hat promote their strategic goals. Each institution must be able to manage and support its choices and identify additional resources that will help the institution in achieving its goals.
· The universities should be managed and overseen by an appointed, independent Board of Overseers which is responsible for the well-being of the university (ies) they oversee. There are many examples around the world to select from, but the two most common approaches are: (a) an independent board for each institution or (b) an independent board for a group of institutions that share common characteristics.
· In an effort to strengthen the independence of universities, the rectors, vice-rectors, department heads and other academic administrators should be chosen by dedicated search committees with representation from alumni, faculty, students, non-academic staff and external appointees who enjoy great respect for their professional or civic contributions and their integrity. These committees should be tied to the university governing board or council. University leaders should be appointed with due process and should be regularly reviewed. Their re-appointments should be based on a thorough independent internal and external merit review.
C. Strengthening Faculty Governance: the Faculty Senate
· To achieve a meaningful and successful self-government and succeed in a continuous improvement of academic quality, each institution should have strong faculty governance. Toward this end, a new system is proposed that will include a Senate for each institution. If the universities are grouped into systems by mission or by any other attribute, it is appropriate to also consider a System Senate that is comprised of all the chairs and co-chairs of the participating university senates and other faculty specifically elected for participation in this Senate.
· Academic appointments in addition to faculty reviews and faculty promotions should be the prerogative of the Faculty Senate with the decisions (appointments or promotions) to receive review and final approval by the President (Rector). In the case of faculty appointments the recommendation should be made to the Dean by the Department Head and by the Dean to the Provost (Vice Rector) or President (Rector). A similar process should be followed for faculty promotions.
· Department Heads should be selected by the appropriate search committees and should be appointed by the Deans with the approval of the Provost (Vice Rector) or President (Rector). Deans should be selected by the appropriate search committees and should be appointed by the President (Rector) with the approval of the University’s Governing Board.
D. Enforce Accountability: Measuring Performance
· It is necessary that the universities be accountable for their actions. They should have the responsibility to measure and publicly report their academic performance.
· Universities should acquire information technology tools and develop policies and processes which allow them to annually measure the output parameters and assess the effectiveness of their operation. Some examples: tenure track faculty headcount and FTEs (full time equivalent), temporary lecturers in headcount and FTEs, enrolled students by year, graduated students (4 years, 6 years and 8 years), research expenditures, publications, citations etc.
· Universities should report the teaching load of their faculty in the form of student credit hours and focus on improving graduation rates and retention. Improving graduation rates should become a primary goal.
E. Improving Undergraduate Curricula and Strengthening Graduate Studies
· The University Senate should be responsible for revising and approving undergraduate and graduate curricula. The curricula should be flexible, of the highest academic quality, should reflect the needs of the profession and the needs and aspirations of Greek society. The Senate should also be concerned with the organization of degree programs and the procedure of examinations. Studies should be specified in the internal rules of each institution, within a