Dear Raider family,
We are quickly approaching a pivot point for SOU, when first the outline and then details of our consultants’ recommendations for the transformation of our university will come into focus. While learning more about those suggestions – and our options – will allow us to begin actively planning our future, we know that path will be difficult and challenging.
The consultants from Deloitte will outline the major themes and findings from their study of our operations at a special meeting of the SOU Board of Trustees next Tuesday, April 28, from 5 to 7 p.m. They will suggest radically different structures across administrative service areas, moving auxiliaries much closer to self-reliance than ever before and a dramatic re-focus in our academic portfolio. They will then offer an online presentation of their preliminary report on Monday, May 4, before our board conducts a listening session on May 5 and then meets again on Friday, May 8, to consider the plan – which is also being submitted to the Higher Education Coordinating Commission.
We have heard your concerns about the accuracy and relevance of data that is the basis for the emerging transformation plan. Our team is actively checking the numbers and the narratives, engaging in rounds of validation efforts with subject matter experts, and following up as needed to correct any discrepancies. We understand the importance of getting this right – and the consequences of moving forward with information that is anything less than complete and well-considered.
We’ve seen a number of recent concerns about administrative bloat at SOU, and agree that it has no place at our institution – especially now. It is why, for example, we’ve eliminated 40% of our senior executive positions in the past four years. Also, in fairness to our colleagues, I want to reiterate who most of our unclassified staff colleagues are, even if some categorizations refer to them as “administrators.” They are our fellow employees who provide student support services, who advise students and who maintain our campus. We should always have space to criticize the university’s leadership team, and I will never discourage you from doing so. But I’d simply ask that we delineate the difference between executive leaders and our unclassified staff colleagues who provide critically needed services to our students and to other employees.
We also recognize that our transformation to become a smaller, student-centered and regionally responsive university will be a difficult process. Apprehension and anxiety are natural reactions in times of uncertainty, and I encourage all of us to seek assistance if needed from the many resources available to us.
For our students, counseling for mental health crises and other concerns is available through our La Clinica Student Health & Wellness Center; in-person or remote sessions can be scheduled through the online health portal or by calling the La Clinica SHWC at (541) 494-4875. Assistance is also available from our Care Coordinators Office.
SOU benefits-eligible employees may visit the Human Resources website for information and resources supporting mental and emotional well-being. Employees can also seek guidance through Canopy, our Employee Assistance Program, by calling 1-800-433-2320, texting 503-850-7721, emailing info@canopywell.com, or visiting the organization’s website.
Please know that as SOU students and employees, you are all loved. I want all of us to fight the tendency to blame other groups on campus for the challenges we face. We can achieve anything – and we can overcome anything – when we work together to support one another. We will get through this challenging time and continue to provide life-changing opportunities for future generations of SOU students. Our community – past, present and future – deserves nothing less.
With love and respect,
