President Schill on UO, excellence

From his “Open Mike” emails:

Dear Colleagues,

As I look at my calendar, I am excited about the start of the new academic year and eager to welcome our students back to campus. While every fall brings a fresh opportunity for us to build upon our high aspirations for the university, this year is especially thrilling. We have a year of strong momentum at our backs—fueled by the arrival of new academic leadership and brisk faculty hiring; the launch of the Oregon Commitment for student success and on-time graduation; strong research collaborations reported almost daily in Around the O; the creation of new diversity and inclusion initiatives; the opening of the renovated EMU; the achievements of our athletes on campus and in Rio; and our passage of the halfway mark in our $2 billion campaign. The enthusiasm on campus is palpable.

In my “sophomore year” as president, I will not slow the pace of progress. In fact, we must accelerate our work to ensure that the new initiatives we have begun are successful and fully realized. As many of you may remember, in my investiture speech last June I talked about how important it was for our university to constantly strive for excellence in everything we do—particularly in our work to create new knowledge and to pass this knowledge on to our students.

But what do I mean by excellence? Some members of our community hear the word “excellence” and yawn—treating the word as a noun with no content. However, I strongly believe that while it may be difficult to define in a few sentences, excellence does indeed mean something and must guide us as we move our university forward. I was once told by a very wise mentor to be careful of people who believe that there is only one type of excellence and that they know what that is. Excellence in an educational institution can take many forms and be found in virtually all of our disciplines.

Indeed, at the UO I see excellence around me every day. With respect to research, I see faculty members in the humanities and social sciences filling my bookshelves with extraordinary books that examine the history of religion and gender, the determinants of social movements and language, or the economics of trade and the politics in the United States. From our professional schools, I read books that probe environmental legal issues, analyze global markets, illuminate media trends, display wonderful art and design, and I listen to CDs of beautiful music—all created by members of the UO faculty. I read (or try to read) articles authored by our faculty on genetics and molecular biology, green chemistry and high energy physics, algebraic geometry, and exercise physiology. I host dinners with faculty members who have earned early career research grants, been inducted into the national academies, and earned recognition and honors for their books and publications. Their accomplishments take my breath away.

I also get to celebrate excellence in teaching. I sometimes have the opportunity to sit in on a lecture where I can hear firsthand a faculty member’s mastery of a subject. I have also had the privilege of surprising faculty members in their classrooms with distinguished teaching awards to the applause of students. And perhaps most significantly, I have talked one-on-one with so many students about faculty members who have changed their lives by opening them up to new worlds and insights.

Does the fact that there are different types of excellence mean that all scholarship is equally important or that excellence can only be found in the eye of the beholder? Of course not. Our profession guards excellence with peer review. While we at the University of Oregon certainly get to weigh in on what is excellent, we also look externally to our disciplines and our peers to ensure that we have sufficiently high aspirations that are undistorted by personalities, politics, or self-interest. The surest way to mediocrity is to tell ourselves that the metrics widely adopted in peer review don’t apply to us. While objective indicators such as those provided by the AAU, Academic Analytics, or the National Research Council may not always put us in a flattering light, the appropriate response isn’t to ignore or disparage them. Instead, where the indicators are appropriate we should redouble our efforts to get better. And where the indicators are inapt, we should strive to understand where they fall short and supplement them with other indicia.

As for me, as many of you have come to understand, I hold traditional academic values. Academic excellence is built on research faculty members who are ambitious and productive scholars like so many I have met over the past year. Excellence is reflected by peers who read what we write and find it valuable. Excellence is reflected in productivity, in the striving to create knowledge, and in the desire to transmit knowledge to the next generation. Excellence is reflected by success in getting peer-awarded research grants, recognition, exhibits, and lectures. As we build our faculty, it is this excellence that I will seek to encourage and promote.

One way that we will build academic excellence is to retain our outstanding scholars and recruit more extraordinary professors, researchers, and graduate students to the university. In the sciences we need to provide the facilities that will make possible discovery and invention. In the nonscientific fields, we need to find ways to expand seed support for research, summer support, and, where possible, teaching relief. We need to make sure that merit-based compensation truly rewards merit. And we must break down any barriers that exist to doing what we have always done best—interdisciplinary research.

In short, we need to incentivize excellence throughout our university. Last year we made a number of decisions that reflect this commitment. The Graduate School allocated new graduate fellowships to departments that had strong records in on-time degrees, placement, and student satisfaction. New faculty hiring was focused in departments with high productivity and clusters with strong academic leadership. In the coming year, the new financial model will reward departments that both attract students and reflect excellence in research productivity.

Our state deserves a world-class flagship university devoted to the principles of academic excellence. I will do everything in my power to make that happen. I invite all of you to join me in that endeavor. If you have further ideas about what we can do to support this mission, please send an e-mail to pres@uoregon.edu. I look forward to the coming academic year and wish you a wonderful start to the fall term.

Sincerely,
Mike

Faculty delight as “inane and insulting” 160over90 branders chased off campus

7/20/2016 update: “What If” President Schill carried through on his promise to redirect 160over90’s branding bucks to new faculty hires? He has, as “Around the O” reports here.

1/20/2015: Faculty delight as “inane and insulting” 160over90 branders chased off campus

Kellie Woodhouse of InsideHigherEd has a report with many interesting quotes, here:

The University of Oregon’s decision to cut back its multimillion-dollar branding campaign has many faculty at the institution cheering. …

The change of course appears to have built good will among faculty members, many of whom complained the “If” campaign is too generic. A video for the campaign, for example, shows vague scenes and programs from Oregon’s campus, and doesn’t highlight with any detail the specific academic programs at the university.

“The original campaign was inane and insulting, and we were really disappointed that the Board of Trustees and our former president decided to spend that much money on advertising instead of addressing the university’s real problems,” said Bill Harbaugh, an economics professor and president-elect of the Oregon’s University Senate.

The quotes from President Schill’s new VP for Communications Kyle Henley are circumspect about the quality of 160over90’s work and the financial gains from ending the contract, as should be expected given the Chair of UO’s Board of Trustees past support for the branding:

Chuck Lillis, president of the UO Board of Trustees, built a $60-billion-plus empire on his background in marketing. Lillis earned a doctorate in marketing at the UO in 1972. …

Lillis, the inaugural chairman of the UO board — and $14 million donor to the UO business college — is squarely behind the 160over90 campaign.

“We can’t spend $3 million more intelligently than this,” he said recently.

That’s OK, Kenley deserves plenty of respect for doing the deed.

1/17/2016: UO Pres Mike Schill uses 160over90 ad firm to establish his “academic brand”

By firing their useless asses and putting the money to hiring new faculty for UO.

Schill is getting a lot of positive press for this. Diane Dietz’s report in the RG on Thursday now has 3.6K Facebook likes, including plenty of faculty nationwide:

The University of Oregon has pulled out of its high-profile three-year, $3.4 million contract with Philadelphia branding and advertising firm 160over90, and is redirecting money toward university academic and research goals, the UO said Wednesday.

… UO administrators negotiated a Jan. 1 end to the contract, which cost the UO about $40,000 in penalties but saved $400,000 to $500,000 in further spending, [VP for Communications Kyle Henley] said in an e-mail. The UO has paid 160over90 about $3 million in all. [And had planned to spend $20M over 5 years.]

InsideHigherEd and the Chronicle of Higher Ed are both doing stories on this. Perhaps the Chronicle story will be a bit more positive than Jack Stripling’s September report on UO. (Still gated, extracts here.)

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And the Register Guard’s Editorial Board notes that Schill has picked up “Oregon values” pretty quickly, for a New Yorker:

Any rancher could have told the University of Oregon that a brand isn’t worth much without a steer to put it on. UO President Michael Schill has reached that understanding, and now intends to spend less on hype and more on the university’s product: academics and research. Bully for him. …

So now that the branders are gone, let’s get to work on ending Harrang, Long, Gary and Rudnick’s contract with UO for legal work. The City of Eugene did that years ago, and has apparently saved millions:

UO’s HLGR contract is here. We pay them by the hour, which creates an obvious moral hazard. So who did former Interim General Counsel Doug Park put in charge of it? Harrang’s noted big-tobacco attorney Sharon Rudnick:

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Mike Schill’s first year in Oregon

It’s been a pretty good one. Andrew Theen’s story in the Oregonian captures some of it, starting with the Roundup:

Two months into his tenure as University of Oregon president, Michael Schill was far from home in just about every way possible, in a pair of borrowed boots and head swimming underneath a broad cowboy hat in the Umatilla County sun.

The 57-year-old bookish Jew from Upstate New York wasn’t a natural fit at the Pendleton Roundup, despite his oversized belt buckle engraved with the school’s signature “O.” There were no rodeos near Princeton, Yale, Penn, UCLA, NYU or the University of Chicago, Schill’s previous academic stops.

Theen reminds us of where we were just a year ago:

Mike Schill arrived at the state’s most prominent public university in 2015 as the sixth different leader in seven years. Much was at stake. The school faced possible expulsion from the prominent Association of American Universities, a new appointed Board of Trustees was trying to find its way, a high profile sexual assault case had the university in the news for months, and the school lacked confidence in much that took place in Eugene outside of Autzen Stadium.

And explains why the faculty are optimistic:

One year into a five-year arrangement, he axed a marketing deal that would’ve cost $15 million over the next four years. He shifted money around to bring in more graduate students. He said that 78 non-tenured track humanities professors would not have their contracts renewed, and pledged to hire up to 100 more tenured track faculty during the next five years. He told administrators to cut their budgets by 2 percent, and to plunge $3 million in savings back into academics.

“We’re pouring all of the money that we save back into the academic mission of the school, and people resonate with that and they like that,” Schill said.

The rest of the story is well worth reading, particularly the sidebar:

Michael Schill and Ben Cannon

… “He cares deeply and genuinely not only about the future of the university,” Cannon said of Schill, “but the future of its students and the state.”

Cannon said he checks in every month or so with each president, but Schill’s interest in nitty-gritty policy is different. He said Schill has quickly learned the importance of public funding in Oregon, and asks pointed questions about what the state could do.

“Not every president has an equal level of interest in and engagement in policy issues,” Cannon said. “In Mike’s case, I think he’s really interested, he cares. He gets it.”

The UO has the highest six-year graduation rate of any Oregon public university, at roughly 72 percent. But Schill has repeatedly said that’s not good enough. He believes too much public and student attention is spent on annual tuition increases rather than this issue.

“The amount of blood that is shed over a $400 tuition increase compared to the crickets around tens of thousands of dollars being wasted by these kids not graduating on time is astonishing to me,” he said.

But what we really want to see is Mike Schill in a hat. And, after the usual delays and exorbitant fees UO’s public records office has finally provided the video of Schill – in full cowboy regalia – in Pendleton at his first meeting with Oregon’s politicians. Looks like he’s off to a great start. I’ve posted the video here.

Video of President Schill swinging the UO Mace at blasphemous humanities deniers

Good speech. Diane Dietz has more here. The UO Channel interface is clunky so I’ve put the video on youtube, here:

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The text of Schill’s “Six Myths” speech is here:

… The widening gulf between the wealth of private and public universities mimics the increasing economic polarization of our society outside the walls of the academy. The pressures created by the Great Recession, state disinvestment in higher education, and general cynicism born out of divisive politics have given rise to a set of myths that threaten to undermine the goals and aspirations held by a vast majority of us in this room.

These myths about higher education, six that I will address today, aren’t just false—they can be downright dangerous because of their power to influence public opinion.

These myths prevent our students from opening the doors to a lifetime of opportunity.

These myths distract policymakers and divert resources.

These myths curb creative exploration and choke discovery.

These myths discourage our faculty and frustrate our alumni.

If we buy into these myths, we shortchange our students, our state, and our nation, and, if left unchecked, one day we will wake up and these myths will have become reality.

This is not acceptable.

We must challenge these misconceptions—head on—for the sake of our institution and for the future of higher education. The University of Oregon cannot be truly great unless it unshackles itself from these burdens.

The first myth I want to debunk is the notion that a college education is not a good investment. …

I think it’s fair to say that the faculty are pretty damn happy with Professor/President Schill:

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Prof. Paul Peppis (right) cuts to the chase:

“Obviously, Mike Schill is no Greek muscle man,” Peppis said. “He prefers working at a desk and eating malted milk balls to performing feats of physical strength. And he certainly hasn’t slain the Nemean lion, captured the Cretan bull or corralled the cattle of Geryon – although Hercules’ fifth labor, cleaning the Augean stables, does have curious resonance with some of Mike’s efforts over the past 12 months.” In myth, the Augean stables held 3,000 oxen and had not been cleaned for decades.

To be precise, Schill has cleaned out two of the bullshit filled Johnson Hall stables. He’s replaced GC Doug Park with Kevin Reed (but Park is still in the GC’s office). There’s a newly created VP for Communications job, filled by new hire Kyle Henley, and replacing Tim Clevenger. And we will soon have a new VP for Research to replace Kimberly Espy – but the Senate chased her off before Schill got here, just as we did with Jim Bean. So it’s bottom of the first, Senate 2 and Schill 2. Still, it’s been a long time since a UO President could tie with the UO Senate for activism on behalf of UO.

Unfortunately most of Johnson Hall is still being run by Mike Gottfredson’s Executive Leadership Team: Scott Coltrane, Jamie Moffitt, Brad Shelton, Robin Holmes, Mike Andreasen, Roger Thompson, Rob Mullens, and Yvette Alex-Assensoh. Some of Gottfredson’s team is very competent. Schill will presumably buy out the rest soon and find replacements.

Schill should get credit on the academic leadership side: He made the decisions to replace Law School dean Michael Moffitt and Business School dean Kees de Kluyver, he hired new AAA and Journalism deans, and he kept Andrew Marcus on as CAS dean.

In the interest of full disclosure, I’m also linking to Mike Gottfredson’s investiture speech. Here’s the part where he brags about his first academic publication:

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Seminal work, I’m sure. Interim Provost Jim Bean went through some heroic efforts to get faculty turnout for Gott:

5/23/2013: An anonymous source in the Provost’s office sends this memo about Gottfredson’s investiture ceremony:

Memo: Investiture Contingency Planning
Date: 5/23/2013
From: Provost Jim Bean
To: President Mike Gottfredson

Mike, I’m starting to worry about faculty turnout for your Knight Arena Investiture Ceremony next Thursday. I’ve warned the department heads that we’ll be taking attendance, but they don’t seem to care anymore, even when I dropped a hint that those 2% merit raises you put on the table might be at risk. It’s a big hall, and we need enough appropriately garbed faculty types in the audience to keep this from turning into another embarrassment for you.

President Lariviere had a huge faculty turnout for his investiture, in no small part because he’d just fired a widely despised General Counsel, and an Athletic Director who was burning through the academic side’s money like, well, like it was the academic side’s money. Something to think about. But if you’re not quite there yet I hope you’ll be happy with the ELT’s plan B:

VPAA Doug Blandy will grant all Duck student-athletes PhD’s and adjunct faculty status. They just need to pass a simple online exam he wrote. The Jock Box advisors say they can help out as usual, since it’s not even proctored. Mullens has cleared this with FAR Jim O’Fallon, who says that adjunct status won’t affect their NCAA eligibility so long as we don’t pay them. As if!  (Say, this gives me a great idea for if the faculty go on strike.)

I got a deal on academic regalia from “Parties R Us”. The media will want a few full-professor greybeard types to focus on. I’ve lined up Frog, the guy who sells joke books on 13th – you’ve seen him, looks just like a biology professor. And then there’s the guy who bikes around campus yelling “Go Ducks, but LTD can kiss my sweaty nut-sack.” Turns out you were wrong about him being CAS Dean Scott Coltrane, but no one will know the difference. Best to keep him away from the mic though.

Dave Hubin tells me you’ve signed off on the heartfelt extemporaneous comments that Ann Wiens and the Gallatin Public Affairs consultants wrote. It took me a while to find a professor willing to deliver these. Tublitz is in Italy, and while Harbaugh was plenty interested after I brought up the stipend, he tends to mumble when he’s sober. In the end Frank Stahl agreed to do it. I think you’ve met him, very distinguished and his voice carries well.

Oh, one last thing – I’m afraid I won’t be able to make the ceremony. The Caddis fly hatch is peaking, and I’ve got a fishing date with John Moseley over at the lodge in Bend.

Good luck though, really.

Your pal Jim.

Chronicle follows up with Mike Schill on “Academic Reputation at Risk”

5/1/2016: Text and video here: http://chronicle.com/article/Video-A-Call-to-Replace/236224. This is a brief follow up to Stripling’s “An Academic Reputation at Risk” report on UO, from September. That story is still gated if you are off campus, but here are some extracts below.

The re-interview touches on realignment and fundraising, and there’s a surprising amount on Schill’s decision to dump our 160over90 branders. Apparently UO’s academic side, and Schill, are still getting good publicity from our new “No branding crap”  brand. Thank you Diane Dietz!

Which prompted me to look at UO’s home page for the first time in months. Some of the 160over90 damage has been reversed – I didn’t see any mention of  What the If? or whatever it was – but it’s still hard to navigate. Which explains why the UO Matters “Crap-Free UO homepage” (TM) is still so popular.

9/14/2015: Chronicle’s Jack Stripling profiles UO and President Schill

Long article, well worth reading it all. Posted today, here: (Gated if you are off campus).

An Academic Reputation at Risk: The U. of Oregon’s big brand masks its fragile standing

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The duck is always up in everybody’s face. He shoves. He body-slams. He demands to be noticed.

The University of Oregon’s mascot, a Donald Duck knockoff in yellow and green, is a pure distillation of the university’s iconic brand. This is a place, the duck assures us, of unapologetically splashy sports and irrepressible good times. The image sells remarkably well to undergraduates, whose numbers have increased by 25 percent in the past decade alone.

… On a recent summer afternoon here, an admissions official asked a group of prospective students and their parents what they had already heard about the university.

Toward the back row, a young man said, “Big football team.” “Nike,” another chimed in, citing the university’s longstanding affiliation with the company’s co-founder, Phil Knight. “Track,” another said.

That’s to be expected, given how we recruit these students – UO’s administrators use football bowl games as undergraduate admissions events, so they can get the university to pay for their own junkets, family included.

Of course, there are other ways to attract students. Here’s the report from UC-Boulder admissions, where they emphasized academic rigor, instead of big-time sports (they’re currently #78 in the football rankings). Seems to be working:

A total of 3,083 Colorado residents enrolled as new freshmen in the fall class, as well as 2,786 from out of state and a record 386 freshman international students, a 41 percent increase from last year. …

“Our efforts in recent years to improve the academic rigor at CU-Boulder are paying off with the most academically qualified class we’ve ever seen,” said CU-Boulder Chancellor Philip P. DiStefano. “Our Esteemed Scholar program, and our other scholarship and academic programs, continue to attract Colorado’s best and brightest to CU-Boulder, along with outstanding students from around the nation and the world.”

This year’s freshman class includes a total of 898 Colorado freshmen who were awarded Esteemed Scholarships, based on high school grades and SAT/ACT scores, up from 789 last year.  For out-of-state students, 425 were awarded the Chancellor’s Achievement Scholarships, 77 more than in 2013, and 102 were awarded Presidential Scholarships, up 18 from last year.

Stripling’s story continues with some information on the tensions that UO’s emphasis on big-time athletics at the expense of academics have created between the faculty and the administration, and President Schill’s plans to deal with them.

In Mr. Schill’s view, the university needs to break down barriers between professors and administrators. On the symbolic front, he has invited faculty members into his home, and asked them to stock his office library with their books. He has portrayed himself as a faculty member first, insisting that the title of “professor” appear alongside “president” on his business cards.

More substantively, Mr. Schill has signed off on a new contract with the faculty union, and he has agreed to settle a contentious lawsuit with the Oregon student who accused three basketball players of raping her.

“We need to end the circular firing squad,” Mr. Schill says, “and I think we’ve started that.”

If Oregon can avoid turning on itself, Mr. Schill says, the university can reverse the trends that have held it back.

Every promise Mr. Schill has made hinges on the success of a $2-billion capital campaign. The money will be used in part to hire 80 to 100 new tenured or tenure-track professors over the next four to five years.

… “I don’t want to sound too egotistic or narcissistic, but what was missing here was leadership,” says Mr. Schill, who is 56. “The last piece of the puzzle wasn’t here yet, which was a president who was going to stay and build a great university. I’d like to think I’m the person. History will look back and say whether I was.”

10/15/2015: Jefferson Public Radio interviews Jack Stripling Continue reading

President Schill on Johnson Hall’s “gang that can’t shoot straight”

Diane Dietz’s report on Schill’s campus conversation is here.

Some extracts, carefully selected to support my spin:

“The fact is, we have not carefully watched our central budget over the years. We should have done that. Resources shrank and we weren’t watching. We have been digging a hole for many years, and if we don’t act now, the hole will get bigger and the decisions we have to make will be more painful.”

VPBP Brad Shelton and VPFA Jamie Moffitt have been in charge of UO’s central budget for years, along with Scott Coltrane off and on. They still are – but for how much longer?

“What university in one year is really turning over all its senior leadership? We’re going to be doing that. We’re going to get great deans into their positions and a vice president for research. We’ve already changed a lot of my office. Instead of the gang that can’t shoot straight, we’re going to be the gang that really can transform a university.”

These aren’t the only optimistic quotes in Dietz’s story. Read it all. Here’s one on athletics:

“Instead of demonizing athletics and saying, ‘you know, athletics are getting all of the resources,’ and being envious of athletics, we actually want to model ourselves on athletics in that a wonderful investment of resources and careful, strong execution can lead to excellence.

One UO M commenter has some followup questions on that:

What does he mean by we should model ourselves after pursing the efficiency of the athletics department model?

Does he mean that we need to get tentpole programs that attract nation attention and donations, and that we will use revenues from those programs (football) to subsidize everything else?

Or does he mean that we need to find slave labor, that churns in and out of the university and is quickly forgotten, that will work in essence for free while we pay high salaries to a few people who supervise the work of the slave labor?

Actually, the preferred nomenclature for the NCAA’s labor model is “unpaid student internships, but with brain damage” although there is no denying the racial element in a scheme that is run for the amusement of rich white boosters, nets millions for the overwhelmingly white coaches and athletic directors, gives the mostly white and privileged “student-athletes” in the safe non-revenue sports full-ride scholarships and free travel and coaching, while the mostly black football players take the hits. The general rule of big-time college sports is that “no black man shall make money off college football”

UO’s Official Organ has their spin on the meeting here. It’s by Greg Bolt, so it’s much more accurate than the usual Tobin Klinger PR flack piece.

Liveblog of Pres Schill’s 4/12/2016 campus  conversation on realignment. 

President Schill’s conversation will followed by a Senate organized Town Hall on realignment, currently scheduled for 3:30PM Wednesday April 27 in the new ginormous Straub Hall classroom.

(The livestreaming link is now down, I’ll post the archived video when it’s ready).

Here’s a little live-blogging. Usual disclaimer, nothing is a quote unless in quotes.

I got here a little late, Pres Schill was addressing the need to make budget realignment now, not later. Makes sense, we’ve seen what happened in CAS when Coltrane let things slide.

Talks about the importance of on-time graduation and new initiatives to increase this via better advising and retention grants. (Interestingly it turns out these are not UO ideas, they are mandates from the state, which has also provided all the publics with funding to implement them.)

Refreshingly honest about UO’s failure in fumbling the basketball rape allegations, and his resolve to set up procedures that will encourage students to report sexual assaults and build confidence that UO will handle them well.

Shout out to the UO Board: obviously I think they are good, they hired me.

Thinks we should stop demonizing athletics and being jealous, and instead use them as a model for how to use money to buy excellence. (Great  – when are faculty going to get the same bonuses the coaches get for graduation rates?)

Claims that UO has become more transparent. (Certainly he’s far more open than recent past presidents and interims, but the Public Records Office has, if anything, become a blacker black hole – more on this in a future post. The VPFA has become more transparent because of the need to report to the board, but the VPBP and the latest budget reform process is not very open.)

Q&A:

Classified employee: Specific complaint about income inequality in the athletics department and the many contingent staff there. How can you call this inequity a good model for UO?

Schill: Don’t know what the term equitable means (me neither). Athletics uses their budget well, tremendous focus, spirit, commitment to excellence.

Faculty: What specific programs to increase undergraduate engagement in research?

Schill: We have two new funded programs. Josh Snodgrass in CAS and another in VPRI.

NTTF faculty – Director of Composition: I appreciate your candor. We run a large award winning program serving thousands of students, with initiatives to help international students, etc. I support your efforts to increase the number of TTF. But where are we, the excellent NTTF, in your vision for UO?

Schill: In a healthy university many educational decisions are made by the Deans. I shouldn’t be making decisions about whether or not we should spend money on more econ profs or on the composition programs. This realignment process will empower the deans – with constraints regarding overall goals of more grad students and TTFs. Regarding the Q of where NTTF’s fit in, under previous presidents and provosts UO increased NTTF numbers without thinking about where they fit in. But we will never be in a situation where we do not value or use NTTFs. But the priority is to increase the numbers of TTFs. Shout-out to UAUO: We’ve established much more job security here than at other universities. (Boy has he learned a lot in the past 6 months!)

Student: Lots of recent conversation on race, but not much focus on how tuition increases effect graduation rates of minorities who are disproportionately affected?

Schill: Do you have an alternative? Student: Cut spending. Schill: We are cutting spending. You just heard an NTTF worrying about that. Student: Cut research, athletics. Schill: You’re being honest with me, I’ll be honest with you. The answer is not as simple as “just cut spending”. Look to the state legislature to increase their support. (Again, what a difference from when he arrived, and thought the boosters would provide money for academics.) We have the Pathway Oregon program for low income students, fully funds 10% of our students – 20% of our in-state students. The state just cut funding for this, UO is making up with internal funding and philanthropy. (Yeah Connie Ballmer!)

Psaki: We all agree with the lofty goals you have articulated. UO has run for a long time on a skeleton crew when it comes to teaching and research. Possible because of a shared commitment and solidarity – an excellent way of getting extra work from people. But we were struck by the way the CAS cuts were done. I know you don’t want to get into the weeds, but that’s were the devil is. The process was demoralizing – perhaps the most yucky experience I’ve gone through in 20 years here. This kind of instability hurt or ability to work for our common goals.

Schill: I am responsible for what happens at UO. You are not quite being fair to Dean Andrew Marcus and his process for managing the cuts. Marcus restructured the cuts in response to some of the concerns you raised. Any university that is not constantly rethinking how to reallocate resources so as to equate the marginal cost and marginal value product. I can’t tell you that we will not go through this again. I hope and pray that the legislature will provide more funds – we’ve requested $100M more for the next biennium. (I think it’s good to hear that Schill is expressing his willingness to work with the legislature, despite the UO Board’s efforts to hold it at arm’s length.)

Gina: I just sound sarcastic because I’m Greek. Schill: And I just sound whiny because I’m, well you know. Gina: An Attorney? (Both laugh.)

Gina: We need to fix Shelton’s Budget Model.

Schill: Yes. We are going to make the budget model about promoting academic excellence, not about rewarding Doug Blandy for online AAD 250 courses that pass out A’s like candy and suck students away from CAS Humanities. (OK, he didn’t really say that last bit, but plenty of people are thinking it.)

Meeting ends. My quick take is that Schill dealt very well with some serious questions, and that the faculty left the meeting with a sense that he’s quickly learning about UO’s problems and strengths and that there is broad support for him and his goals – and worry about how they wil be implemented.

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President Schill: Aligning our resources to achieve academic excellence

Sent out this morning. It’s not your generic “welcome back from break” letter. President Schill and Provost Coltrane will be at the Senate meeting on Wed, Jan 13th, to discuss this in more detail and answer questions.

Dear Campus Community,

Since I assumed the presidency of the university last July, I have met with countless members of our community. Whether those meetings were with faculty, students, staff, or alumni, there was virtual unanimity with respect to one proposition: our top priority needs to be academic and research excellence. With this message, I invite you to join me in what I hope will be a transformational process of aligning our resources and our efforts to achieve our aspirations as a preeminent public research institution.

The University of Oregon, as the flagship research university in the state, is committed to furthering knowledge through teaching and research. We are the school with international reputations in molecular biology, neuroscience, green chemistry, special education and other programs. We are the school whose faculty achieves path-breaking research in such varied fields as prevention science, comparative literature, geography, environmentalism and ecology, and evolution.

Today, our university’s research profile is not as strong as it should be. While there are many programs and pockets of excellence throughout the university, the overall landscape is very uneven. As the last National Research Council ranking shows, we have relatively few departments that are listed among the best. The productivity of some of our faculties lag their peers and our program of graduate education is impoverished in its numbers of students. We must do better, and we will do better.

The root causes of our current situation are many. Certainly, part of the problem lies with resource constraints. From 2001 to 2015, the percentage of the UO’s budget funded by the state of Oregon dropped by more than 50 percent. As the institution became more tuition dependent, we increased our undergraduate enrollment and increasingly relied upon non-research faculty to do more of the teaching. Today, our faculty is out of balance; only 47 percent are on the tenure track, 11 percentage points less than our AAU and public research institution peers. Additionally a lack of tight budget controls and monitoring systems created a situation where course loads for tenure-track faculty in some departments fell significantly below the stated institutional standards. We need to rebalance our faculty.

We are experiencing a number of other significant cost drivers, many of which are critical to improving our university. Labor costs, which account for more than 80 percent of our expenditures, have increased significantly in recent years in our effort to bring salaries in line with our peers and through collective bargaining. The serious problem of campus sexual violence has required significant investments in our Title IX staff and programing. To improve student success and completion we are hiring additional advisors. Federal mandates have required us to hire more compliance administrators. And the state’s lack of appropriately mandated pension contributions in the past will require us to substantially increase the proportion of our budget that goes to PERS beginning in FY18.

In the face of these budget constraints and pressures, our current academic budget model—which depends primarily upon student credit hours—does not provide departments with stable sources of revenue to plan year to year, much less for the long run. Some schools and colleges have gone from surplus to deficit in a matter of a few years as students’ curricular preferences have shifted and workforce demands have changed. Furthermore, our culture of decentralization has further weakened our ability to achieve administrative coordination and economies of scale.

The financial stresses on the university have undermined our mission. It is now time to change the status quo. I have already announced my intention to invest in our academic future by increasing our number of research-active, tenure-track faculty by 80 to 100 over the next five years. We will also need to build the research infrastructure necessary to allow us to produce more knowledge, make more of an impact, and rise in national preeminence. This, in turn, will allow us to attract and retain world-class faculty throughout the university. This cycle of excellence is key to our success.

How will we pay for the investments necessary to reach these goals? While we will continue to work hard to persuade our legislators to increase our state support, I do not expect that the taxpayers of Oregon will ever be able or willing to provide us with enough resources to allow us to accomplish our mission. We will work hard with our alumni and supporters, as part of our $2 billion campaign, to raise funds for our faculty and our research infrastructure. Already many have heard the message and we expect to cross the halfway mark by mid-2016. But we owe it to our donors, our students, and the taxpayers to steward our resources responsibly. We must also change how we internally do business.

I have asked Provost Coltrane to lead an effort over the next 18 months to re-engineer our academic budget model with an eye to achieving stable and predictable sources of revenue for our academic units. He will work with our academic leadership (e.g. our deans, University Senate, vice presidents) in this endeavor. In addition to examining revenues, I have also asked him to look at the expense side of the equation. Resources are too scarce and our mission too important for us to waste money in redundant administration, poorly performing programs, and lax accountability.

This work will be in tandem with our strategic planning process. As you may know, before I arrived, the campus engaged in a year-long process of drafting a strategic framework for the university. The goal of this process was to identify how to operationalize our goals for competitive excellence. The provost has been working with deans, department heads, and faculty to refine the work of campus. I have also asked him to ensure the strategic framework is aligned with our academic goals and focused on how to achieve the greatest impact. Next week Provost Coltrane will share a draft of the strategic framework document with campus to receive input. The document, which will eventually go to the Board of Trustees for review and approval, will help guide us as we seek to achieve our goals and stay strategic in our focus and investments.

We will also be looking very carefully at expenditures in central administration. As part of this year’s budget review for FY17, I will ask each of our central units to suggest ways in which they can streamline services and achieve significant cost savings. For the longer run, I will appoint a task force of administrators and academic leaders to examine the efficiency of our central administration as well as to propose cost-saving steps. I expect that this group will provide me with some interim recommendations by the end of the current academic year. University Communications will be the first unit to begin integrations to better tell our story, look for operational efficiencies, and create more collaborations.

In the spirit of transparency, I will not sugar coat this message. This is not business as usual. Not all departments or schools will be net winners. Some members of our campus community may encounter hardship as we become better stewards of our resources. As we move forward, we will do everything within our power to make the transition as humane and smooth as possible. But we must move forward. To do anything less would consign our great university to mediocrity. That is unacceptable to me. I am sure it is equally unacceptable to you.

We have an historic opportunity to elevate this university in ways that serve students, the state, our nation, and that will further the production of knowledge. We must change, adapt, and align our operations and resources with our goals if we are to achieve our lofty aspiration and continue to meet our mission as a preeminent public research university.

Sincerely,

Michael H. Schill

President and Professor of Law

Schill: Obviously, if I get savaged, I might have some behavior modification

The Portland Tribune’ story on UO President Mike Schill’s comments regarding the Morlok / Stokes retaliation lawsuit against UO is here. Today they’ve posted more from their Nov 11 interview with Schill, here:

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FWIW, I hear the University of Nike domain name is for sale. More from the interview:

PathwayOregon grants

Schill says he hopes to reduce student cost and improve performance with an expansion of a program called PathwayOregon. The program offers free college to Oregon high school graduates who are eligible for federal Pell grant funds. But Schill says these low-income students need more than just money. They need academic advising and clearer paths to graduation. Schill also wants to offer completion grants to students who run out of money before they finish their degree.

“Those kids are the worst off because what ends up happening to them is they get all of the debt and none of the degree,” he says.

Schill says that in addition to hiring 80 to 100 more faculty to offer more classes, he wants to hire a “retention czar” and three or four academic advisers to “really focus with a laser beam on getting these folks to succeed.” That includes using predictive data analytics to attempt to find students who are at risk of dropping out, so when a student fails a math class or doesn’t register for a gateway class, “We’re going to send in the advising SWAT team,” Schill says. …

Oregon tax structure craziness

Schill says he worries that a fear of elitism is holding Oregonians back.

“In that case, really they hired the wrong president for the University of Oregon,” Schill says. “That is Martian to me to hear that we don’t care about excellence.”

Schill says he is angry that smaller, less expensive universities get more state money per student than the UO does. He also takes aim at Oregon’s school funding structure based on property taxes.

“It’s actually craziness,” he says. “This state is uniquely ill-suited to fund anything that’s not mandatory.”

Though the Legislature boosted funding to the seven public universities by $30 million in this biennium’s budget, the UO president says it’s still “horrible.”

“I don’t mean to sound ungrateful,” he says. “We just need to do a lot better this year.”

Schill acknowledges that he tends to speak bluntly.

“Obviously, if I get savaged in this next year, I might have some behavior modification,” he says.

Portland Tribune editors interview President Schill about – lawsuits.

Online here. I’ll take a guess that he was hoping to talk about his “Oregon Commitment” initiatives, instead of having to rehash and defend Doug Park’s lousy decisions for the nth time:

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… University of Oregon President Michael Schill defended the university’s actions regarding a December 2014 transfer of medical records from the counseling center to its General Counsel. Schill spoke during a Wednesday, Nov. 11, meeting of the Portland Tribune editorial board.

Schill says he is open to criticism “that is constructive criticism and that isn’t demonization criticism or criticism which is based upon salacious details. Or, alternatively, actions that are really just designed to generate money for the complainants. There’s a big business out there of lawyers doing this sort of thing.”

… Morlok says her supervisor, Shelly Kerr, also asked her not to respond to a request from the Jane Doe sexual assault victim for a summary letter of her medical treatment after the victim had filed a notice to sue with the University. Morlok says she felt uncomfortable with the request to provide “nonstandard care” to a student client who intended to sue the university so wrote the letter anyway. Morlok says her employment was threatened as a result.

Schill, however, says none of the university’s actions was illegal. Morlock and Stokes, he says, “ ‘whistleblowed’ on something that was legal, but that’s fine.”

Schill, who was Dean of the University of Chicago Law School until his July 1 appointment to the UO presidency, says the lawsuit was not a surprise.

“Everybody knew that she was setting it up this way,” he says.

… “We’ve gone out of our way to get better and we’re going to continue to get better,” he says. “We’ll learn and do better.”

Here’s what I wrote last week, when Jennifer Morlok resigned. Her amazing letter to President Schill is here.

11/2/2015: Ms Morlok was Jane Doe’s counselor at UO. Her decision to fight General Counsel Doug Park’s efforts to get her client’s counseling records has led or will lead to improvements in state and federal law and UO policy. UO needs more people like her. She’s a hero.

But the UO administration has treated her like a pariah. She took it for a year, at great personal cost. Now she has resigned, after a year of retaliation from UO. It’s heartbreaking. We can’t afford to lose people like this.

As for people we can afford to lose – Doug Park, Sam Hill, Shelley Kerr, Robin Holmes – the people who made the decision to get Jane Doe’s records, and who led UO into more than a year of expensive national embarrassment? (Legal costs and Jane Doe settlement alone ~$1.6M). They are still here, still making decisions, still collecting their paychecks, still due for their next raises.

President Schill speaks to campus on plan to increase retention, graduation

Update: The official website is here, and reporter Caley Eller has more details on Schill’s “Oregon Commitment” plan in the Emerald, here:

Schill then announced the Oregon Commitment, a plan of seven initiatives and investments totaling $17 million over five years to support his goals. The first is supporting pipeline programs that will improve the quality of K-12 education in Oregon, as he stated earlier in his address that in 2014, Oregon ranked 46th out of 50 states for K-12 graduation rates. The second initiative is expanding funding for scholarships and financial aid for students. Third was Schill’s announcement that the university will immediately invest over $500,000 each academic year to reinvent advising and tutoring programs at the university in order to improve graduation rates.

“We must all join together to assess, on a department-by-department basis, what impediments exist to graduation and reduce those barriers,” Schill said.

His fourth initiative is providing graduation completion grants to over 100 juniors and seniors who are at the highest risk of dropping out due to financial circumstances. Fifth is hiring more faculty that will emphasize the importance of students graduating in four years. The sixth is the plan to incentivize on-time graduation through university-related structural changes. Schill’s seventh and final initiative is expanding programs such as First-Year Interest Groups and study abroad for students, as these activities will help students become more connected to the university.

Standing room only crowd. People want to hear that we have a leader with a plan, not just another promise. Schill’s got a plan.

Video here.

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Starts off with efforts to improve access for low income / first generation students. Then efforts to improve college graduation rates, as a way to reduce the cost of college. Simple math: Graduate in 4 years not 5, save on tuition and start earning money sooner.

Schill gives shout-out to Pathway Oregon – free tuition, higher graduation rates. Very effective program. Commits $17M for 4 year campaign to boost graduation rates by 10%.

Also praises SAIL, and mentions their crowdfunding campaign, here. (We’ve met the $15K target, all new donations are matched and go to student scholarships.)

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Moves on to plans to increase graduation rates. Great speech. Happy crowd.

President Mike Schill’s welcomed welcome message to the faculty

I’ll post a poll, but my sense is that this “welcome message” from our new president is very much welcomed by the faculty, particularly after all the good work Schill has done over the summer to address UO’s problems. Emphasis added:

Dear Faculty,

I am very excited about beginning my first academic year as your president. Over the past two months I have been overwhelmed by the warmth that many of you have shown me. Thank you! I have also been extraordinarily impressed by the desire among virtually everyone I have met for quick and decisive actions to propel our university forward. I believe the time is right to do this. We have a new governance structure, an extraordinary Board of Trustees, and are making good progress with our wildly ambitious $2 billion fundraising campaign. In this note, I would like to share with you my preliminary thoughts about how I can join with you to build our university.

The University of Oregon is an excellent educational and research institution, full of deeply passionate and dedicated faculty, students, and staff. Yet, in my view, it can become so much better. I would like to focus my efforts (and your’s) on building our fundamentals. More specifically, I would like to begin immediately working on the following three objectives:

  1. Building our tenure-related faculty and promoting academic research.
  2. Ensuring affordability and access for our students.
  3. Delivering a rich, excellent educational experience for our students.

Our university has significant strengths in each and every school; in the humanities and the sciences, in journalism, and business, in law and education, to name just a few. Nevertheless, with a few exceptions, we lack sufficient eminence and intensity. Too few of our programs are recognized as national leaders. Certainly part of this is that we have too few tenured, tenure-track, and research faculty. Our non-tenure track faculty colleagues are, and will continue to be, important and valued members of our community, but we are simply out of balance. Therefore, I am committed to growing the tenure-related faculty by between 80 and 100 scholars over the next five years.

With the support of faculty across campus, Provost Coltrane and I have already begun to make progress in this effort. We have authorized the hiring of new faculty through our cluster hiring initiative and are working with deans and departments throughout the university to identify opportunities for appointments outside the clusters that will enhance our teaching and research excellence as well as our diversity. Finally, we are consulting with faculty members in the sciences to identify a set of philanthropic investments that will ensure that we recapture our place among the great universities of this nation in discovery and invention.

Affordability and access are important parts of our mission as Oregon’s flagship public university. As a first generation college graduate myself, I feel in my bones the importance of our role as an engine of economic opportunity for the citizens of our state. As we make investments in the quality of our university we will strive to keep tuition increases moderate and to continue growing philanthropic donations for scholarships. But equally importantly, we need to take steps to reduce the cost of education by increasing the proportion of our students who graduate in four years. A four year graduation rate of 49 percent and a six year rate of 69 percent are utterly unacceptable. Simply put, a small increase in tuition pales in comparison to the added cost of taking an additional year or more to graduate. I am looking forward to working with the provost and all of the vice presidents and deans to increase our four year graduation rate through enhanced academic advising and curricular reform.

My third objective is to enhance the experience of our students while they are with us. Increasing the richness and intensity of our academic program is part of the story. Actions like expanding the size of the Clark Honors College, getting students to write and participate in research, and ensuring that students who are not thriving do not fall between the cracks are part of this set of initiatives. But part of the education a great residential university provides to its students takes place outside of the classroom. Whether on the athletic fields, in the dining halls, or in co-curricular activities, our students learn important lessons about leadership and what it means to be citizens in an increasingly diverse global environment. We must work hard to make sure both our academic and our non-academic programs are excellent and work in tandem to produce the next generation of leaders for the state, nation, and world.

As I promised at the outset, I want to keep things clear and to the point. If we can get these fundamentals right we will succeed in growing and enhancing UO’s reputation as world-class university. But we can only achieve these objectives if we work together in an atmosphere of civility and partnership. I invite you to join me in this endeavor. I cannot succeed without the support of you, my fellow faculty members. And even more importantly, our university cannot succeed without you.

Warm regards,

Michael H. Schill
President and Professor of Law

Register Guard editors confused about UO’s inflection point and sports

9/23/2015: This latest RG editorial is a response to Jack Stripling’s story in the Chronicle of Higher Ed about UO, “An Academic Reputation at Risk“. That is still gated if you are off campus, but I put up a few extracts here.

The RG’s editors are confused about the meaning of “inflection point” (Hint: Check the 2nd derivative, not the first). More significantly they seem blissfully unaware of the years of research results, including two NCAA sponsored white papers, that cannot find evidence for the claim that athletic success is a cost-effective way for a university to increase enrollment. Here’s what the RG says:

The rise of athletics coincided with the decline in public financial support, and came just as the UO needed to market itself outside the state’s boundaries. In that respect it was a godsend, giving the UO a foot in the door with prospective students everywhere.

Aren’t journalists supposed to follow the money? This argument has made millions for the athletics directors, coaches, and the compliant presidents whose PR flacks keep repeating it.

The online comments are pretty good though, as is the basic story about how declines in state funding forced UO’s leaders to go after out-of-state undergraduates. That kept them and UO’s faculty employed, but led to a relative decline in research resources and focus, and our national reputation.

And if you ignore the math error and the cheap shot at the faculty who’ve stuck with Oregon’s flagship university through all this, it’s hard to argue with their conclusion, here:

The [Chronicle] article goes on to suggest that the UO has reached an inflection point: Either the trade-offs of quality vs. quantity will be locked in, or something will happen to initiate a virtuous cycle, with first-rate academic programs attracting first-rate faculty to create first-rate academic programs.

Launching such a cycle would depend on leadership and money. That’s why so much is riding on Michael Schill, who in July became the UO’s fifth president in six years, and on the university’s $2 billion fundraising campaign. Other factors will also be at play, but leadership and self-generated resources are the two that are most subject to the university’s control.

The “flawed reputation” in the Chronicle’s headline is disheartening but undeniable. The task now is to confront it boldly, and bend the UO’s trajectory in an upward direction.

9/13/2015: Register Guard editorial on UO President Mike Schill

“Schill’s academic focus: New UO president hopes to replicate athletic success in labs and classrooms” 

In the RG here:

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President Schill reveals chronic bibliophilism, begs faculty for help

8/27/2015: I was told there were about 20 people in line at one point this morning and it’s not just drop off the book and run – expect our new president to ask you some questions, and answer some. The faculty are loving this. Who would have guessed that professors like to talk about their latest book? Next visiting hours:

  • Tuesday, Sept. 1, 4-5 p.m.
  • Tuesday, Sept. 8, 3:30-4:30 p.m.

8/14/2015: Step one is admitting you’ve got a problem. Jennifer Winters posts the shocking scoop on “Around the 0”, here. I’ve filed a public records request for info on whether it’s OK if you only wrote coauthored a chapter.

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President Mike Schill invites the UO Senate over to his place for beers

Email to the Senate, this afternoon:

Dear Colleagues,

I look forward to engaging with the University Senate this academic year.  To mark the start of the year, I invite you – as a member of the Senate – to join me at McMorran House for a casual evening reception on Monday, October 5 from 5:00 – 7:00 p.m.

Please RSVP no later than Friday, September 18th, to pres@uoregon.edu.

Event details listed below. 

University Senate Reception with President Schill

When: Monday, October 5, 5:00 -7:00 p.m.

Where:  McMorran House, 2315 McMorran Street

RSVP to pres@uoregon.edu

(Please include any dietary restrictions when responding.)

 (*Guests are encourage to carpool or walk, if possible. Parking is available on McMorran and adjacent streets – please do not park in the driveway.)

Sincerely, Michael H. Schill

President and Professor of Law

Go ahead, post a snarky comment about this guy. I dare you.

President Schill makes yet another sensible decision

It’s a bit early to say that he’s broken the curse of Johnson Hall, but what with the General Counsel’s reorganization, the 5 searches for deans and a new VP for Research, the JH staff reorganization, and now the restart of the problematic search for an Assistant VP for Sexual Assault [sic] announced below, it is starting to look like a possibility. Back on April 2nd I posted this:

Both the Senate Force and Gottfredson/Coltrane’s hand-picked “Independent Review Panel” proposed an independent administrator who could take responsibility for sexual assault prevention and response away from the manipulative VP Robin Holmes and UO’s incompetent Director of Affirmative Action, Penny Daugherty. Those recommendations are here:

Senate Task Force on Sexual Violence Prevention: Website and Final Report.

Gottfredson and Coltrane’s handpicked “independent” review panel. Website and Final Report.

Apparently Coltrane and Bronet did not consult with either group, and let Robin Holmes write the rather unfortunate job title and the job description. The new AVP will be under Holmes’s thumb, and unlikely to challenge her mistakes and obfuscations.

Today President Schill restarted the search. Less offensive title, strong preference for someone with a JD, direct report to the president (another to Robin Holmes, alas) and our famously incompetent Title IX investigator Penny Daugherty will report to whomever is hired. Letter to the faculty below, job ad here:

Revised Posting

Title:  Associate Vice President & Title IX Coordinator (AVP/TIXC)
Department:  Office of the Vice President for Student Life and Office of the President
FTE:  1.0 (full-time)
Appointment Type:  Officer of Administration
Reports to:  Vice President for Student Life and President
Salary range: $105,000-130,000 annually, plus an excellent benefits package
Duration:  12 months, renewable annually
Closing Date:  Search will remain open until filled; application review begins August 17, 2015
Start Date:  negotiable

General Statement of Duties

The Associate Vice President & Title IX Coordinator (AVP/TIXC) reports to the Vice President for Student Life and to the President.    The person in this position will be the senior administrator responsible for coordinating effective campus-wide efforts in compliance with Title IX, including responsibility for overseeing a comprehensive campus-wide strategic plan to reduce sexual assault in all forms, providing supervision of deputy Title IX officers and any Title IX investigations, and for ensuring institutional accountability in effectively responding to reported concerns and complaints.

The AVP/TIXC will supervise the Title IX-related work of the Deputy Title IX Coordinator for Complaint Investigation who has primary responsibility for overseeing the investigation and resolution of Title IX reports and complaints, and the Deputy Title IX Coordinator for Athletics, who has primary responsibility for overseeing gender equity in athletics. Working across multiple portfolios, the AVP/TIXC will have the authority and expectation to guide efforts and direct staff in order to achieve the University’s objective of reducing or eliminating sexual harassment and sexual violence on campus.

The AVP/TIXC coordinates the Sexual Assault Advisory Council, is the lead administrator for the President’s Title IX Advisory Committee, and is expected to cultivate and maintain strong working relationships with key personnel in all areas of the university, including but not limited to the deputy Title IX coordinators, the Associate Dean of Students/Executive Director for Prevention and Response, and staff in the Office of Affirmative Action, Student Conduct and Community Standards, Dean of Students Office, University Health and Counseling Centers, UOPD and the Office of the General Counsel.

Description of Duties

Leadership:

Coordinate and assess the new Ducks Do Something Initiative designed to fight sexual violence on campus.

With broad collaboration and input, create a comprehensive strategic plan that will guide the university’s efforts to reduce sexual harassment, including sexual assault, stalking, intimate partner and relationship violence, and sex-based bullying (hereafter sexual harassment), in all forms.

Advise the vice president and president on policy and organizational issues regarding all forms of sexual harassment. Assist in establishing priorities and agendas, research issues of importance and sensitivity, and produce briefing materials and information on sexual harassment issues which require the vice president’s or president’s attention.

Serve as the point of contact for coordinating the university’s Title IX efforts and response to all forms of sexual harassment.

Facilitate resolution of problems that cross organizational boundaries; encourage cooperative planning and action, as necessary.

Identify, evaluate, and address systemic sexual harassment issues on campus.  Gather appropriate information and data and develop responsive policy and action recommendations.

Coordinate and monitor special initiatives as determined by the vice president and/or president and ensure timely and successful completion.

Coordination, Communication & Assessment

Responsible for leading the university’s overall strategic planning efforts to reduce, prevent and respond to sexual harassment.

Interact with administrators, faculty, administrative and classified staff to facilitate effective communication between and among administrative, academic and other campus constituencies.

Provide information to staff, faculty, students and members of the community regarding sexual harassment issues as they pertain to applicable rules, laws, policies and procedures.

Ensure alignment and effectiveness of outward and inward facing materials that communicate the university’s sexual assault prevention resources, and response and compliance efforts.

In consultation with other university offices, provide leadership in the development and implementation of ongoing campus-wide climate surveys and other assessment tools to measure the university community’s overall understanding of sexual harassment and gender-based issues and trends.

Lead assessment and reporting efforts regarding campus sexual harassment in order to ensure the campus is aware of prevalence, effectiveness of interventions and programs and trends regarding sexual harassment.

Response to Reported Concerns

Work across multiple portfolios to ensure that the university’s response to all forms of sexual harassment is effective, fair, timely and thorough, and follows all legal and ethical mandates.

Assist in responding to inquiries and complaints from students, parents and other constituencies; determine appropriate course of action; may gather background information for others to make decisions.

Supervise Title IX investigations by working closely with the Deputy Title IX officers and others to ensure effectiveness, responsiveness and compliance with all state and federal regulations regarding sexual harassment/sexual misconduct/gender violence.

Provide case management of complex, high risk issues, and serve as the point of contact when such events occur.

Other Duties

Supervise the Title IX-related work of the Deputy Title IX Coordinator for Complaint Investigation and the Deputy Title IX Coordinator for Athletics, plus one administrative support position

Responsible for annual reporting of efforts to reduce sexual harassment

Other duties as assigned

The finalist for this position is required to complete a criminal background check.

Required Qualifications

Master’s, JD, or other advanced degree.

Previous experience as a Title IX or deputy Title IX officer or significant experience working directly on Title IX-related issues for a university, or as a civil rights attorney who has worked on matters concerning Title IX and/or issues of sexual harassment.  Demonstrated knowledge of and ability to interpret federal and state non-discrimination laws and regulations, including Title IX, sexual harassment and other applicable laws and regulations is required as is experience in complaint resolution, investigations and grievances.

Knowledge of sexual harassment/sexual violence grievance procedures in a higher education setting.

Minimum of 5 years of executive, administrative, legal, or management experience.

Ability to work with time-sensitive matters and meet strict deadlines.

Exceptional interpersonal skills and the ability to work collaboratively and interact effectively with an organization’s leadership, faculty, staff, students and community/government agencies.

Outstanding written and verbal communication skills and the ability to present to small and large groups.

Strong analytical and critical thinking skills and ability to analyze, summarize, and effectively present data.

Demonstrated leadership, organizational, and management skills and the ability to prioritize multiple projects.

Ability to manage multiple, on-going and issues, complaints and incidents.

Demonstrated experience with and/or commitment to working effectively with individuals from diverse backgrounds, in support of an inclusive and welcoming environment.

Preferred Experience & Education:

A JD degree is strongly preferred.

Experience in a higher education or regulatory compliance setting.

Experience facilitating and evaluating professional development opportunities focused on sexual misconduct/sexual violence.

Experience investigating and resolving complaints alleging sexual harassment, sexual misconduct, sexual assault or sexual violence.

Knowledge of assessment practices involving evaluation of outcomes-based measures and campus climate surveys.

President Schill’s 7/20/2015 letter:

Colleagues,

The university remains focused on the safety of our students and is committed to ending sexual violence on campus. The search for an individual to lead the university’s efforts in this critical area has been an important topic on campus for some time and we have benefited both from the suggestions and robust discussion that ensued.

Today we are relaunching the search with a fortified job description designed to increase autonomy and strengthen the chosen candidate’s ability to coordinate efforts. The position has been elevated and will be titled Associate Vice President and Title IX Coordinator, with an important increase in desired qualifications and compensation.

This individual will be responsible for coordinating effective campus-wide efforts in compliance with Title IX and overseeing a comprehensive campus-wide strategic plan to reduce sexual violence in all forms. The updated position description is available here. We fully believe that the enhancements that have been made will attract a pool of candidates that will help us achieve our common goals in dealing with this critical issue.

The ideal candidate will need strong experience in working across portfolios to bring together the campus community to focus on shifting the culture, while being a model for responsiveness to the needs of survivors. To assist us in finding the best possible individual for this role, we will engage a search firm with expertise in recruiting in this highly competitive field.

With joint accountability to the president and the vice president of student life, the new position marks the beginning of a new approach to an issue that has challenged college campuses across the country. It is a critical hire as we develop a comprehensive approach based in best practices and thorough assessment of our programs and services.

There is nothing more important than the safety of the students we serve. We have excellent programs that are making a significant difference right now, but we must do more. That starts with leadership and providing the additional resources to end sexual violence on our campus.

Together, we can make significant progress on this issue. We owe it to our students and their families.

Sincerely, Michael H. Schill, President

Robin H. Holmes, Vice President for Student Life