Strategic Plan 3.0 Update
Susan Capalbo
Chair, Steering Committee
October 23, 2013
Luiz Bermudez – Professor and Head, Dept. of Biomedical Sciences, CVM
Linda Bruslind – Senior Instructor and Head Advisor, Dept. of Microbiology, COS
Marisa Chappell – Associate Professor, School of History, Philosophy and Religion, CLA
Kevin Gable – Faculty Senate President and Professor, Dept. of Chemistry, COS
Marla Hacker - Dean of Academic Programs, Associate Professor, Cascades Campus
Dave King – Associate Provost and Professor of Outreach and Engagement
Larry Roper - Vice Provost for Student Affairs
Laurence Schimleck – Professor and Head, Dept. of Wood Science and Engineering, COF
David Trejo – Professor and Acting School Head, Civil and Construction Engineering ,COE
Virginia Weis – Professor and Chair, Dept. of Integrative Biology, COS
Becky Warner – Senior Vice Provost
SP3.0: Overall Themes … and takeaways
•Transformative student experience:
•Excellence in teaching is an integral component of faculty excellence
•Provide integrated research and learning environments – OSU’s comparative
advantage
•Focus on initiatives that support OSU’s intellectual capital
•Technology makes many SP3.0 goals possible; diversity is essential
•Overarching themes
•Science and society
•Engagement is central to teaching and research/scholarship; move from periphery
to centrality
•Collaborative environment is even more critical
•Emerging areas of innovation (discovery to delivery)
•Institutional agility: rethink and re-engineer
•Enable possibilities, not define
•Build upon the “OSU brand”
•coordinated disciplinary excellence in pursuit of interdisciplinary challenges
•Academic fabric of OSU: strong disciplines, low walls
“Collaborative connectors, disciplinary excellence, engaged communities –
it is our history and our future”
Metrics Used in Current Strategic Planning
Metric
2002-03
2007-08
Baseline Performance
2012-13
Target
2012-13
Status
Number of Degrees Awarded
3894
4232
4566
5306
First-Year Retention Rate
80.7
80.8
85
83.3
Sixth-Year Graduation Rate
60.5
62.1
65
60.4
% High-Achieving OR High School
Graduates
30.5
32.7
35
39.5
% US Minority Students
13
15
18
19.8
% US Minority Faculty
9.2
12.8
15
12.1
208.1
233.4
296.6
240.5*
Dollars Leveraged/Appropriated
Dollars for SWPS Research
1.73
1.7
1.75
2.66
Annual Private Giving (million $)
29.3
91.1
92.0
81.0**
Total R&D Expenditures (million $)
* 2011-12 data, expect 2012-13 data to be available Feb 2014
** in 2011-12 the target was exceeded ($103.9 million)
Exceeded our target
Some similarities and departures
Similarities
•Thrust of the three healthies
•Same commitments to lead in developing a globally competitive
workforce, address national and global challenges
•Deep commitment to our Univ community and mission
Departures (extensions)
•National and global drivers have changed – added uncertainty
•Better integrate academic programs into the signature areas
•Greater connectivity with non-Corvallis units
•Third goal is more broadly focused on impacts and reach
•Strong focus on transformative experiences
•Pre-eminent International Research Institution and 21st Century
Land Grant University; top 5 in selected areas to are iconic OSU
•Use and understand metrics; develop internal metrics and
alternative ways of assess our progress: “If you can’t fix it, feature
it”
Goals and Foundational Areas
Goal 1: Provide an integrated research and learning environment for
access, success, and engagement
Goal 2: Promote Leadership in research, scholarship and creativity
and enhance pre-eminence in the signature areas of distinction
Goal 3: strengthen OSU’s impact and reach throughout the state and
beyond
Pathways to success:
Faculty Excellence
Staff Excellence
Diversity of the OSU Community
Stewardship of resources
Information as a strategic asset
Sampling of Strategic Initiatives
Pathways to success:
Faculty Excellence
•Create a culture in support of faculty excellence in teaching, research/scholarship,
and engagement; reward excellence in all areas.
•Significantly increase the diversity of faculty through new hires and enhanced
retention efforts.
•Streamline university procedures that account for substantial use of faculty time
Staff Excellence
•Develop a staff recruitment / retention plan that considers the future needs and
identifies critical positions for recruitment, provides job skill training to ensure our staff
are developing needed skills in the rapidly changing workplace, and develops more
comprehensive work-life balance policies
Diversity of the OSU Community
•Align the diversity, equity, and inclusion efforts across the all units and campuses, and
establish accountability among the leadership of these units.
•Significantly increase the diversity of faculty and staff through new hires and targeted
promotion; make OSU an employer of choice.
Sampling of Strategic Initiatives
Pathways to success:
Stewardship of resources
•Develop an integrated infrastructure recapitalization plan and identify investment
priorities, so that resources are aligned with priorities and unit-based needs
•Continue to promote OSU’s accomplishments as a part of a comprehensive
communication effort and in collaboration with OSU Foundation and Alumni
Association grow our private fundraising
•Streamline university and college procedures to minimize faculty time spent away
from core academic activities. Invest in staff to help ensure that this is feasible.
•Review existing budget models to insure transparency and support for critical central
and unit-based priorities and needs.
Information as a strategic asset
•Provide operating platforms and data/information management tools using current
best practices (low cost, high value).
•Provision of standardized, centralized tools for managing data that facilitates sharing
of appropriate information among colleges and departments and enhancing
administrative and institutional functions
Timeline
•Oct 2013:
meet in small working groups
•Early Nov: Convene committee and finalize draft
initiatives
•Mid Nov:
•provide draft to OSU Leadership and Faculty
Senate EC, and meet to discuss
•Professional editing
•Dec 2013: Revisions based on stakeholder feedback
•Late January, 2014: Rollout to University
•February, 2014: Campus discussions (Senate, other
broad campus engagement)
•Spring, 2014 +: Adoption & implementation