Southern Oregon University

This document details a capstone project proposing the implementation of the 'Cigarette Waste Brigade' at Southern Oregon University. The initiative aims to contribute to the university's 'zero waste campus' action plan by establishing a program to collect and recycle cigarette waste through Terracycle. Key components include deploying specialized receptacles, securing funding, and fostering a behavioral shift among smokers to reduce litter, ultimately enhancing campus aesthetics and environmental responsibility.

The meeting addressed several critical financial and operational topics. Key discussions centered on enrollment fees, including the justification for the current matriculation fee level and potential increases for the Student Health and Wellness Center (SHWC) fee, where options for 4%, 7%, or 10% raises were presented. The structure of the building fee, which includes debt service components, was reviewed, along with clarifications regarding fee coverage for students in programs like Bridge. Tuition rate recommendations for the Board of Trustees were discussed, emphasizing context provided through percentage changes and dollar amounts per credit hour, noting that recommendations are not made for online programs partnered with Academic Partnerships. Updates on Housing and Dining rates included modeling for potential future increases (expected around 3%), transparency regarding peer comparisons, the status of Greensprings as overflow housing, and occupancy targets for major residence halls. Furthermore, the Council reviewed enrollment projections for the upcoming fall term, anticipating flat overall enrollment despite increases in new freshmen, and analyzed the Education and General Fund budget against conservative state allocation projections, highlighting a potential deficit offset by projected tuition revenue improvements. Finally, the financial pro forma review covered the Oregon Public University Support Fund (PUSF) allocation scenarios and updates on savings from the SOU Forward plan and status of a funding ask for the Workday conversion project.

The discussion centered on the timeline for the Council's recommendation regarding tuition increases and the institutional rules governing such increases based on percentages (below 3%, 3% to 4.99%, or 5% or above, requiring different levels of HECC oversight). The Council considered modeling a 4.99% increase. Enrollment projections indicated a plateau in graduate enrollment through Academic Partnerships and a slight anticipated decrease in other graduate enrollments. Concerns were raised regarding combining potential student fee increases (specifically noting the health center fee might increase while the building fee is stable) with tuition increases to ensure the total cost of attendance remains below 5%. There was also a discussion on how the total cost of attendance is calculated, noting it includes mandatory fees, tuition, room and board, and books, but excludes incidental fees. The Council also considered the need to develop scenarios for the Board of Trustees concerning potential tuition adjustments to cover projected financial losses resulting from COVID-19.

This document assesses Southern Oregon University's sustainability performance using the STARS (Sustainability Tracking, Assessment & Rating System) framework. It analyzes the university's scores from 2016 and 2018 across various categories, including Academics, Engagement, Planning & Administration, Innovation & Leadership, and Operations. The assessment identifies areas where the university is less proficient in sustainability and proposes specific projects and actions to improve its overall STARS score, aiming to achieve a Gold or Platinum rating and foster a more widespread sustainable culture on campus.

This document provides an overview of the report 'Transforming the Workforce for Children Birth Through Age 8: A Unifying Foundation'. It outlines recommendations to enhance the care and education workforce for young children. Key recommendations include strengthening competency-based qualifications, establishing pathways for bachelor's degrees for lead educators, implementing supervised induction periods, developing new evaluation paradigms for professional practice, and fostering improved collaboration among professionals and systems. The goal is to ensure high-quality learning experiences and development for children from birth through age eight.