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 Baseline Performance Target Status Number of Degrees Awarded First-Year Retention Rate Sixth-Year Graduation Rate % High-Achieving OR High School Graduates % US Minority Students % US Minority Faculty Total R&D Expenditures (million $) * Dollars Leveraged/Appropriated Dollars for SWPS Research Annual Private Giving (million $) ** Exceeded our target * data, expect data to be available Feb 2014 ** in the target was exceeded ($103.9 million)

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, : Adoption & implementation