The College has experienced two diverging trends since 2000. The first has been very positive, a steady and significant increase in student enrollment each year. The second trend makes it increasingly difficult to support the first: declining state funding coupled with rising expenses. Oregon’s recession at the beginning of the decade resulted in budget reductions for the College and the Forest Research Laboratory. Subsequent funding in the 03-07 period continued the decline in purchasing power for our teaching, research, and outreach efforts. The 07-09 budget stops the free-fall, but still leaves us below our capabilities in 2000. We expect a very bright future for the College as the demand for forestry graduates and for our research and outreach continues to grow. So, we are making adjustments in expenditures and revenues to keep our academic programs sharply focused on current and future needs and adequately funded to meet those needs.
The earlier funding shortfalls were countered with actions that sought to minimize impacts on core academic and research programs. We have previously saved over $1.5 million in annual expenses through staff reductions in Publications, Media Center, Conference Office, Maintenance, as well as freezing most tenure-track faculty replacements. Our current round of budget reductions is again focused on administrative and staff reductions, plus procedural efficiencies so that we continue to maintain our core programs and faculty. The ultimate goal is to reach a financial balance where we can begin to restore faculty positions and to do so within the next few years. I believe a refined College administrative structure can help us reach that balance quicker, and position us to meet the coming changes in Forestry.
These pages will provide up-to-date information on the ongoing planning, decision-making, and implementation processes as we work toward a strategic reorganization of College academic units and administrative support structure. The reorganization of the College is designed to reduce expenditures on administration and to better position the College for future success. One goal for strategic realignment is to increase opportunities for research collaboration and learning, especially across disciplines. Another is to ensure that our students are well prepared to meet the growing challenges in natural resources and forestry when they enter the workplace. And it should position the College for success in Salem and in the Capital Campaign.
We are currently engaged in open discussion and are seeking input on the proposed restructuring of the College from four departments to three departments. We invite you to explore the five preliminary models presented and share your views, either via the web interface or through the contact options below.
I welcome your comments and participation as we work together to build the College of Forestry’s bright future of possibilities.
