Strategic Plan Implementation Update 2006-2007

Goal 1: Provide outstanding academic programs that further strengthen our performance and pre-eminence in the five thematic areas.

Key Metrics 2002-2003 Base 2004-2005 2005-2006 2006-2007

2007-2008 Target

(target was established in 2004)

Grants and Contracts Expenditures
$138.9 million
149.7 million
163.7 million
163.8 million
$180 million
Invention Disclosures
39
46
49
Information due on Jan 08
60
Entering Student Average GPA/SAT
3.44/1,079
3.48/1,080
3.48/1,080
3.49/1,065
3.50/1,125
Percent of U.S. Minority Students
13%
13.6%
14.1%
14.3%
15%

 

Key Initiatives for 2006-2007

  • A Presidential Commission on Ocean, Coastal, and Earth Systems Futures provided guidance in developing a longer-term vision for OSU in this area, one which integrates biological, physical, and social sciences in studies of ocean and coastal systems and communities.
  • To enhance the delivery of OSU's outreach mission, the University realigned its two major extended education units, OSU Extension Service and Extended Campus, into the Division of University Outreach and Engagement, and appointed its inaugural Vice Provost.
  • Partnering with other state and private institutions, OSU was successful in advancing the Oregon innovation agenda. The 2007-2009 legislature committed to provide continued funding for ONAMI, funding for two new signature research areas (Sustainability and Alternative Energy and Infectious Diseases and Drug Discovery), as well as funding in the emerging area of Wave Energy.

2005-2006

  • Two significant new buildings opened: the Kelley Engineering building that houses Electrical Engineering and Computer Science programs, and the Small Animal Clinic in Veterinary Medicine that provides clinical services for small animals.
  • The OSU Extension Service started an initiative to reinvent the Extension services in the Portland-metro area, including understanding urban needs and issues.
  • A blue ribbon task force is assessing OSU’s centers and institutes, and how to best position them to contribute to research innovation and growth.
  • Following recommendations from a faculty task force, the University developed guidelines for fixed-term professional Extension appointments and multi-year contracts for Extension faculty.

 

2004-2005

  • To advance excellence in OSU’s five thematic areas, OSU invested $2 million per year, for up to five years, in six interdisciplinary initiatives that leverage existing strengths, have potential for growth and external funding, and while advancing science in each of the six areas, helps OSU enhance its land-grant mission of outreach and extension. The initiatives are:
    • Center for Healthy Aging Research: Linking Individuals, Families, and Environments
    • Computational and Genome Biology Initiative
    • Ecosystem Informatics: Mathematics, Computer Science, and Ecology
    • Subsurface Biosphere Education and Research
    • Sustainable Rural Communities Initiative
    • Water and Watersheds Initiative

    In addition to central investment, many colleges and centers committed resources to the initiatives.

  • Vice President John Cassady has led the concept development phase of an Innovation Campus. Various strategies are being evaluated, including collaborations with our industrial partners and a feasibility study for a site location.
  • An external consultant helped complete an assessment of computer network needs to support excellence and growth in late summer 2005. Campus input during fall 2005 on the consultant’s report will help define areas for enhancement.
  • The Research Office enhanced capacity of OSU’s Office of Technology Transfer.

 

2003-2004

  • Colleges and divisions at OSU created strategic plans in support of the University Strategic Plan, identifying unit-level goals for academic excellence and student teaching and learning environment.
  • OSU established itself as a lead partner in the multi-institutional signature program in nanoscience and microtechnologies (ONAMI).
  • OSU increased its presence in Washington, D.C. through contract with Fleishman-Hillard, a government consulting firm.
  • A process for establishing university priorities for Federal Agenda was established. A position was filled to facilitate this process and to promote OSU’s Federal Agenda with Oregon’s congressional delegation and in Washington, D.C.

An ICR Task Force recommended changes for recovery of costs and incentives for growth. Recommendations related to funding of the OSU Libraries and Centers and Institutes were incorporated in FY05 and FY06 budgets.

Goal 2: Provide an excellent teaching and learning environment and achieve student access, persistence, and success through graduation and beyond that match the best land-grant universities in the country.

Key Metrics 2002-2003 Base 2004-2005 2005-2006 2006-2007

2007-2008 Target

(target was established in 2004)

Freshmen-to-Sophomore Retention Rate
79.5%
80.7%
80.3%
80.9%
85%
Six-Year Graduation Rate
58.6%
60.4%
61.5%
60%
65%
Postgraduate Satisfaction (Rating: Excellent & Very Good)
83%
84.7%
N/A
Information due on Oct 08
85%
Students per Full-Time Faculty
21
19
19
19
19

 

Key Initiatives for 2006-2007

  • The University now has degree partnerships with 16 of Oregon's 17 community colleges.
  • Following recommendations from an external evaluation committee and input from faculty, the admissions process for graduate students will be moved from the Office of Admissions to the Graduate School.
  • A number of changes were implemented to improve the student registration process, including a two-tier registration system to better manage course load, electronic wait listing, and a time-zone based scheduling system to improve classroom utilization.
  • The OSU Healthy Campus Initiative has been established to address the management of mental health, sexual assault, alcohol use, and a variety of other student issues.

 

2005-2006

  • The University rebased the budgets of its academic units. The outcome from this process was that additional resources will be provided to the four colleges - Liberal Arts, Science, Health and Human Sciences, and Business - that 'deliver' the baccalaureate core and the basic undergraduate courses to the University. Starting in 2006-2007, $7.5 million in recurring funds will be transferred to the four colleges.
  • The Student Experience Task Force completed its work to assess the student experience at OSU.
  • The University started a multi-year plan to renovate classrooms and laboratories. Renovation of the first floor of Gilkey Hall was completed in summer 2006.
  • Following recommendations from a faculty task force in Fall 2005, advising and processes for admission appeals and academic requirements/appeals for student athletes was strengthened, and the reporting line of the Student Athlete Academic Services unit was changed from Athletics to Academic Affairs. A new summer bridge program, BEST (Bridge to Encourage Scholars in Transition), was initiated to help student athletes transition successfully to OSU.
  • The University completed dual enrollment agreements with three additional community colleges and now has such agreements with 13 of Oregon's 17 community colleges. Dual enrollment agreements with 2 of 7 community colleges in Hawaii were also signed.

 

2004-2005

  • Academic Success Center initiated a number of activities to promote student learning and retention, including Transitional Learning Communities, programs for at-risk students, study-skills support workshops, and peer mentoring.
  • Established Center for Teaching and Learning to provide resources for faculty development, including seed grants for teaching and learning, and consultation and mentoring with course planning, assessment, and technology use.
  • Established a task force to assess precollege programs, including better integration among those programs and with OSU recruitment programs.
  • OSU established new dual enrollment programs with Blue Mountain, Oregon Coast, Mt. Hood, Columbia Gorge, and Tillamook community colleges. OSU now has dual enrollment partnerships with 10 of 17 community colleges in Oregon.
  • Initiated the Austin Entrepreneurship Program and opened the Weatherford Residential College to house this program.
  • Created programs to address social dimensions such as suicide prevention and alcohol education.
  • Created a framework for enhancing assessment, including program objectives for academic programs. Student Affairs coordinated participation in relevant assessment surveys and analysis of results.
  • The University Honors College enrollment grew by an additional 6.5%. The six-year graduate rate for students entering UHC is 90%.

 

2003-2004

  • Established the Academic Success Center, including hiring of a new director, to enhance student retention and success.
  • University Honors College increased enrollment by 13%.
  • OSU allocated $350,000 toward upgrading instructional equipment and enhanced 48 classrooms on campus.
  • Introduced new admission policy that considers non-cognitive factors in evaluating admissions.

 

Goal 3: Substantially increase revenues from private fundraising, partnerships, research grants, and technology transfers, while strengthening our ability to more effectively invest and allocate resources.

Key Metrics 2002-2003 Base 2004-2005 2005-2006 2006-2007

2007-2008 Target

(target was established in 2004)

Private Annual Giving and Pledges
$38.1 million
$51.2 million
$53.3 million
$63 million
$50 million
Expenditures from Grants & Contracts
$138.9 million
$149.7 million
$163.7 million
$163.8 million
$180 million
Endowment Assets
$236 million
$308 million
$381 million
$434 million
$300 million
Administrative Costs as Percent of Total Expenditures
26.8%
24.5%
26.1%
24.9%
25%

 

Key Initiatives for 2006-2007

  • The University implemented a merit-based faculty compensation package that consisted of 4% salary increases effective July 2005, 2% effective January 2006, and 4% effective January 2007.
  • An Incremental Budget Allocation model was adopted to use in conjunction with budget rebasing to distribute incremental revenue and costs.
  • Consistent with the budget rebasing plans, the University started the redistribution process by redirecting $2.5 million of existing resources to the Colleges of Liberal Arts ($o.8 million), Science ($1.0 million), Business ($0.5 million), and Health and Human Sciences ($0.2 million).

 

2005-2006

  • The University continued to work on budget transparency. A web-based system provides access to budgets and current fiscal activity for units. A web-based tool that computes the annual cost of study at OSU based on major program of study was developed to provide budget transparency to students and their families.
  • Guidelines for reviewing the effectiveness and efficiency of support units were completed with implementation scheduled to begin in 2006-2007.
  • The University finalized its negotiations with the federal government for its F&A rate for the next three years. The rate for Organized Sponsored Research will increase to 46.2% from 41.5%, and the rate for Other Sponsored Activities will increase to 33.8% from 29.1%.
  • University Advancement introduced a number of new projects to promote the University and support the Capital Campaign, including a new research magazine, Terra, a re-designed President's report, and a media strategy.

 

2004-2005

  • Appointed new leadership to support the university's marketing, public relations, and capital campaign: Mike Goodwin, President of the OSU Foundation; Jeff Todd, Director of Alumni Relations; and Luanne Lawrence, Vice President for University Advancement.
  • Completed establishing priorities for the university-wide capital campaign, resulting in a university case statement completed in spring 2005. Feasibility study on those priorities will be completed in fall 2005.
  • A task force was appointed to assess space management and space allocation, and will deliver their report to the Provost by December 2005
  • .

 

2003-2004

OSU initiated a two-year project, OSCAR, to develop web-enabled transaction systems in human resource and business management. A number of tools under development will be released to the campus during the 2005-2006 academic year.

In addition to the initiatives listed above, the following highlight efforts to enhance OSU's community and diversity climate, and enable professional development of faculty and staff.

 

Key Initiatives for 2006-2007

  • The University created the Office of Women's Advancement and Gender Equity (WAGE) and appointed its inaugural director.
  • The OSU Diversity Action Plan was completed.
  • An all-University employee training/education program on sexual harassment was implemented.

 

2005-2006

  • The University completed revision of its sexual harassment, consensual relationships, and discrimination complaint procedures to comply with Oregon State Board of Higher Education directives.
  • The University developed comprehensive guidelines to insure that University web sites, software, hardware, and multi-media platforms are accessible to all, including persons with disabilities.
  • The Office of Community and Diversity started the OSU Diversity Book Club.

 

2004-2005

  • Expanded the Office of Community and Diversity and hired its inaugural Director.
  • Each academic and support unit at OSU completed an initial Diversity Action Plan to define strategies for faculty, staff, and student recruitment and retention, and to create a positive work environment for all. These will be enhanced and finalized during the 2005-2006 academic year.
  • Conducted a campus climate survey that, along with the status report from the President's Commission on the Status of Women, will help define goals for diversity action plans.
  • Commenced a new Faculty Diversity Initiative to recruit senior faculty to OSU to serve as role models and mentors.
  • Implemented Faculty Orientation brown-bag series and Department Head/Chairs annual workshop.
  • The Director of the Office of Community and Diversity, initiated the C2D initiative-Committed to Diversity-to help build a stronger sense of community on campus.

 

2003-2004

  • Implemented Professional Faculty Development Fund.
  • Developed and began implementation of new professional faculty performance evaluation framework and guidelines.

Office of the Provost
October 2007