Provost Chris Long

Provost Long discusses the working document that presents a vision for the University of Oregon's academic future, as well as the engagement process and timeline to address the institution's $65m structural budget deficit.

Provost Long provides some brief end-of-year reflections including his gratitude for the creation of the AMAC process to help the university navigate the budgetary challenges ahead.

Provost Long discusses successes of the past academic year at the University of Oregon, as well as the difficult enrollment and budget challenges the university faces.

Provost Longon reflects on finding hope in a time of fear and the need for shared purpose and solidarity between faculty and administrative leaders.

Provost Long discusses the importance of using this period of disruption in higher education to enact a candid and disciplined culture of performance review at the University of Oregon.

Provost Long discusses some examples of the University of Oregon community demonstrating values-enacted leadership, as well as the ongoing academic planning for UO Portland.

Provost Long lays out a three-pronged theory of change that the university can use to recenter itself into a community of shared purpose during this period of deep disruption.

Provost Long speaks to UO Senate about the key difference between force and true power in light of recent events.

Provost Long and Senate President Mason sent the following message to UO faculty and graduate employees on January 7.

Provost Long speaks about the importance of building trust in the University of Oregon community for establishing and advancing its shared purpose.