top of page


What are the aims of the University of Nebraska?


What is its mission?


What is its role in the state of Nebraska?

The answers to these questions are what I broadly call the "Aims" of the university. The world is changing at a breathtaking pace, and as it changes, the role and mission of a state university must continuously evolve in order to stay relevant!


Most of the serious discussions between the current Board of Regents and university administration revolve around budgetary constraints. But can budget constraints truly be addressed if the university hasn't defined its role in the modern world?


Jim Rogers has the insider knowledge to know that the mission statement of the University of Nebraska needs serious work! It's the university administration's job to do this work in determining the proper role and mission of the university in the 21st century, and then address funding.


The Aims of the university are critical to get right if the University of Nebraska is to be strong, efficient, and ready to face the challenges of the modern world. Elect Jim Rogers to make sure that university mission is always at the forefront of administration thinking and decision-making!


Check this page often to see updates on Jim's understanding of university aims, the problems with the current university aims, and how Jim will work to make sure university administration improves them.


If you’d like more information from Jim Rogers, get in touch today.

  • Analysis of the five dysfunctions of a university governing board
    1/3/24: Here’s the second installment of my analysis of the five dysfunctions of a university governing board! “University governing boards shouldn't expect administration to come up with magical solutions to big problems, but sometimes a little magic is necessary." [Agility] The Second of Five Dysfunctions of a Board of Regents: The Bright Shiny Object Syndrome (
  • Enrollment/retention as the de facto mission of the University of Nebraska
    9/25/23: Remember my Substack on enrollment/retention as the de facto mission of the University of Nebraska? Aims: How is the University of Nebraska Attempting to Implement Their De Facto Mission of "Retention?" ( Well, here is some confirmation of that fact for most all universities: What does it take to buck downward enrollment trends? ( Note that the article states that the key is to focus on the mission: “Frankly, it’s not COVID or falling birth rates that are to blame [for lower enrollments] at most places. It’s mission drift” Further, they say the key for private universities is to narrow their mission and specialize: “It’s better, if you find yourself in a decline, to narrow your focus rather than the usual strategic plans with 20 objectives." But for large public universities, it's always back to the taxpayer funding trough: "For public institutions ... the key factor is almost always public funding. ... The Legislature is their biggest donor, so you need to make the right pitch to them.” The NU system is facing the same enrollment crisis as everyone else. I've been relating my experience in this area, and I will continue to share how I can help break through the administrative groupthink of always asking for more money. If elected to the Board of Regents, I will make sure the mission has the right scope to be cost efficient (AIMS), that NU administration is nimble enough to make those changes (AGILITY), and I will continuously follow up on their actions (ACCOUNTABILITY). NU administration needs a shakeup, and it's the Board of Regents job to make that happen. However, I believe the Board of Regents needs a shakeup itself as it currently doesn't show any capacity for this sort of critical review of administration. Elect me to the Board of Regents and I promise that will change!
bottom of page