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About Eugene register-guard. (Eugene, Or.) 1930-1983 | View Entire Issue (May 21, 1961)
4A Sunday, May Jl, 1H1 Refliier-Guard", Euf ene, Oregon . He Must Be Fiscal Expert, Visionary, Lobbyist Chancellor Jack of Education Trades WANTEP: Well-educated, personable man for a tough job. Duties include those of educa tor, administrator, fiscal expert, visionary, salesman, and lobby ist. Must also have ability to settle arguments tactfully. - The Oregon State Board of Higher Education won't run help wanted ads in its search for a new chancellor, but if it did, the ad would have to read something like the above, The job of chancellor, of the State System requires many men in one, for it's many jobs in one. Charles D. Byrne, state chancel- . lor for five years and secretary of the board for almost, 20 years previously, described the duties thusly: CHIEF EXECUTIVE "First of all, he's the chief executive officer of the State Board of Higher Education and as such is the responsible head of all the Institutions of higher education in the state (two uni versities, four colleges, medical and dental schools, a technical in stitute, and a general extension division,) "He's responsible for the en tire gamut of higher education curicula comes through him to the board; development of phy sical plants comes through him to the board; finance comes through him to the board, and personnel comes through him to the board. "These are the big areas. These things originate with the faculty and the presidents of each school come up through ' him, and he makes the final recommendation to the board. He can turn down, modify or recommend an insti tution's requests." AN EVEN TOUGHER JOB Once all this is done, an even tougher job faces the chancellor, a job involving the qualities of salesman and lobbyist. Another . former chancellor, Frederick Hunter, described that portion: "He has to bring the whole thing together in a single plan to present to the legislature. It's the chancellor's business to for mally inform the legislature and the governor of the needs of education." Once informed of the needs It's up to the legislature to pro vide the money to, make the sys tem work. Steering the system's program through the legislature unscathed is something ike try Ing to put a man on the moon . nobody's been able to do it yet. r President Re-elected - v Ezra Raymond has been re elected president of the Eugene chapter of the Oregon School Em ployes Assn. Other officers are Mel McDerman, secretary, and Earl Strand, records secretary. IT t Kerr Hunter mm Packer Byrne ,The office of chancellor, in fact the entire State System of Higher Education was conceived in strife that ripped through the legislature in the 1920s. In. those days individual institutions went to the legislature for their operat ing budget each biennlum ith an "every school for itself" atti tude. Then, as now, the principal institutions were the University of uregon ana Oregon state. . If one school started a cam palgn for a new building, the other did everything it could to defeat it. Hunter recalled. TO KEEP THE PEACE Finally' in an attempt' to end the academic bloodletting, the legislature created the state sys tem with a policy-making board to keep the peace and run the system. There ' were four chancellors before Richards moved up to the office in 1955 from vice chancel lor. The first was William Jasper Kerr. Kerr had been president of Oregon State. Hunter said he believed Kerr never had a chance to get started because of the cries of favoritism that arose from his having been associated with Oregon State. Hunter, who still lives in Eu gene, took over the top post in 1935, and served for the longest period of time until 1946, Hunt er took two steps that he believes went a long way toward improv ing conditions: We were continually assessing problems that affected all the in stitutions particularly curricula by joint committees." The war ring officials of Oregon and Ore gon State thus found themselves sitting down together to try to work out common problems. HUNTER'S SECOND STEP Hunter's second step- "Inform ing the citizenry of the needs of higher education as a unit, in stead of presenting the needs of separate institutions . . . This was a continuing presentation. I trav eled 25,000 miles a .year to allay the distrust that had arisen con cerning higher education." Paul C. Packer succeeded. Hunt er In 1946 and served until 1950, when he resigned, The state board in its search for a succes sor turned to Byrne, who , had scr.cd as board secretary since the founding of the system 20 years before. Three years later Richards was brought in as vice chancellor and in 1955 Byrne re signed. Byrne, who also still lives in Eugene, said he believes there has been a definite change in the duties of the chancellor over the 30-year history of the office. LACKED AUTHORITY k "I would say that originally the board and the system did not give the presidents the ' authority and the autonomy that they later ac quired, I felt that the institution executives should have some au thority and be the leader of the campus." But this authority was gradual ly granted and the freeing of the chancellor from administrative details shifted the accent of his office to overall planning, coordi nation, and development, of high er education in the state, Byrne said, It Is with this latter function in mind that the state board will begin its search for a new chan cellor, Board' President Henry Cabell told the Register-Guard. "I feel very strongly about this. We must have a man who is a qualified educator . , . We have to rely on him as an expert in making educational policy deci sions, so we want a man who's judgment we can trust. RESIGNATION DISCUSSED Cabell said he believed the board would also be looking for a tactful administrator, capable of making fair and firm deci sions when conflicts arise - be tween institutions as they still do. The board informally dis cussed Richards resignation and the task of picking a successor at its meeting in Corvallis Sat urday. "I would assume that; we'll use the same procedure as we've done in the past it's very much similar to picking a president for one of the institutions," Cabell said. "We'll begin to look around for people who would be qualified, get as many names as we can, get information on them, compare notes, and get the best man we can," Cabell said. Richards offered an opinion on the biggest job facing his suc cessor: . "It's the importance of provid ing to institutions the resources they need to become outstanding. The future chancellor's principal job will be to find resources, and not only from state tax funds, "This whole area of negotia tion with the federal government to bring to Oregon the necessary federal activities (in the aca demic field) is important. "I predict that the amount we're presently receiving from the federal government can be raised so that in a short time, one out of every three dollars we have will be in federal funds. Vour Heartnf Dciervei The Beitl W. r. 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