A New Governance Model for Portland State University Presentation to the Faculty Senate President Wim Wiewel, October 7, 2013
Christine Vernier, Co-founder and CFO, Vernier Software & Technology
Swati Adarkar, President and CEO, Children’s Institute
Gale Castillo, President, Hispanic Metropolitan Chamber
Paul J. De Muniz, Former Chief Justice, Oregon Supreme Court
Sho Dozono, President and CEO, Azumano Travel
James Francesconi, Attorney; Member, Board of Higher Education
Fariborz Maseeh, Founder, IntelliSense Corp., Massiah Foundation
Thomas J. Imeson, Member, PSU Foundation Board; Public Affairs Director, Port of Portland
Rick Miller, Founder and Chairman, Avamere Group
Pete Nickerson, Co-founder and Principal, Chinus Asset Management; Past Chair, PSU Foundation Board
Peter Stott, President, Columbia Investments, Ltd.; Member, PSU Foundation Board
Maude Hines, PSU Associate Professor of English
Pamela Campos-Palma, Student, Veteran and Reservist
Erica Bestpitch, Administrative Program Assistant, Women’s Resource Center
Wim Wiewel, President, Portland State University
The Board’s Responsibili2es
• Determining the mission of the University and ensuring that the mission is kept current and aligned with public purposes.
• Establishing the University’s strategic direc2on. • Charging the President with the task of periodically leading a strategic planning process;
par2cipa2ng in the strategic planning process; approving the strategic plan, and monitoring its effec2veness.
• Selec2ng, suppor2ng, and evalua2ng the President and reviewing the President’s compensa2on. • Ensuring the University’s fiscal integrity; overseeing the University’s financial resources and other
assets; and preserving and protec2ng the University’s assets for posterity. • Ensuring and protec2ng, within the context of faculty shared governance, the educa2onal quality of
the University and its academic programs; and preserving and protec2ng the University’s autonomy, academic freedom, and the public purposes of higher educa2on.
• Ensuring that Board policies and procedures are current and properly implemented. • Engaging regularly, in concert with senior administra2on, with the University’s major
cons2tuencies. • Conduc2ng the Board’s business in an exemplary fashion and with appropriate transparency,
adhering to the highest ethical standards and complying with applicable open-‐mee2ng and public-‐record laws.
• Ensuring the currency of Board governance policies and prac2ces. • Periodically assessing the performance of the Board, its commiLees, and its members.
Shared Governance “The ul2mate responsibility for the ins2tu2on rests in its governing board. Boards cannot delegate their fiduciary responsibility for the academic integrity and financial health of the ins2tu2on. Tradi2onally, and for prac2cal reasons, boards delegate some kinds of authority to other stakeholders with the implicit and some2mes explicit condi2on that the board reserve the right to ques2on, challenge, and occasionally override decisions or proposals it judges to be inconsistent with the mission, integrity, or financial posi2on of the ins2tu2on.” “Governing boards should state explicitly who has the authority for what kinds of decisions—that is, to which persons or bodies it has delegated authority and whether that delega2on is subject to board review. For example, curricular maLers and decisions regarding individual faculty appointments, promo2ons, and contract renewal normally would fall within the delegated decision-‐making authority of appropriate faculty and administra2ve en22es opera2ng within the framework of policies and delega2ons of the board.” “Boards and chief execu2ves should establish deadlines for the conclusion of various consulta2ve and decision-‐making processes with the clear understanding that failure to act in accordance with these deadlines will mean that the next highest level in the governance process may choose to act. While respec2ng the some2mes lengthy processes of academic governance, a single individual or group should not be empowered to impede decisions through inac2on.”
From: AGB Board Basics—AGB Statement on Ins2tu2onal Governance and Governing in the Public Trust: External Influences on Colleges and Universi2es
Post-‐SB 270 Structure
The Higher Educa2on Coordina2ng Commission
The HECC is responsible for: • Development of a consolidated higher ed budget request, a[er
receiving the budget requests from each ins2tu2onal Board of Trustees;
• Alloca2ng legisla2vely approved resources; • Review and approval of ins2tu2onal requests for state bonds for
capital projects; • Review and approval of significant changes to the academic
program of universi2es and community colleges, such as new schools, colleges or campuses;
• Approval of new degrees; • Approval of university missions statements; and • Approval of any proposed tui2on increases of more than 5% for
resident undergraduate students.