1. Search criteria for the PASSHE chancellor - issued by the Board in 2018, defines the Board’s objectives (and shows its willingness to undertake) a transformational redesign of the System
2. System redesign strategy and next steps, approved 1/19 – redesign’s goals and objectives
3. Chancellor's inaugural remarks introducing the redesign, 1/16/19 – the strategy presented to reflect input from key stakeholders
4. Board affirmed metrics (approved 1/19) with data definitions - used to articulate Board priorities for the System’s redesign
Critical Supports of and Analyses Leading to the Redesign
5. Recommendations of Board-appointed task force on the role of the System, approved 1/19
6. Recommendations of Board-appointed task force on measures of student success, approved 1/19
7. Recommendations of Board-appointed measures of university success, approved 1/19
8. Results of employee ready, willing, and able survey, Spring 2019 – assessed employee readiness for transformational change
Equipping System Governance for Transformational Change
9. Act 188 of Pennsylvania – legislation establishing PASSHE and identifying roles and responsibilities of its Board, Chancellor, Presidents, and University Council of Trustees
10. Policies at altitude. Empowering systems to act decisively as agents of change – examples of a Board operating at an appropriate strategy and policy level and grounded in individual and institutional accountability as opposed to compliance
11. Framework for opening under COVID in Fall 2020 – exemplifying a hallmark aspect of the redesigned System's governance where universities are delegated a high degree of autonomy in determining their strategic direction in return for a high degree of accountability to the Board in advancing its priorities
Strengthening Institutional and Individual Accountabilities
12. Board Resolution - PASSHE's accountability framework includes:
12.1. Financial sustainability: policy and procedures
12.2. Comprehensive planning process - - tool (with templates and instructions) for developing financially sustainable university and system budgets and budget forecasts that advance progress toward the Board's goals
12.3. Performance evaluation for university presidents and the chancellor - grounded in measurable advancing the Board's priorities and tied to compensation
12.4 Policy and procedures for a performance-based allocation formula - creating budgetary (institutional) incentives advancing progress with the Board's priorities
Key Financial Stabilization Tools (couple tightly with accountability framework)
13. Comprehensive planning process - tool (with templates and instructions) for developing financially sustainable university and system budgets and budget forecasts that advance progress toward the Board's goals
14. Academic Master Planning Tool - a publicly accessible tool for analyzing the financial position and workforce alignment of universities' educational programs
15. Academic program review (policy and "procedures and standards") - tool supporting universities' required continuous assessment of financial viability and workforce alignment of academic programs
16. Enrollment management policy and "procedures and standards - guidelines requiring continuous review of universities' enrollment management against industry best practices
Data and Data Governance
17. PASSHE's data governance charter
Integrations Planning
19. Rationale for integration. July 2020 presentation to the PASSHE Board of Governors
20. Final integration plan for the Commonwealth University (northeast)
21. Final integration plan for the PennWest University (west)
22. Tool for estimating the cost of closing a university
23. Preliminary financial review of proposed integrations - approach to evaluating potential viability of three candidate integrations (two universities combined in each)
24. Final financial review of proposed integrations - approach to evaluating potential viability of three candidate integrations (two universities combined in each)
25. Charter for integration planning project - defines planning goals, objectives, and decision rights
26. Charter for individual planning - defines goals, objectives, and decision rights for groups planning the integration of specific university functions
27. Charges for individual working groups
28. Reports of planning groups convened in parallel for PennWest and Commonwealth Universities
29. Report of planning groups exclusively for Commonwealth University:
30. Report of planning groups exclusively \for PennWest University:
31. Report of planning groups working on system support for the integrated universities:
32. Orientation/Onboarding for planning group leaders
33. Longitudinal study of PASSHE universities' economic impacts (including integrated universities)
34. Study of appetite for online learning among undergraduates and their parents
35. Guide to changes in the integration plans resulting from a two-month public review and comment period
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