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
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