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Statewide Capital Master Plan Subcommittee

Subcommittee Charter – Final

The following Subcommittee Charter was created at the project kick-off meeting on June 19, 2006. It was sent for first review on June 23, 2006. Final approval received on July 25, 2006.

Define the Team

Sponsor is Ohio Board of Regents nine-member board

Leader/Project Manager is Jim Nargang, Ohio Board of Regents staff

The subcommittee is made up of employees of Ohio’s public higher education institutions who have volunteered to work with the Capital Planning office of the Board of Regents on the State-Wide Capital Master Plan.

The subcommittee includes Board of Regents staff

Members and organizational linkages

Kate Carey – Ohio Learning Network/Ohio Commons
Alex Cofield – The Ohio State University
Evelyn Frey – Cleveland State University
Jim Haley – Miami University
George Arnold – Columbus State Community College
Jim Haskell – University of Akron
Ann James – Cincinnati State Technical and Community College
Ron James – Ohio Board of Regents
John Kotowski – Ohio University
Chuck Mann – Owens Community College
Dan Morissette – University of Toledo
Jeff Miller - Sinclair Community College
Jim Nargang – Ohio Board of Regents

The subcommittee will report to the OBR Board, Board of Regents staff (OBR Staff), other Ohio higher education institutions, customers, stakeholders, and our own institution.

Customers (a person or organization that has direct responsibility or control over the project) include:

• OBR Board
• OBR Staff
• Ohio public higher education institutions

Stakeholders (a person or organization that has indirect responsibility or influence on the project) include:

• Legislature
• Governor (current and future)
• Office of Budget and Management
• Inter-University Council
• Ohio Association of Community Colleges
• Taxpayers
• Bond holders
• Students (current and future)
• Higher education staff
• Host communities

The team is not a formal part of the OBR Staff or Board. It is a committee of OBR customers that can be disbanded at any time at the discretion of the OBR Staff or Board

The committee receives direction, guidance, and authority from OBR while at the same time individual institutions are providing resources (by way of time and expertise) for the committee’s purpose

Define the Purpose

Team Purpose

• To provide expertise and resources (our time) to OBR for the purposes of identifying and communicating higher education capital needs to the Legislature and State policy makers with the goal of addressing existing and future capital needs on Ohio’s public campuses
• To draft and present a high-level document telling the story of higher education funding and facilities, infrastructure, and technology needs; to participate in a validation assessment by a third party; and to participate in the creation and presentation of a state-wide capital master plan
• Recommend policies and alternatives to OBR Board regarding capital funding, needs, and policy
• Identify tangible outcomes resulting from support of higher education facilities
• Educate state decision makers about higher education capital needs with the desire to make capital funding for public colleges and universities a higher priority
• Review and discuss internally within our own institutions decision-making processes, availability, and use of scarce resources for capital needs
  

Team Vision
Have a statewide capital master plan and process that recognizes and communicates the needs of and provides for sustained support of public higher education in Ohio.

Team Mission

• Provide expertise
• Create a 10 year state-wide capital master plan and process
• Clearly present and communicate complex, compelling messages in layperson’s terms
• Actively participate

Goals

• Have a strong draft narrative complete by December 31, 2006 (OBR deadline for final version of plan is December 31, 2007)
• All committee members have a common/baseline understanding of higher education needs by August 31, 2006
  • Capacity
  • Renovation
  • Ohio’s future needs (STEM2)
  • Own institution’s academic plan
  • State policies, info, recommendations for higher education (CHEE report)
  • Understanding of relationship between State capital and operating budgets
• Understanding of audience, education of committee, on going
• Involve third party expert/data into process
• Define “capital” broadly = buildings, infrastructure, technology
• Communication of connection of the relationship between higher education and economic well-being of Ohio to policy makers

Boundaries

• The committee is not working on
  • Correcting academic programs
  • Debating the deadline of December 31, 2007
  • Telling each campus how to use its money
  • Revising the capital funding formula
  • Creating a process that requires additional reporting to OBR Staff

Critical Success Factors

• Strong draft narrative complete by December 31, 2006
• Product is credible
• Increased interaction, communication, and dialogue between advocates and representatives of higher education and state policy makers.
• Documenting a coherent program and presentation of document
• Acceptance of the State-Wide Capital Master Plan by Ohio public higher education institutions

Define the Responsibilities

Team

• Transparency
• Provide meeting minutes
• Communicate with Ohio public higher education institutions
• Outreach
• Start meetings on time, end on time
• Work towards acceptance
• Follow Ohio ethic laws
• Own the final product
• Do not gang up on OSU (J)

Individual

• Keep own institution up to date/informed
• Keep commitments, do what you agree to do
• If you cannot make a meeting, let Jim know; OK to send someone in your place
• Respect each other
• Open, honest communication
• Play devil’s advocate
• Do not introduce own institution’s agenda
• Keep on track

Develop Operating Guidelines

Decision making

• Strive for acceptance by committee members
• If an issue arises that cannot be resolved at the committee level, escalate it to the larger higher education group, OBR staff, or OBR Board

Communications

• Via e-mail, list serve created and hosted by OBR staff
• Minutes on the web with feedback option
• Quarterly meetings with larger higher education group
• Inform IUC and OACC with communication from OBR staff (via formal reports)
• OBR establish and implement communication protocol to policy makers

Set Behavior Guidelines

Core values

• CFPR – Civility, Fairness, Professionalism, Respect
• Integrity/ethics
• Listening
• Discussing

Conflict resolution

• Ok to disagree, agree to disagree
• Talk with the person, if comfortable
• Forgiveness
• Tolerance
• Talk with Jim N., if comfortable
• Jim N. move the issue forward

Gain Agreement, Sign Up

• Project Team - yes
• Management/Sponsor – yes

Actions After Chartering is Complete

• Document the charter
• Approve the charter
• Communicate the charter
• Review and update as significant changes occur