutions and community colleges throughout the state.

Mission and Objectives

Oregon Institute of Technology, the only public institute of technology in the Pacific Northwest, provides degree programs in engineering and health technologies, management, communications, and applied sciences that prepare students to be effective participants in their professional, public, and international communities. Six objectives are central to our mission:

1. Provide degree programs that enable graduates to obtain the knowledge and skills necessary for immediate employment.

2. Enable students to be effective communicators, responsible citizens, and lifelong learners by assisting them in the development of critical thinking and problem-solving skills, and ethical and cultural awareness.

3. Offer continuing and distance education and advanced professional studies to meet the emerging needs of today's citizens.

4. Provide informational and technical expertise to regional, state, national, and global publics in applied research.

5. Develop and maintain partnerships with public and private institutions, business and industry, and government agencies to ensure quality programs that meet the needs of students and the organizations that employ them.

6. Provide statewide access to address the needs of the Oregon workforce.

Oregon State University

Preamble

Oregon State University is a comprehensive, public, Research I university and a member of the Oregon University System. It is the state's land-grant, sea-grant, and space-grant institution, and has programs and faculty located in every county of the state. OSU views the state of Oregon as its campus and works in partnership with Oregon community colleges and other OUS institutions to provide access to educational programs.

Mission

Oregon State University aspires to stimulate a lasting attitude of inquiry, openness, and social responsibility. To meet these aspirations, we are committed to providing excellent academic programs, educational experiences, and creative scholarship.

Goals

Three strategic goals guide Oregon State University in meeting its mission.

Statewide Campus.

Oregon State University has a historic and unique role in Oregon. As a land-grant university, our heritage is articulated in the statement "the state of Oregon is the campus of Oregon State University." We emphasize the importance of extending the University into every community in Oregon. OSU will provide learning opportunities for Oregonians, and will create and apply knowledge that contributes to the prosperity of the state and its quality of life.

Compelling Learning Experience.

Oregon State University is committed to creating an atmosphere of intellectual curiosity, academic freedom, diversity, and personal empowerment. This will enable everyone to learn with and from others. This compelling learning experience celebrates knowledge; encourages personal growth and awareness; acknowledges the benefits of diverse experiences, world views, learning styles, and values; and engenders personal and societal values that benefit the individual and society. OSU will develop curricula based on sound disciplinary knowledge and input from practitioners. Students will acquire skills and knowledge for a lifetime of learning and will be involved in scholarly and creative pursuits.

Top-Tier University.

Oregon State University aspires to be a top-tier university. It is a Carnegie Research I University, a sea-grant institution and space-grant program, in addition to being a land-grant institution. We will measure our success by: the caliber of entering students, the accomplishments of students and alumni, the quality of the faculty, the quality of instructional and research facilities, the effectiveness and productivity of engagement with businesses and constituents, and the support for research and scholarship.

Values

Oregon State University recognizes that our mission and goals must be supported by sound institutional values. As we pursue our mission and goals, we recognize that the individuals composing our extended University community are the source of our creativity, reputation, and provide vitality. The following values are fundamental to our success:

Accountability. We are committed stewards of the loyalty and goodwill of our alumni and friends, and the human, fiscal, and physical resources entrusted to us.

Diversity. We value diversity because it enhances our education and because it provides tools to be culturally respectful, professionally competent, and socially responsible.

Respect. We encourage respect, humanity, and integrity in our treatment of each other, and we care for the well-being and safety of others.

Responsibility. We have a responsibility to society to contribute to its social, cultural, political, aesthetic, ethical, and economic well-being.

Truth. We honor and impart principles of academic honesty, freedom, truth, and integrity.

Portland State University

Preamble

As part of the Oregon University System, Portland State University's vision is to enhance recognition of the value of higher education by continually strengthening the metropolitan environment and utilizing that strength for its own growth toward standards of excellence in accessible high-quality research, teaching, and outreach programs. As a microcosm of the global society, the metropolitan environment becomes a laboratory for Portland State in this vision. It is the vision of a university that will set the standard for institutions located in an urban setting.

Mission

The mission of Portland State University is to enhance the intellectual, social, cultural, and economic qualities of urban life by providing access throughout the life span to a quality liberal education for undergraduates and an appropriate array of professional and graduate programs especially relevant to metropolitan areas. The University conducts research and community service that support a high-quality educational environment and reflect issues important to the region. It actively promotes the development of a network of educational institutions to serve the community.

Southern Oregon University

Preamble

Southern Oregon University is the only comprehensive liberal arts and sciences institution, public or private, in the southern half of the state. With this unique location, Southern is the primary access for regional students, but also serves as the small, comprehensive liberal arts and sciences university for all Oregonians. We complement our programs through cooperation with other OUS institutions, particularly with Oregon Institute of Technology, Portland State University, and the Oregon Health Sciences University. Partnerships with Oregon's community colleges and two University Centers lead to articulated programs, economic development opportunities, and cultural enrichment. As a center of excellence for the fine and performing arts, Southern serves as a resource for the state in theatre, art, arts management, and music.

Mission

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. The campus combines many of the best features of both the private and public college: small-enrollment classes; teachers who know and work directly with their students; and a faculty and staff fully committed to education, both in and beyond the classroom, on and off campus. Southern Oregon University is designated as a center of excellence in the fine and performing arts.

The University principally serves students from southern Oregon, but increasingly attracts them from the West and Northwest. It brings students of all ages together in traditional undergraduate programs, education for the professions, graduate education, and lifelong-learning programs. Through the University's core curriculum, students share in a common intellectual enterprise, mastering specific information and applying critical-thinking skills they have learned in the community and international settings. Students are encouraged to engage in significant undergraduate research. They also become technologically literate, learn to communicate clearly and effectively, and explore ethical issues and define social and personal values.

Six elements are central to this mission:

1. A supportive and responsive faculty and staff committed to student learning, undergraduate research, community service, and teaching informed by scholarship;

2. A rigorous curriculum and co-curricular activities that will prepare students to lead constructive and civically responsible lives, be successful in a global society, and continue to learn throughout their lifetimes;

3. Diversity of students, faculty, and staff;

4. A natural and cultural environment that enhances the University's programs and provides a greater variety of opportunities for its students;

5. A commitment to service, distance learning, and to full and appropriate partnerships with the community and region; and

6. An attractive, well-equipped, and secure campus.

University of Oregon

Preamble

The University of Oregon is a comprehensive research university that serves its students and the people of Oregon, the nation, and the world through the creation and transfer of knowledge in the liberal arts, the natural and social sciences, and the professions. It is the Association of American Universities flagship institution in the Oregon University System. The following statement describes the mission of the University of Oregon and the ways in which it contributes to the Oregon University System.

Mission

The University is a community of scholars dedicated to the highest standards of academic inquiry, learning, and service. Recognizing that knowledge is the fundamental wealth of civilization, the University strives to enrich the public that sustains it through:

Western Oregon University

Preamble

Western Oregon University, a member of the Oregon University System, is the only mid-size public, comprehensive university in the Willamette Valley, the state's population center. It is Oregon's oldest public university. WOU offers exemplary programs in the liberal arts and sciences, teacher education, criminal justice, business administration, computer science, and fire services administration in a caring and nurturing learning environment. WOU works to ensure the success of Oregon through partnerships with community colleges; other OUS institutions; state, local, and national governments; and communities across the state.

Mission

Western Oregon University provides a comprehensive higher education experience, including teaching, learning, and research activities; cultural opportunities; and public service. Campus and distance education programs prepare students to contribute to the economy, culture, and society of Oregon, the nation, and the world.

Staff Recommendation to the Committee

Staff recommends the System Strategic Planning Committee consider, as submitted above, (1) the preambles for all OUS institutions and the revised mission statements for Eastern Oregon University, Oregon Institute of Technology, Oregon State University, Portland State University, and Western Oregon University, and (2) make a Committee recommendation to the Board.

COMMITTEE ACTION:

BOARD ACTION: (consent agenda)

B.A./B.S., PHILOSOPHY, WOU

Staff Report to the Committee

Western Oregon University proposes to offer a baccalaureate degree program in philosophy, effective immediately. This proposed program builds on WOU's current minor and philosophy concentration within the humanities major. The overall goal of the major is to nurture the development of reason by providing students with the foundations of classical to contemporary Western philosophy. Students will also acquire knowledge of some non-Western philosophy and alternative world views.

When developing the curriculum for this major, WOU adhered to the American Philosophical Association's guidelines. In addition to the required general education, minor, and elective courses, students will complete 63 credits in the Philosophy major, 36 of which are upper division. All of the courses necessary to offer this program are currently in place. The proposed program will include courses in ethics, logic and critical thinking, epistemology, metaphysics, social and political philosophy, philosophy of mind, aesthetics, and the entire history of philosophy. WOU will also offer specialized courses relating philosophy to other areas and disciplines, such as science, law, and education. The senior capstone course will require students to complete a project exploring the application of philosophy to their anticipated career.

An undergraduate major in philosophy is currently available at OSU, UO, and PSU. EOU offers a degree in Philosophy, Economics, and Political Science. In 1997-98, the Oregon University System awarded 52 baccalaureate degrees in philosophy. WOU expects similarly modest enrollments (three to five students per year) in the major.

Small enrollments do not denote insignificance, however. Numerous factors underline the critical need for citizens and employees who can reason well, analyze and understand diverse strategies and viewpoints, and identify and interpret philosophical positions. For example, emerging and expanding biotechnology initiatives require such skills when analyzing the ethical, cultural, environmental, health, political, and economic impacts of the biotechnology.

A degree in philosophy provides a strong foundation for any number of career pathways. Students graduating from this program would be prepared for any number of professional degrees that emphasize critical thinking, logical reasoning, and careful argumentation (e.g., law, medicine). The study of philosophy develops problem-solving skills, provides exposure to many different perspectives, and fosters the ability to work collaboratively. Additionally, much of the coursework of philosophy is devoted to social and economic justice.

Resources are sufficient to offer this program. In fall 1998, a full-time, tenure-track philosophy faculty member was hired, bringing the total to three. Although relevant library holdings at WOU are sparse in some areas, the ORBIS system of materials sharing with member institutions will strengthen the program. Furthermore, with construction of the new library and as funds are available, a budget priority will be to improve the philosophy holdings. All other necessary facilities, staff, and equipment are in place.

All appropriate University committees and the Academic Council have positively reviewed the proposed program.

Staff Recommendation to the Committee

Staff recommends that the Board authorize Western Oregon University to establish a program leading to the B.A./B.S. degree in Philosophy. The program would be effective immediately, and the OUS Office of Academic Affairs would conduct a follow-up review in the 2004-05 academic year.

COMMITTEE RECOMMENDATION:

BOARD ACTION: (consent agenda)

M.S., SOCIAL POLICY, WOU

Staff Report to the Committee

Western Oregon University seeks Board authorization to offer an interdisciplinary academic program leading to the M.S. in Social Policy. The proposed program will draw from the academic disciplines of political science, public policy and administration, psychology, and sociology. It is designed to provide graduate-level social science instruction regarding the values, context, and dynamics associated with the development and implementation of effective social policy. Students will be exposed to critical theories, empirical methods and evidence, and practical experiences in social problems/issues, government, nonprofit, and private-sector policies and administration. The overarching goal is to produce graduates capable of creative and rigorous social analysis who are equipped with the educational framework and practical experience to positively influence social policy.

Students will be required to complete 45 graduate credits--27 core course credits, taken during the first year; 15 credits of electives; 180 clock hours of practicum; and a thesis project either from one of the academic disciplines of psychology, sociology, or political science, or from a combination of those disciplines. The thesis requirement may be met by the production of an original thesis project or policy analysis document appropriate to a graduate degree. All core courses will be open to graduate students only.

This proposed program does not represent duplication of academic programs within the System. The closest master's degrees are public administration (PSU, UO) and social work (PSU). Although related, the Social Policy program fills a unique niche, falling between the objectives of public administration and social work. M.S.W. programs have a therapeutic approach based on psychological and sociological models and public administration focuses on administrative leadership and functions, whereas students in Social Policy would concentrate on policy research, creation, and analysis.

The need for graduates with this set of interdisciplinary skills is clear, given the complex, diverse, and interrelated society in which we live. Social change, multiple policy options, various and often conflicting or competing interests, economic realities, political contexts, and many other variables interrelate and influence the complex and dynamic nature of social policy. Oregon, and indeed the nation, will continue to need broadly trained professionals capable of identifying, defining, and responding effectively to social problems. Graduates of this proposed program will be qualified for professional, managerial, and research positions within social service and related agencies of federal, state, or local governments, and private and nonprofit organizations. WOU anticipates significant interest in this program, partly because of the large concentration of state government and nonprofit agencies in the mid-Willamette Valley. Internships may be secured with any number of groups (e.g., government relations offices, legislature, neighborhood organizations, lobbying firms, nonprofit organizations).

WOU estimates 12 to 20 students would enter the program each year, with 8 to 15 graduates projected per year within five years. This degree program would serve two principal groups: professionals already working in social services for private nonprofit or public organizations who seek to enhance their skills and credentials through graduate education, and recent graduates from WOU and other institutions. Because of the anticipated large enrollments of working professionals, the core courses will be taught during evening hours.

The program will be offered collaboratively by faculty in WOU's Social Science Division. By fall 2000, three new tenure-track faculty will be hired in Economics, Psychology, and Sociology. In addition to supporting some of the core courses, these new faculty will accept some course reassignments to allow senior teaching staff to devote more time to master's-level coursework for the program.

The current library collections are adequate to support this program. However, planned investments in the library for the first three to five years will secure additional reference materials and specific journal indices (e.g., Social Science Citation Index). All other facilities and resources are in place to offer the program.

All appropriate University committees and the Academic Council have positively reviewed the proposed program. WOU made a number of program modifications in response to recommendations of the external review team. For instance, core courses will be available to graduate students only. Also, an advisory council will be formed. Composed of five representatives from government and nonprofit agencies and two WOU faculty members who teach in the Social Policy program, this group will meet twice a year to consider curriculum effectiveness, student recruitment, and faculty research support issues.

Staff Recommendation to the Committee

Staff recommends that the Board authorize Western Oregon University to establish a program leading to the M.S. degree in Social Policy. The program would be effective fall term 2000, and the OUS Office of Academic Affairs would conduct a follow-up review in the 2005-06 academic year.

COMMITTEE RECOMMENDATION:

BOARD ACTION: (consent agenda)