Oregon State University: Reshaping the Future

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Oregon State UniversityReshaping the Future

• FIRST DRAFT
• 5-year
• Strategic Plan
• Sabah Randhawa
• Interim Provost and Executive Vice President
• PROGRESS REPORT FOR THE FACULTY SENATE

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OSU 2007 Strategic Plan
OSU Strategic Plan
OSU 2007 Recommendations Strategic
Tactical Operational
OSU 2007 Recommendations
Presidents Approval
April 2003
Strategic Plan, Communication
Implementation Plans developed by August
2003 Start implementation Fall 2003
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Societal Context
Globalization
Advances in information and communication
technologies
Issues of quality of life and societal
wellness
Changing Demographics
Diminishing support of public services
Environmental Issues
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Higher Education Context
Globalization
Advances in information and communication
technologies
Issues of quality of life and societal
wellness
Changing Demographics
Diminishing support of public services
Environmental Issues
Changing Student body
Diminishing state support
Commercialization and privatization of knowledge
Complex societal problems requiring
integrated thinking and learning
Changing economic bases in Oregon high
tech, natural resources tourism
Changing public expectations
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Budget Context
Globalization
Advances in information and communication
technologies
Issues of quality of life and societal
wellness
Changing Demographics
Diminishing support of public services
Environmental Issues
Changing Student body
Diminishing state support
Commercialization and privatization of knowledge
Complex societal problems requiring
integrated thinking and learning
Changing economic bases in Oregon high
tech, natural resources tourism
Changing public expectations
Increase competition for federal dollars,
grants and contracts
Increased resources need to attract and
retain faculty and staff
Double digit tuition increases
Decrease support from state government
Financial aid dollars not sufficient to
cover costs
Increased insurance, health care, and
retirement costs
Increased demand for services
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Context for Change
Globalization
Advances in information and communication
technologies
Issues of quality of life and societal
wellness
Changing Demographics
Diminishing support of public services
Environmental Issues
Changing Student body
Diminishing state support
Commercialization and privatization of knowledge
Complex societal problems requiring
integrated thinking and learning
Changing economic bases in Oregon high
tech, natural resources tourism
Changing public expectations
Increase competition for federal dollars,
grants and contracts
Increased resources need to attract and
retain faculty and staff
Double digit tuition increases
Decrease support from state government
Financial aid dollars not sufficient to
cover costs
Define our future Define new ideas and
innovation Lead knowledge-based workforce
development Attract and realign resources
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OSU Budget Context
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Vision

• OSU will be a student-centered,
• research-extensive, and engaged
• learning community that enhances and sustains
  local and global communities, environments, and
  economies.

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Mission

• Prepare students for lifelong learning and
  leadership in an increasingly interdependent,
  global society.
• Unique obligation for education in natural
  resources and engineering.
• Partnerships with the public and private sectors
  in education and research to assure benefits of
  discovery are widely disseminated and utilized.

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Mission, cont.

• Be among the best universities at integrating
  teaching, learning, research, and outreach.
• Maintain a faculty of exceptional talent, a
  relevant and rigorous curriculum, and a physical
  and technology infrastructure that supports
  outstanding achievement.
• Maintain a commitment to excellence.

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Five-year Goals

• Achieve student persistence and success that
  match the best in the country.
• Increase funded research by 50.
• Make progress toward the top-25 goal for the
  College of Engineering, and increase B.S. degrees
  in engineering and computer science by 50, and
  graduate degrees by 70.
• Increase the impact of outreach and public
  service activities.
• Increase efficiency and effectiveness of
  administrative systems to allow for better
  resource allocation.

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Metrics
OSU 2007
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Metrics, cont.
Baseline is 1999 start of Technology Campaign
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Strategies for Goal 1 Student Persistence and
Success

• Cap OSU-Corvallis on-campus enrollment at 19,000.
  Implement admission policy that ensures
  achievement of gender, ethnic, and international
  student diversity mix.

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Student Enrollment

• Fall 2002 OSU-Corvallis Enrollment 18,789
• Ecampus Enrollment 1,532
• OSU-Corvallis On-Campus Enrollment 17,257

No limits on Ecampus and OSU-Cascades Campus
enrollments.
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Peer Comparison (2000-01 Data)
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Strategies for Goal 1 Student Persistence and
Success

• Ensure a strong Arts and Sciences core, the
  foundation to strong instruction and scholarship
  to other programs on campus.
• Establish Academic Success Center and Center for
  Teaching and Learning.
• Increase financial aid through directing
  proportion of tuition dollars for those with
  greatest financial need. Withdraw from Western
  Undergraduate Exchange (WUE) program, redirecting
  saved dollars for financial aid.
• Use web-based technology to support access by
  providing 25-30 most enrolled bac-core courses
  via web.

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Strategies for Goal 1 Student Persistence and
Success

• Increase Honors College enrollment by 5 per
  year.
• Increase student participation in international
  exchange programs.
• Organize integrated enrollment services around a
  student access agenda.

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Strategies for Goal 2Funded Research

• Organize colleges and centers and institutes into
  clusters that provide high quality programs and
  enable collaborative partnerships.

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Clusters
Academic Colleges Centers, Institutes, and
Programs Extension Ecampus Service Centers
External partnerships
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Strategies for Goal 2Funded Research

• Organize colleges and centers and institutes into
  clusters that provide high quality programs and
  enable collaborative partnerships.
• Identify interdisciplinary scholarship and
  creative activities focused on intellectual
  themes in the context of institutional mission
  and societal needs that attract increasing
  support from extramural agencies, industry, and
  foundations.

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• Richness in learning and creative work resulting
  from an environment of collaboration.
• Develop a community of scholars built on common
  interests and goals.
• Programs that have a natural alignment work
  together to foster strategic outlook.
• Enhances attracting and retaining good faculty
  and students.
• Attract increasing support from alumni,
  foundations, extramural agencies, industries.

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Strategies for Goal 2Funded Research

• Develop at least three new nationally recognized
  scholarship and creative activity programs with
  supporting graduate curriculum and critical
  faculty mass in each area.
• Partner with other OUS institutions, OHSU, and
  industry to develop two signature research
  centers, with the first in multi-scale devices
  and materials.
• Develop research park to promote culture of
  innovation and stimulate flow of knowledge and
  technology between OSU and RD institutions and
  companies.
• Build and sustain strong faculty in signature
  scholarship areas through redirection of faculty
  lines. Over the 2003-05 biennium, allocate 80 of
  open faculty positions at the cluster level and
  20 at the university level, for themes across
  clusters.
• Develop and implement a comprehensive, 5-year
  fundraising campaign.

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Interdisciplinary Intellectual Themes/Initiatives

• Natural Resources
• Urban/rural systems interface
• Water, watersheds, landscape and community health
  in integrated ecosystems
• Sustainable community and economic development
• Biotechnology for the environment and economy

• Engineering, Business and Technology
• Multi-scale materials and devices/micro
  technology
• Analog-mixed signals
• Enterprise management and development
• Infrastructure technology
• Usability engineering
• Environmental remediation and sustainability

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Interdisciplinary Intellectual Themes/Initiatives

• Earth System Science
• Volcanoes, earthquakes and the earth system
• Land/ocean interface
• Climate of the pacific northwest

• Health and Biosciences
• Structural genomics
• Bioenvironmental health
• Assessing and optimizing clinical practices
• Environmental and behavioral change

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Interdisciplinary Intellectual Themes/Initiatives

• Arts and Sciences
• Center for Teaching, Learning and collaborative
  research
• Public policy and community impact coordinating
  council institute
• Student engagement with academics and the
  community

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Strategies for Goal 3 Degrees in Engineering and
Computer Science

• Complete 132M technology fundraising campaign by
  2010 to support Engineerings top-tier goals.
• Complete the Kelley Engineering Building to house
  the School of Electrical Engineering and Computer
  Science.
• Improve first-year to sophomore persistence rate,
  consistent with OSU retention goals.

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Strategies for Goal 4 Impact of Outreach and
Public Service Activities

• Focus on outreach programs important to the
  States future economic and social development.
• Increase perimeter programs to deliver
  specialized services and programs to regional
  communities and interested organizations.
  Demonstrate strong profitability that ensures
  financial contributions to academic programs.

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Strategies for Goal 5 Efficiency and
Effectiveness of Administrative Services

• Establish Service Centers at cluster level that
  perform 75 of all business processes.
• Increase delivery and processing of information
  in electronic format.
• Align administrative systems for effectiveness
  and efficiency.
• Reduce resources in administrative systems by 20
  by 2007 (5 per year, starting in FY04).

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Service Centers

• Provides balance between efficiency and economics
  of scale, versus quality and responsiveness of
  service.
• Reduces duplication of processes between units
  and organizational layers.
• Moves responsibility closer to activities.
• Unit leaders can focus on faculty development
  without having to manage administrative processes.

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Realigning Administrative Services
VISION

• Proposals for Academic Programs
• Supported by
• Proposals for Administrative Programs
• Proposals for Students Services

Proposal for a Capital Campaign
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Realigning Administrative Services
Student Affairs Enrollment Management
Admissions Financial services Registrars
operation Student Support Services Student
conduct/mediation Health and counseling
Career services Recreational sports Housing
and Dining
Academic and International Affairs Academic
program administration Academic personnel
policies/management International
programs Institutional research assessment
ROTC programs
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Overarching Strategies Leadership

• Further a collaborative leadership model that
  provides opportunities for empowerment and growth
  for faculty and staff.
• Cluster leadership shared by deans, directors,
  business managers, faculty, and students
  representing the diversity of the organization
• Cluster leadership provide intentional
  opportunities to develop leaders from within the
  organization, reflecting the diversity goals of
  the organization
• Cluster leadership responsible for goals in
  research and graduate programs, student
  retention, diversity and culture.
• Performance evaluation of leaders based on
  success of unit as well as success of the
  cluster.
• Implement an institution-wide framework for
  employee performance and career development,
  including a performance appraisal process linked
  to individual development plans and unit and
  institutional goals.

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Overarching Strategies Resources

• Develop and implement a comprehensive, 5-year
  fundraising campaign.
• Invest 3M in FY04 to start the implementation
  process.
• Distribute budgets to clusters, starting in FY04.
• Redirect 20 of administrative budget to program
  growth over the next four years.
• For the 2003-05 biennium, make decisions on open
  faculty positions at cluster level (80), and
  central level (20) to promote collaboration and
  program development in clusters, and across
  clusters.

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Overarching Strategies Resources

• Create institutional policies to enable self
  support units when possible and desirable.
• Create 3-5 signature academic programs at
  OSU-Cascades Campus over the next two biennia,
  helping to realign resources more effectively.

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OSU 2007 Strategic Plan
OSU Strategic Plan
OSU 2007 Recommendations Strategic
Tactical Operational
OSU 2007 Recommendations
Presidents Approval
April 2003
Strategic Plan, Communication
Implementation Plans developed by August
2003 Start implementation Fall 2003