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Oregon State University: Reshaping the Future

Oregon State University: Reshaping the Future. FIRST DRAFT 5-year Strategic Plan Sabah Randhawa Interim Provost and Executive Vice President PROGRESS REPORT FOR THE FACULTY SENATE. OSU Strategic Plan. OSU 2007 & Strategic Plan. OSU 2007 Recommendations Strategic Tactical

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Oregon State University: Reshaping the Future

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  1. Draft: March 6, 2003 Oregon State University:Reshaping the Future FIRST DRAFT 5-year Strategic Plan Sabah Randhawa Interim Provost and Executive Vice President PROGRESS REPORT FOR THE FACULTY SENATE

  2. Draft: March 6, 2003 OSU Strategic Plan OSU 2007 & Strategic Plan OSU 2007 Recommendations Strategic Tactical Operational OSU 2007 Recommendations President’s ApprovalApril 2003 Strategic Plan, Communication & Implementation Plans developed by August 2003 Start implementation Fall 2003

  3. Societal Context Draft: March 6, 2003 Globalization Advances in information and communication technologies Issues of quality of life and societal wellness Changing Demographics Diminishing support of public services Environmental Issues

  4. Higher Education Context Draft: March 6, 2003 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 Commercialization and privatization of knowledge Complex societal problems requiring integrated thinking and learning Diminishing state support Changing economic bases in Oregon – high tech, natural resources & tourism Changing public expectations

  5. Budget Context Draft: March 6, 2003 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 Commercialization and privatization of knowledge Complex societal problems requiring integrated thinking and learning Diminishing state support 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

  6. Context for Change Draft: March 6, 2003 Increased insurance, health care, and retirement costs Increased demand for services 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 Commercialization and privatization of knowledge Complex societal problems requiring integrated thinking and learning Diminishing state support 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

  7. Draft: March 6, 2003 OSU Budget Context

  8. Draft: March 6, 2003 Vision OSU will be a student-centered, research-extensive, and engaged learning community that enhances and sustains local and global communities, environments, and economies.

  9. Draft: March 6, 2003 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.

  10. Draft: March 6, 2003 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.

  11. Draft: March 6, 2003 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.

  12. Draft: March 6, 2003 First-year persistence rate; graduation rate New research $ Goal 1: Student Persistence & Success Goal 2: Funded research $ in administrative services per student FTE Goal 5: Administrative Svcs Goal 3: Degrees in Engineering & Comp Sci Degrees awarded in Engineering and Computer Science Goal 4: Outreach & Public Svc External funds per state $ Metrics OSU 2007

  13. Draft: March 6, 2003 Metrics, cont. *Baseline is 1999: start of Technology Campaign

  14. Draft: March 6, 2003 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.

  15. Draft: March 6, 2003 Cap at 17,500 at current state appropriation level (approximate on-campus enrollment of 19,000) 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.

  16. Draft: March 6, 2003 Peer Comparison (2000-01 Data)

  17. Draft: March 6, 2003 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.

  18. Draft: March 6, 2003 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.

  19. Draft: March 6, 2003 Strategies for Goal 2:Funded Research • Organize colleges and centers and institutes into “clusters” that provide high quality programs and enable collaborative partnerships.

  20. Draft: March 6, 2003 Clusters Academic Colleges; Centers, Institutes, and Programs; Extension; Ecampus; Service Centers External partnerships

  21. Draft: March 6, 2003 Strategies for Goal 2:Funded 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.

  22. Draft: March 6, 2003 Natural Resources Engineering, Business, & Technology Arts & Sciences (Academic Core) Biosciences & Health Earth Systems Science Interdisciplinary intellectual themes • 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.

  23. Draft: March 6, 2003 Strategies for Goal 2:Funded 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 R&D 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.

  24. Draft: March 6, 2003 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

  25. Draft: March 6, 2003 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

  26. Draft: March 6, 2003 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

  27. Draft: March 6, 2003 Strategies for Goal 3: Degrees in Engineering and Computer Science • Complete $132M technology fundraising campaign by 2010 to support Engineering’s 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.

  28. Draft: March 6, 2003 Strategies for Goal 4: Impact of Outreach and Public Service Activities • Focus on outreach programs important to the State’s 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.

  29. Draft: March 6, 2003 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).

  30. Draft: March 6, 2003 Cluster consisting of Colleges, Centers, Institutes, etc. Service Center Human Resources Business functions Information services Marketing Etc. College Department Department Center • Central Services • Focus on: • General policies and standards • Coordination and oversight • Maintaining in-house partners • for advice, exceptions 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.

  31. Draft: March 6, 2003 Goal Goal Goal Realigning Administrative Services VISION • Proposals for Academic Programs • Supported by • Proposals for Administrative Programs • Proposals for Students Services Proposal for a Capital Campaign

  32. Draft: March 6, 2003 Student Services Administrative Programs Arts and Sciences Cluster Academic Success Center (svcs to enhance student success & retention, provide academic advising for undecided students) Center for Teaching and Learning (svcs for enhancing teaching & lrng, educational technology trng, teaching assistant training) Realigning Administrative Services Student Affairs Enrollment Management Admissions Financial services Registrar’s 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

  33. Draft: March 6, 2003 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.

  34. Draft: March 6, 2003 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.

  35. Draft: March 6, 2003 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.

  36. Draft: March 6, 2003 OSU Strategic Plan OSU 2007 & Strategic Plan OSU 2007 Recommendations Strategic Tactical Operational OSU 2007 Recommendations President’s ApprovalApril 2003 Strategic Plan, Communication & Implementation Plans developed by August 2003 Start implementation Fall 2003

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