sp4.0 implementation summary - draft action 1. continue ......taught to facilitate student success,...

SP4.0 Implementation Summary - DRAFT

Updated: 19 January 2020

Action 1. Continue building and supporting a diverse, world class faculty Lead: Susan Capalbo

Tactic Activity underway (2019) Activity projected near term

(2020 & 2021) Activity projected longer term

(2022 & 2023) Tactic Identified in October 2019 BOT Retreat

Tactic 1: Create a commission on the 21st Century Professoriate

• In process of developing a charge forthe Commission on the 21st CenturyProfessoriate and compiling themembers of the Commission(1/30/20)

• Compile a summary report and recommendationsfor the 21st Century Professoriate

• Develop guidelines for flexible work scenarios andother policy changes to address the needs identifiedin the Commission report

• Review options for faculty development and dossiersoftware programs

• Join the Action Collaborative (NA/NSF)

• Review P&T criteria and promotion guidelines toadapt to changing Professoriate

• Establish PhD pathways programs to improvethe pipeline for underrepresented groups inacademia (ongoing)

• Possible adoption of faculty development anddossier software programs

Tactic 2: Provost’s hiring initiative, with emphasis on areas of distinction

• Review current dual career andtenured-faculty diversity initiativesfor continued relevance

• Explore feasibility/options forProvost initiative hires

• Identify areas of distinction for potential hiringclusters

• Develop faculty needs assessment focused onretention and faculty development

Tactic 3: Increased endowment support for

hiring and retention

• Revise current endowed facultyworkflow and policy in conjunctionwith academic colleges

• Increase number of endowed positions (ongoing) • Explore options with OSU Foundation forsupporting hiring clusters

Tactic 4: Recruitment partnerships with

institutions educating underrepresented

scholars

• Office of Institutional Diversity isdeveloping a reference list ofdoctoral granting minority-servinginstitutions

• Establish a post-doctoral program forunderrepresented doctoral scholars (ongoing)

Tactic 5: Stronger culture of welcoming and

supporting international faculty (all ongoing)

• Joined the Scholars at Risk Network• Maintain involvement with World

Oregon• Work with Kendra Sharp on

international strategy for OSU• Remain an institutional member of

Partners in Diversity

• Host a Partners for Diversity event• Review and revise as necessary OSU policies related

to visiting faculty • Explore potential collaborations with other Oregon

universities to bring international scholars to Oregon

Tactic 6: Better tracking of recruitment and

retention efforts and outcomes

• Faculty Affairs and Human Resourcesare developing a strategic talentmanagement approach for the

• Human Resources will hire a talent managementmanager who will assist with tracking data related torecruitment and retention

DRAFT



Action 1. Continue building and supporting a diverse, world class faculty Lead: Susan Capalbo




development of an R1 faculty workforce (ongoing)

• PPLC is reviewing recommendations from recruitment and retention groups

• FA is sponsoring workshops best practices for recruitment and retention (ALA)

• 6.3 Build housing, or subsidize housing, for faculty and staff

DRAFT



Action 2. Provide distinctive curricula and support innovative pedagogy suited to our mission and vision Lead: Alix Gitelman




Tactic 1: Reform the Baccalaureate Core (BC)

• In partnership with Faculty Senate Executive Committee, 6 faculty listening session (one at OSU-Cascades) and one student listening session were held during fall term 2019

• Identify possible models for BC, discuss models with stakeholder groups

• Consider hiring a BC director • Appoint working group to develop new BC

structure, policies, etc. • Gain Faculty Senate approval for specific

reforms and development plan

• Implement BC reform • 1.7 Reduce required credits under the baccalaureate core substantially to increase flexibility and elective options

Tactic 2: Retool and invest in teaching and learning

support programs

• Final year of Adaptive Courseware Initiative • Incentivize active learning redesign of next tier of high DFW-rate courses

• Formalize professional development for faculty around high impact classroom practices

• 1.5 Transform the way gateway courses are taught to facilitate student success, timely completion, and full inclusion of underrepresented students

Tactic 3: Establish a teaching academy

• Work is on-going to develop a core curriculum of topics that are evidence-based best practices for instructional faculty

• The Center for Teaching and Learning is developing several different delivery mechanisms to cover this core curriculum, including webinars, 15-minute presentations, and more intensive programming

Tactic 4: Advance OSU-Cascades’ goal to offer a more intimate learning

experience within a major research university

• Standardize pre-internship preparation at OSU-Cascades (ongoing)

• Maintain supports for undergraduate research including Layman fellows, URSI, and the OSU-Cascades Undergraduate Research and Scholarship Symposium (ongoing)

• Develop First Year Seminars for all academic programs; standardize aspect of the content to include college success topics

• For each academic program, identify specific courses where there is a required experiential learning activity

• Collect annually from faculty and staff the number of students who participate in non-required experiential learning

• Track impact of experiential learning on retention and graduation rates

Tactic 5: Develop a teaching professor career track

• Development will be in partnership with Faculty Senate, after CBA is completed

Tactic 6: Assess benefits & costs of a shift to a semester

system

• Write white paper summarizing recommendations

• 1.10 Shift from quarters to semesters to facilitate ease of students’ securing summer

DRAFT



Action 2. Provide distinctive curricula and support innovative pedagogy suited to our mission and vision Lead: Alix Gitelman




employment and internships, and participating in broader mix of study abroad options

Tactic 7: Strategic portfolio approach to academic program development

• OSU-Cascades initial Academic Program Plan (APP) and governance document presented to Provost’s Council of Deans in January 2020

• Finalize governance document and APP template

• Discuss APP with College leadership

• Support colleges in developing APP • Implement all colleges including APP in Budget

Planning for Provost

DRAFT



Action 3. Diversify our research portfolio and strategically build our graduate programs Lead: Phil Mote



(2022 & 2023) Tactic Identified in October 2019 BOT Retreat Tactic 1 (revised): Develop an

integrated graduate education strategy

• Preparations for campus engagement, including discussions with deans, creating ‘essential reading’ list, and forming strategic planning committee

• Six campus workshops and two questionnaires to draw wide perspectives and formulate a comprehensive strategy to position OSU’s graduate education for success in a rapidly changing world

• 1.4 Look for ways to take advantage of partnerships with UO and OHSU to expand graduate program offerings, or increase the richness of existing offerings, leveraging scale across Oregon’s three research universities

• 2.6 Expand joint programs with other universities in areas of high demand and joint strength, such as with OHSU, UO, PSU

Tactic 2 (revised): Build new collaborations that strengthen

signature areas of research

• Began organizing targeted sessions (i.e. “Ignite” colloquia with varying themes) to help make connections among potential PIs ahead of major funding opportunities.

• Began exploring data analytics tools (e.g. Academic Analytics and Pivot) to target specific faculty.

Tactic 3 (revised): Begin increasing strategic

partnerships with federal agencies and national labs

• Launched the first year of a joint program with PNNL to provide funding to graduate students.

Signed an MOU with Leidos, on-site contracting company for NETL to facilitate partnerships.

• 3.2 Embed in corporate and government settings (e.g., national presence in Washington DC, national labs, joint corporate appointments, OHSU)

• 6.2 Create more opportunities for joint appointments with corporations, government, and national labs

Tactic 4 (revised): Begin to build endowment support for graduate student fellowships

• No update available at this time

Tactic 5 (revised): Launch an integrated graduate education

strategy

• Develop new IDP(s) that would promote OSU’s strengths and catalyze further research collaboration

• The Graduate School is working on formulating a call for proposals for new IDPs.

Tactic 6 (revised): Increase strategic partnerships with

industry

• Plans are underway to hire a new industry relations professional.

• 2.3 Develop new offerings tailored for growing industries in the Pacific Northwest, especially in Portland and in the technology- and knowledge-intensive industries

DRAFT



Action 3. Diversify our research portfolio and strategically build our graduate programs Lead: Phil Mote



(2022 & 2023) Tactic Identified in October 2019 BOT Retreat Tactic 7 (revised): Form cross-

university partnerships to increase endowment support

and catalyze “moonshot” research

• Plans are underway to assemble a list of “moonshot” ideas that can be presented to various donors.

DRAFT



Action 4. Retool the OSU experience for the 21st century learner Lead: Dan Larson


(2020 & 2021)

Activity projected longer term


Tactic 1: Refine information and digital tools to

make navigating the OSU learning

experience simpler and more seamless

(all ongoing)

• Began delivering on the Digital Experience Initiative; a multi-year, multi-project effort to modernize and personalize online interactions with OSU; includes a new dashboard for students and a nudge+chatbot technology to assist and matriculate admitted students.

• Implemented Gradescope web-based grading system that “reads” many types of assignments, including hand-written calculations, formulas, and computer code and allows single or multiple instructors to quickly grade large numbers of assignments and attach meaningful feedback; it makes grading more efficient, fair and consistent at a significant scale and significantly faster.

• Implemented Top Hat student response system; the centrally supported student response system switched from one requiring a separate device to one utilizing students' personal devices (such as phones, tablets, and laptops). The campus has largely switched now to Top Hat, a student response system faculty can use to foster student engagement and obtain real time feedback during class. They can also create or adopt and customize no- and low-cost interactive textbooks and course materials and integrate grading with Canvas

• The room technology experience in general purpose (GP) classrooms has been streamlined with the replacement of aging dual-boot machines to a single-boot small form factor PC. Wireless presentation capabilities have been dramatically increased and are now in 50% GP classrooms

• Adopted Zoom videoconferencing platform to greatly streamline the user experience for a variety of educational uses.

• 1.8 Require all courses to utilize open educational resources to reduce costs for students

Tactic 2: Increase transparency

around costs and career

opportunities

DRAFT



Action 4. Retool the OSU experience for the 21st century learner Lead: Dan Larson


(2020 & 2021)



Tactic 3: Ensure communications,

policies and programs are not biased towards

traditional leaners (all ongoing)

• Ecampus brought two academic regulations to the ARC that were negatively impacted distance and low income students, and are working toward get modifications implemented. Ecampus continues to join University wide committees to represent the online, transfer, and non-traditional students and help modify policies and communications when needed.

• The Division of Student Affairs has declared as a Strategic Priority to address systems and structures that are perpetuating inequity for students of color, first generation and students with high financial need. Initial areas of exploration are in student employment, access to experiential learning, instructional materials and access to basic needs.

• 2.5 Add degree programs that are attractive to students from underrepresented groups, the fastest growing student population

Tactic 4: Establish peer communities

for transfer students (all

ongoing)

• There are currently two programs designed to provide support and create community for OSU’s transfer students. The Transfer Student Living Room and the Transfer Special Interest floors in the Residence halls.

• The recently piloted Faculty/Student Mentor Program is open to Transfer students, which connects 1-5 students with a peer mentor and a faculty member. First year of implementation reflects impact on retention and academic performance.

• There is a comprehensive website for advising and resources for prospective and current OSU transfer students. The site provides guides, transfer pathways, application information, and links to campus resources.

1.3 Make co-op model with post-graduation job opportunity an option for undergraduates

DRAFT

https://advising.oregonstate.edu/transfer-student-living-room

https://uhds.oregonstate.edu/housing/transfer-students-living-campus

https://leadership.oregonstate.edu/provost/faculty-student-mentor-program

https://advising.oregonstate.edu/academic-advising-transfer-students

https://advising.oregonstate.edu/academic-advising-transfer-students



Action 5. Implement an integrated approach to recruiting and enrolling learners at all levels Lead: Jon Boeckenstedt



(2022 & 2023) Tactic Identified in October 2019 BOT Retreat Tactic 1: Conduct an

external review of our enrollment management system to assess practices and needs for investment

• The review of our enrollment management function is underway since new VPEM arrived; VPEM will be submitting a summary of findings and recommendations (including budget needs) to the provost in early 2020

Tactic 2: Rationalize central and college roles around marketing and

recruitment

• VPEM has convened a Recruitment Summit with key members of marketing and communications functions within the colleges, and has worked with two deans to reconceptualize the roles of newly hired admissions staff members within those colleges

• 4.2. Retool marketing and communications to ensure we’re reaching an increasingly diverse current and prospective student body, and increasingly diverse alumni base

Tactic 3: Complete community college

transfer advising pilot

• OSU has DPP for the Community College Advising Components, and has met with senior-level administrators at four key community college feeders to further implement the program formerly known as Gateway (ongoing)

• A Senior Associate Director of Admissions has been hired to run transfer admissions and recruitment

Tactic 4: Develop a strategic plan for Open

Campus

Tactic 5: Revise financial aid and scholarship

approach to meet inclusive excellence mission and

financial goals

• New enrollment and aid consultant hired and review of all data underway

• 2.7 Increase non-resident enrollment to a significant share of total enrollment (e.g., 50%)

• 5.1 Work with K-12 partners to instill a culture of education and lifelong learning in Oregon students

DRAFT



Action 6. Substantially improve our physical and administrative research infrastructure Lead: Irem Tumer



(2022 & 2023) Tactic Identified in October 2019 BOT Retreat Tactic 1: Using a

combination of the new Capital Renewal Fund,

other university and state resources, and

philanthropy, renovate and renew our research

laboratories and facilities

• Working with colleges, centers and institutes, and the Infrastructure Working Group, assemble a prioritized list of needed research space renovations

Tactic 2: Retool systems and increase our

investment in supporting research and innovation

• Initiate center, institute, and core facility zero based budgeting and review

o Implemented process for Hatfield Marine Research Center.

o Explore shared use of facilities and equipment with Oregon’s research universities

o VPRs implemented facility internal rate agreement with UO, OHSU, and PSU.

• Analyze and optimize testing, services, and non-tuition instruction revenue

o Launched a task force to analyze, further determine the necessary process changes and resources, and to develop an implementation plan that effectively optimizes testing, services, and non-tuition instruction at OSU. (November, 2019 – June 2023)

• Identify pressing needs for research administration and development tools

• Assessing several “ticketing” software systems for tracking by PIs of research administration inquiries

• Software tools for research development and internal competitions (i.e. Pivot and Infoready) are being evaluated

• Put into place identified software tools for improved research development, compliance, and innovation and provide search solutions for research data management that support compliance and protect intellectual property

• Explore the centralization of facility business support and increase facilities return on investment and ability to self-sustain

• Create shared and university-scaled research instrumentation and support services

• Offer a faculty-centric information environment that supports efficient research administration

DRAFT



Action 7. Increase experiential learning opportunities and ensure access Lead: Alix Gitelman



(2022 & 2023) Tactic Identified in October 2019 BOT Retreat Tactic 1: Formalize

mechanisms for transcript visible articulation of experiential learning

• Some of this work has already occurred, with the addition of non-credit courses for capstone experiences, undergraduate research, service learning, study abroad, leadership experiences, internships.

• The new curriculum management system (CIM) specifically prompts course proposers to indicate whether their course will have experiential learning or other high-impact components.

• The Experiential and Research Learning subcommittee of the Undergraduate Student Success Initiative is discussing additional mechanisms for transcript visible articulation of these credits.

Tactic 2: Expand the availability of faculty-led service learning options

• Coordination with the Center for Civic Engagement—on-going.

Tactic 3: Build endowment and scholarship support to

expand experiential learning and research

opportunities for undergraduates

• In partnership with the academic deans, Alix will push for additional scholarship money to support these high-impact experiences—timeline runs throughout the new capital campaign.

• Goal to have at least some recurring scholarship funds for these activities in each College that serves undergraduates.

DRAFT



Action 8. Expand pathways to an OSU credential Lead: Lisa Templeton



(2022 & 2023) Tactic Identified in October 2019 BOT Retreat Tactic 1:

Increase need-based financial

aid and scholarship

• EM is in the process of studying how best to allocate fixed financial aid resources to effect increased enrollment and retention outcomes.

• We are working with the OSU Foundation to state the case and create compelling needs for the upcoming campaign; we have also undertaken a review of our financial aid allocation strategies to attempt to more strategically and efficiently allocate currently limited funds. Ongoing and will run continuously; it will never “be finished”

• We have hired two additional transfer document staff to streamline the review of credentials and increase throughput of transfer credit evaluation. Close to completion; anticipate February 1

• 1.6 Revisit pricing and financial aid model to ensure access for students across the income spectrum

• 1.2 Implement innovative tuition repayment models that expand options for covering cost of a university education and potentially share risk with university (e.g., income share agreements, four year guarantee at set tuition)

Tactic 2: Design and implement

high quality accelerated

learning platforms

• The Vice Provost for Undergraduate Education has a small group currently working on this. The goal is for OSU to begin offering a few courses by Fall 2021, likely as sponsored dual credit (meaning that OSU faculty would work in partnership with HS teachers to deliver material, likely in a hybrid format).

• 2.2 Develop three-year undergraduate degrees

Tactic 3: Better facilitate credit

transfer and degree

progression of transfer students

• Facilitating credit transfer is being led by Enrollment Management. The Vice Provost for Undergraduate Education is working on degree progression with the Vice Provost/CIO. They are working to develop tools/data for advisors to be able to spend more of their efforts on proactive advising of all students.

• 2.4 Expand offerings that are delivered where students are—in high schools (accelerated credit), online, through professional and continuing education and Ecampus offerings in corporate settings

Tactic 4: Continue strategic

development of online and

hybrid offerings

• Ecampus recently conducted a statewide needs assessment of adult learners interested in seeking online/hybrid degrees in the next three years (in Oregon, Seattle, and Bay area) to better understand desired credentials, degree

• 2.1 Develop more non-degree programs like certificates and badges that meet learner needs in the near term but (for some) may lead to degree paths in the long term

DRAFT






(2022 & 2023) Tactic Identified in October 2019 BOT Retreat types, delivery preference and brand

awareness. • Ecampus will be sharing these results (as

well as national data on the same subject) internally with PSLT and Colleges in winter term, and this will help inform a strategy for development of online and hybrid degree offerings.

Tactic 5: Continue

development of OSU-Cascades

Physical Expansion • Began work on reclaiming the pumice

mine for future campus expansion. Completion in spring 2020.

• Lobbied for funding for the Student Success Center in 2019 legislative session; trying again in 2020 legislative session. The SSC is #7 on HECC’s list of priority projects. If funded in 2020, design and construction will be complete in 2022.

Academic Expansion • Received approval to offer new degrees in

Arts, Media and Technology, Environmental Science, and Elementary Education (B.S. degree; we already have the MAT degree)

• Developed a draft of our Academic Program Plan for the next 5 years. Goal for approval of Nursing, Outdoor Products, Engineering Science, and Software Engineering by June, 2020.

• Grew enrollment in 2019: 4.1% headcount, 3.5% FTE. Goal of 5% growth for Fall 2020

• Research grants and expenditures increased

Physical Expansion • Completed design of Academic Building 2. Ground

breaking will be in March, 2020, with completion in June, 2021.

Academic Expansion • Engaged consultants to explore financing options

for the Innovation District (15 acres on future campus). Financing plan will be complete in 2020.

Student Success Initiatives (all ongoing)

• Implemented supplemental instruction in key math courses

• Expanded student clubs • Increased internships and

undergraduate research

Tactic 6: Increase summer

• OSU students experience challenges in being able to register for sequential courses due to specific

• 1.1 Make full use of summer session to facilitate year round study and shorten time to degree

DRAFT






(2022 & 2023) Tactic Identified in October 2019 BOT Retreat offerings to

reduce time to degree

courses only being offered in certain quarters.

• OSU needs to evaluate its availability of course offerings that ensures students can take the courses they need, in the sequence required, while not extending their time at OSU.

DRAFT



Action 9. Make strategic investments in interdisciplinary and transdisciplinary scholarship, teaching and engagement Lead: Sherm Bloomer



(2022 & 2023) Tactic Identified in October 2019 BOT Retreat Tactic 1: Develop and

launch a comprehensive interdisciplinary health

sciences strategy

• Work group formed and charged

Tactic 2: Clarify administrative structure

and budget model supporting

interdisciplinary graduate programs

Tactic 3: Develop and launch a strategy to

advance the integration of the arts, humanities, and

STEM in research and education

DRAFT



Action 10. Integrate inclusive excellence principles and practices into all aspects of the university Lead: Charlene Alexander


(2020 & 2021)


(2022 & 2023) Tactic Identified in October 2019 BOT Retreat Tactic 1:Implement OSU’s

diversity strategic plan

• Dissemination of the Diversity Action Plan effort to every unit on campus and other leaders:

• Development and implementation of the Inclusive Excellence Assessment Initiative (IEAI). This is a multi-phase, multi-year project to establish baselines for Oregon State’s Diversity Strategic Plan, surface innovative inclusive excellence best practices within the institution, and drive development of unit-level strategic plans.

• OSU again received the Higher Education Excellence in Diversity (HEED) Award from Insight into Diversity for 2019.

• Published annual President and Provost’s Leadership Council Report on Equity, Inclusion and Social Justice.

• Work of NAGPRA continues. Repatriations have been completed with the Coquille Indiana Tribe, Oregon Parks and Recreation Department, and the Field Museum in Chicago.

• Hosted the annual State of Diversity Address • Held the second annual Breaking Barriers awards ceremony.

This awards ceremony highlights the impacts women make across campus and in the community.

• Held Dialogue Facilitation Labs. • Held first Social Impact Lab. This is a collaboration with

community organizations, local governments, business and industry partners to create actively engaged partners willing to leverage all of our talents toward a stronger OSU community.

Tactic 2: Ensure that all faculty are skilled in

inclusive teaching and advising practices

• Update not available at this time

Tactic 3: Recognize and reward integration of diversity, equity, and

inclusion principles into research programs and

graduate curricula

• Sea Grant Pathways with Siletz Tribe established. • Native American Ecampus established. • Jefferson High School, Portland Public Schools and

Metro area alliances are well established. • Hosted Oregon Indian Education Association conference

to advance awareness of OSU to tribal communities • Partnered with and hosted African American Youth

Leadership Conference • Successfully hosted the annual standards meeting of

the National Association of Diversity Officers in Higher Education (NADOHE).

• Reenactment of the historic Black Student Union walkout of 1969.

• Two faculty and student presentations at the Hispanic Association of Colleges and Universities

• Hosted the first Diversity Research Award Celebration.

DRAFT



Action 10. Integrate inclusive excellence principles and practices into all aspects of the university Lead: Charlene Alexander


(2020 & 2021)


(2022 & 2023) Tactic Identified in October 2019 BOT Retreat Tactic 4: Evolve and

sustain the OSU ADVANCE training program

• We Have Work To Do campaign continues. Included mobile display on student activism and college level initiatives.

• Completed the 2018 Campus Climate Assessment both quantitative and qualitative and shared results with Cabinet.

• Ensure that University web sites and learning platforms exemplify best practices in inclusive design and user experience

• Use data to track inequities in student experience, including digital resource usage, ownership, availability, etc.

DRAFT



Action 11. Increase our retention and graduation of students Lead: Alix Gitelman



(2022 & 2023) Tactic Identified in October 2019 BOT Retreat Tactic 1: Redesign and implement changes to

support systems for students’ transition from admission to the end of

the first year of enrollment

• On-going active engagement of First Year Experience Coordinator and Transition Coordinator (both in the Office of Undergraduate Education) with the advising community.

Tactic 2: Increase completion and

persistence grants via philanthropic and university sources

• This is on-going—efforts to repurpose college funds to target student retention (first to second year).

Tactic 3: Coordinated delivery system for completion grants

• There is an RFP out for a vendor to manage scholarship funds effectively; this should be online for AY 2021.

Tactic 4: Simplify suite of digital tools supporting teachers and advisors

• Develop tools and provide accessible data reports for advisors to work pro-actively with students.

• By Fall 2020, we should have mechanisms in place for advisors to receive relevant, timely reporting on their advisees.

• 1.9 Establish a four-year graduation guarantee across the institution to support timely completion

DRAFT



Action 12. Further internationalize OSU Lead: Kendra Sharp




launch an international strategy that blends

teaching, research, and engagement

• University International Strategies Council convened (Oct 2019), initiated strategic planning process for internationalization and global engagement

Tactic 2: Diversify international student

recruitment

• Launch international direct (ID, for undergrad) and pilot master’s international direct (MID)

Tactic 3: Expand global curricular and co-curricular

offerings

• Evaluating current portfolio; expansion of offerings will be part of the strategic plan we plan to issue in June 2020

Tactic 4: Establish strategic international partnerships

• Assessing options as part of strategic planning process

DRAFT



Action 13. Support interdisciplinary education, research and engagement on healthy ocean and coasts through the Marine Studies Initiative Lead: Jack Barth



(2022 & 2023) Tactic Identified in October 2019 BOT Retreat Tactic 1 (revised): Create an

interdisciplinary Marine Studies degree offering

• Established the MSI WG to address multiple dimensions of MSI including the MAST degree (ongoing)

• CPS/BOT/HECC • Invite proposals on

minors/certificates

Tactic 2 (revised): Complete the Marine Studies Building in

Newport

• Need for transitional housing in summer ’20 established

• Capital Planning • Need for permanent Newport

housing established

Tactic 3 (revised): Complete housing in Newport

• Explored temporary housing options for Summer 2020

• Formation of MSI Admin Working Group and development of plan for student and faculty housing

• Design and build

Tactic 4 (revised): Expand academic class offerings in

Newport

• Pursuing expanded academic offerings in partnership with units across campus

• Partner with units • Invite proposals on

minors/certificates • Improve MSI website and crosswalk

courses with departments/units • Explore a term/year-long study at

the coast program for OSU and non-residents

• Look at possible partnerships for summer programs and year-long studies

Tactic 5 (revised): Make targeted hires to support the increased

delivery of experiential learning at the Oregon coast

• Several hires in progress • Partner with units • Finalize NOAA-supported faculty

positions

Tactic 6 (revised): Promote transdisciplinary marine research

• Pursuing Food from the Sea research activity • Supporting aquaculture theme at OSU

• Impact Studio, CAS

Tactic 7 (revised): Develop and launch a strategy for engaging private foundation support for marine-related research and

engagement

• Partner with OSUF

DRAFT



Action 14. Reduce our carbon footprint Lead: Mike Green (update from Anita Azarenko)



(2022 & 2023) Tactic Identified in October 2019 BOT Retreat Tactic 1: Evaluate

return on investment and develop a plan for increasing the retro-

commissioning of existing buildings

• Retro-commissioning of existing buildings – We are currently planning for 2-3 projects a year until we can hire sufficient HVAC controls professions (2-3) within Facilities Services. One of the positions will be advertised shortly and, after we demonstrate the ROI for these practices, we forecast the addition of two additional controls positions. This will enable us to do the programming of the controls and save OSU consultant/contractor fees.

Tactic 2: Complete an energy policy to guide

systems installed in new facilities and the operations of existing

facilities

• Implement an energy policy- We discussed the energy policy with the IWG at the March meeting and will follow-up with them at the April meeting with a summary of our discussions with the auxiliaries and fine-tuning of the proposed policy. We plan to have a recommended “Energy Rule” by May 2019.

Tactic 3: Increase visibility and support

for our carbon reduction goals and

plans

• Focus on total cost of ownership of OSU’s built environment and incorporate explicit expectations for design and construction teams to demonstrate long-term impacts of design choices – We are including as a goal of capital projects, that teams are to demonstrate choices that will consider total cost of ownership. This will help us to avoid passing costs onto Facilities Services after construction, reduce O&M, and will reduce our carbon footprint. All potential university stakeholders of capital projects (esp. sustainability, facilities, transportation, and land use), in addition to impacted program units are part of programming and schematic design. This expectation is being incorporated into the project managers’ manual.

• Create a funding stream for smaller projects that would reduce our carbon footprint - 10-year forecast

DRAFT



Action 14. Reduce our carbon footprint Lead: Mike Green (update from Anita Azarenko)



(2022 & 2023) Tactic Identified in October 2019 BOT Retreat is being reviewed and possible capital improvement and renewal (CIR) projects within the minor capital lists to estimate potential funds that could be available through the Energy Trust. We will explore creating a fund from those resources that could fund smaller projects that would not qualify for CIR but would contribute to reducing our carbon footprint.

• Implement “Requirements for Sustainable Development” – We have drafted these requirements and the IWG was supportive of the targeted approach we wish to use to achieve sustainable development. We will incorporate the requirements into our construction standards by July 2020.

DRAFT



Action 15. Strengthen our support system for innovation and entrepreneurship Lead: Susan Capalbo



(2022 & 2023) Tactic Identified in October 2019 BOT

Retreat Tactic 1 (revised):

Review and revise OSU’s intellectual property, licensing and revenue

distribution policy; consider additional

investments to support commercialization.

• Review OSU’s intellectual property, licensing and revenue distribution policy, in alignment with national best practices and in support of faculty entrepreneurship, innovation activities and commercialization of OSU innovations. (January, 2019 – June, 2020)

• A thorough review has been conducted, with specific revisions identified. An initial draft is with the Office of the General Counsel for review. (June, 2019)

Next steps include: • Additional revisions based on OGC

feedback • Review for revisions and recommended

next steps for campus review through OSU’s policy program

• Modify and implement improvements to OSU’s intellectual property, licensing and revenue distribution policy. (July, 2020 – June, 2021)

• Consider additional direct investments (in addition to self-sustaining) necessary to support commercialization of OSU innovations. (June, 2021 – December, 2023).

• 3.1 Substantially improve OSUs innovation and entrepreneurship eco-system with a goal of increasing revenues from investments, royalties, licensing, etc.

Tactic 2 (revised): Consider and implement

promotion and tenure guideline changes, as well as other incentive

structures.

• Established task force to review OSU P&T criteria and incentives for I&E

• A review committee has been charged by the Senior Vice Provost for Faculty Affairs to begin the review. (September 2019)

• Charge the creation of an innovation and entrepreneurship promotion and tenure review committee to review existing guidelines, compare with other institutions, and make recommendations to guideline changes and incentive structures at OSU. (September, 2019 – June, 2020).

• Received a $438,000 NSF award to (a) study the addition of I&E achievements into the criteria for higher education faculty promotion and tenure (October, 2019 – September, 2020) and (b) host a national summit to discuss the value and inclusion of evidence-based data, experimental knowledge and impact outcomes derived from I&E achievements as additional components in promotion and tenure decisions for higher education. (September, 2020)

• Finalize recommendations and implement appropriate promotion and tenure guidelines changes and incentive structures. (June, 2020 – June, 2021)

Tactic 3 (revised): Launch an innovation and entrepreneurship

program and resources activities.

• A framework for the Program has been drafted, Chairs/ Leads have been identified and discussions to fill in membership from across OSU are beginning.

• In collaboration with colleges, the foundation and alumni association, launch an innovation and entrepreneurship program to identify and align practices and activities across campus(s), identify gaps in the overall

DRAFT



Action 15. Strengthen our support system for innovation and entrepreneurship Lead: Susan Capalbo




Retreat structure and define additional opportunities for investment of time and resources. (January, 2020 – December, 2023)

• A framework for the Program has been drafted, Chairs/ Leads have been identified and discussions to fill in membership from across OSU are beginning.

• Recommend, provide resources and build practices and activities which close the previously identified gaps to strengthen innovation and entrepreneurship across campus. (July, 2020 – December, 2023)

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Action 16. Retool our approach to university-industry and alumni, parent and friend engagement Lead: Toni Doolen



(2022 & 2023) Tactic Identified in October 2019 BOT Retreat Tactic 1: Working with the OSU Foundation, implement an agreed

model for aligning engagement efforts among campuses,

colleges, the Alumni Association, and the

Foundation

• A team including John Valva, Irem Tumer, Mark Koenig and Kristin Watkins will be joining Toni Doolen and will convene in early January to determine what should be included in the implementation plan and develop a preliminary plan for Action 16.

• As a first step it would be helpful to understand what major efforts are already underway and/or planned

• Develop appropriate tactics for this action • Compilation of tactics or activities, which are

either already underway or that are planned by end of calendar year

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Action 17. Clarify vision, communications and governance guiding our physical and digital footprint Lead: Steve Clark



(2022 & 2023) Tactic Identified in October 2019 BOT Retreat Tactic 1: Develop a long-

term vision for OSU’s major locations (Corvallis, Bend, Portland, Newport)

• The writing of a draft 10-year vision for the OSU-Cascades campus is in progress by Becky Johnson.

• A campus master plan for OSU-Cascades was approved by the Bend City Council, and will be advanced by central university staff and leaders, and OSU-Cascades leaders. Meanwhile, OSU-Cascades has completed a long-range development plan to serve up to 3,000 to 5,000 students over the next several decades.

• Work is underway to prepare -- and gain input internally and externally – for a long-term campus vision plan for the Corvallis campus that will support SP4.0 and the academic, research and outreach mission of the university.

• Initial planning for HMSC’s long-term vision plan began in 2019.

• Planning for a strategy for the OSU Portland Center was launched in fall by Dan Larson and a work group of OSU colleagues.

• Submission of the draft OSU-Cascades vision document will be provided the Provost in Winter Term 2020. Approval of the campus vision document and its recommendations will result in action steps to be undertaken.

• Work will advance development of the OSU-Cascades campus within the framework of the approved campus master plan and long-range development plan.

• Work on developing a long-term vision for HMSC and OSU in Newport will continue in 2020 with a draft report being provided the Provost in late 2020 for implementation in 2021.

• Corvallis campus vision plan engagement continues with campus and Corvallis stakeholders in early 2020. Presentations to the OSU Board of Trustees and the Corvallis City Council are made, leading to adoption of the plan by the university. Work begins in late 2020 and 2021 to implement the plan.

• An OSU Portland Center strategy will be implemented and will later include other strategies for the university in the Portland region. University approval of the plan will lead to implementation.

• The writing of a draft 10-year vision for the OSU-Cascades campus is in progress by Becky Johnson.

• A campus master plan for OSU-Cascades was approved by the Bend City Council, and will be advanced by central university staff and leaders, and OSU-Cascades leaders. Meanwhile, OSU-Cascades has completed a long-range development plan to serve up to 3,000 to 5,000 students over the next several decades.

• Work is underway to prepare -- and gain input internally and externally – for a long-term campus vision plan for the Corvallis campus that will support SP4.0 and the academic, research and outreach mission of the university.

• Initial planning for HMSC’s long-term vision plan began in 2019.

Planning for a strategy for the OSU Portland Center was launched in fall by Dan Larson and a work group of OSU colleagues.

Tactic 2: Complete a new framework (master) plan for the Corvallis campus

• Work is underway to prepare -- and gain input internally and externally – on a long-term campus vision plan for the Corvallis campus to support SP4.0 and the academic, research and outreach mission of the university.

• Engagement within the Corvallis campus vision plan continues with campus and Corvallis stakeholders in early 2020. Presentations to the OSU Board of Trustees and the Corvallis City Council are made, leading to adoption of the plan by the university. Work begins in late 2020 and 2021 to implement the plan.

• The university will work with Corvallis city staff, Planning Commission and City Council to adopt amendments to the city’s comprehensive plan and land development

• Work is underway to prepare -- and gain input internally and externally – on a long-term campus vision plan for the Corvallis campus to support SP4.0 and the academic, research and outreach mission of the university.

DRAFT






(2022 & 2023) Tactic Identified in October 2019 BOT Retreat code to enable land use development to occur as part of the Corvallis campus vision plan.

Tactic 3: Expand internal communications to more fully engage employees

and students among OSU’s locations

• Work began by URM to expand readership of internal university communications by updating OSU Today; expanding content within LIFE@OSU; seeking better management of university listserv messaging; making improvements to internal-to-OSU web pages; and utilizing consistent messaging that portrays OSU as a university with many locations throughout Oregon and not “a sole campus.”

• Work continued to strategically improve executive and university leaders’ communications to faculty and staff. Next steps including a more standardized review process that helps improve messaging and reduce frequency of messages to all faculty, staff and students.

• Work will continue to implement improvements and analyze results of efforts to expand readership of and engagement in internal university communications.

• Work will continue by URM to provide messaging tools and executive communications support for university leaders,

• University events will more fully engage and inform faculty, staff and students throughout OSU’s many locations.

• Work will continue to improve listserv procedures and analyze open rates of such messaging.

• Work began by URM to expand readership of internal university communications by updating OSU Today; expanding content within LIFE@OSU; seeking better management of university listserv messaging; making improvements to internal-to-OSU web pages; and utilizing consistent messaging that portrays OSU as a university with many locations throughout Oregon and not “a sole campus.”

• Work continued to strategically improve executive and university leaders’ communications to faculty and staff. Next steps including a more standardized review process that helps improve messaging and reduce frequency of messages to all faculty, staff and students.

Tactic 4: Coordinate marketing and

communications across onsite, digital, and hybrid

learning platforms

• URM launched a brand review of all college and OSU divisions and units’ digital and web marketing platforms to ensure alignment within OSU’s brand.

• URM will complete the brand review of digital and web platforms used within the university, and work with college, unit and division partners to advance the strategic use of these platforms to support OSU’s mission and strategic priorities. This work will emphasize admissions recruitment. Results will be reviewed and next-step recommendations will be provided the Provost.

• OSU’s IT and IS division will develop and implement an adaptive OSU Enterprise Information Governance framework. A task force to develop that framework will be

• URM launched a brand review of all college and OSU divisions and units’ digital and web marketing platforms to ensure alignment within OSU’s brand.

DRAFT






(2022 & 2023) Tactic Identified in October 2019 BOT Retreat created by the CIO to provide framework recommendations in April 2020.

• The IT/IS Division will work with OSU colleagues to create a digital vision for OSU.

• The IT/IS Division will work on OSU systems and services to improve the digital experience for students, faculty and staff. For example, a new student portal to allow students to easily navigate enrolling at Oregon State, and includes everything from registering for classes to attending events.

• Portal work will expand to faculty, student, and constituent engagement that will bridge communications channels and integrate OSU’s communications platforms.

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Action 18. Strengthen alignment within the university among our branding, marketing, communications and public affairs efforts Lead: Steve Clark



(2022 & 2023) Tactic Identified in October 2019 BOT Retreat Tactic 1: Review marketing materials produced by all

university units to best serve colleges, units, and

SP4.0

• URM conducted a brand review of the marketing work of 11 college, units and divisions. The results of this review were reported to deans and division and unit leaders with discussion occurring around recommended improvements and next steps. Results were reported to the Provost and President’s Executive Committee on marketing and communications.

• Website and digital brand reviews were launched among a first phase of 11 colleges, units and divisions was completed in fall 2019.

• Brand reviews of remaining colleges, units and divisions will be completed by summer 2020.

• URM will collaborate with colleges, units and divisions to implement improvements within marketing and communications materials.

• URM will collaborate with colleges, units and divisions to implement improvements within units’ web and digital platforms.

• URM will collaborate with the IS/IT division, and university colleagues, to review and recommend the strategic use of branded digital and web tools and university marketing and communications platforms.

• URM will work with colleges, OSUF and OSUAA to advance the promotion, knowledge and appreciation of OSU and its contributions within Oregon, as well as nationally and globally.

• URM will work with a communications and marketing stakeholder group to develop marketing analytics and key performance indicators that OSU regularly track and help measure and guide marketing investments.

• URM will continue to collaborate with colleges, units and divisions to advance strategic improvements within marketing and communications materials.

• URM will continue to collaborate with colleges, units and divisions to implement improvements within units’ web and digital platforms.

• URM will continue to collaborate with the IS/IT division, and university colleagues, to review and recommend the expanded and strategic branded use of digital and web tools and university marketing and communications platforms.

Tactic 2: Expand central media relations’ efforts to

enhance knowledge of OSU beyond Oregon

• URM continued to hold a media fellowship for national and regional journalists. In 2018, URM held a 3-day marine media fellowship for 12 national journalist. In 2019, URM conducted a 2-day fellowship for 12 journalists from throughout the Pacific Northwest.

• URM provided still expanded photography and videography along with major news releases to enable greater broadcast, digital and print

• URM will hold a 3-day media fellowship for national and global journalists in 2020 on the topic of food needs in a growing world population, agriculture innovation involving OSU, and innovation within the Oregon food economy. A globally interesting OSU topic will be selected for a media fellowship to be held in 2022.

• URM will expand provision of still photography and videography with major news releases to enable greater broadcast, digital and print coverage in an era of declining employment at

URM will continue to hold 3-day media fellowships for national and global journalists in 2022 and 2023.

• URM will continue to track media reports regarding OSU and issues being addressed by university faculty and researchers to put OSU faculty before local, regional and nation media as subject experts.

• Continue all tactics.

• 4.1. Revisit how OSU is promoted as a high impact land grant university to ensure we are reaching desired audiences effectively DRAFT






(2022 & 2023) Tactic Identified in October 2019 BOT Retreat coverage of OSU in an era of declining journalism employment.

• URM employed media tracking of print, digital and broadcast reports to put OSU faculty before local, regional and national media as subject experts.

• URM continued to distribute “Saving Atlantis,” a film documentary produced by OSU Productions on the work of OSU researchers to address the demise of the world’s coral reefs. The film has been viewed by dozens of audiences in national and global communities.

TV and radio stations where fewer journalists are employed.

• URM will continue to track media reports regarding OSU and issues being addressed by university faculty and researchers in an effort to put OSU faculty before local, regional and nation media as subject experts.

• URM will continue to distribute “Saving Atlantis” to national and global audiences.

• OSU Productions will create and distribute OSU’s second long form documentary video around the topic of climate change.

• URM will create national media opportunities for OSU’s next president to be interviewed regularly by national media as thought leader and national spokesperson the value of public higher education.

• URM will complete updated public and alumni opinion research in summer 2020 to inform university leaders on the public reputation among Oregonians and the national public. Survey results will be used to foster more knowledge and support for OSU, and guide URM’s strategic efforts.

Tactic 3: Use conference

services and digital media to connect faculty to

external colleagues and issues of global

significance

• Hosted more than 42 multi-day faculty conferences and workshops (over a total of 155 days) in Corvallis and outside of the university to support OSU faculty in advancing their teaching, research and outreach mission.

• Utilized faculty conferences to promote OSU and its land grant mission.

• OSU Conference Services will grow the number of faculty conferences by 10 percent annually.

• OSU Conference Services will host at least 2 faculty conferences outside of Oregon in 2020 and 2021.

• URM will utilize attendee and faculty customer reviews and analytics to improve OSU faculty conferences and services to support university faculty.

• OSU Conference Services will grow the number of faculty conferences by 10 percent annually.

• OSU Conference Services will host at least 4 faculty conferences outside of Oregon in 2022 and 2023.

• URM will utilize attendee and faculty customer reviews and analytics to improve OSU faculty conferences and services to support university faculty.

• URM will promote OSU faculty conferences – and OSU’s connection to addressing global issues -- to media and general public.

DRAFT






(2022 & 2023) Tactic Identified in October 2019 BOT Retreat • URM will promote OSU faculty conferences –

and OSU’s connection to addressing global issues -- to media and general public.

• URM will work with university colleagues to expand use of social and digital media, and videography to inform the public about OSU’s contribution to addressing national and globally significant issues. Results will be tracked and reported.

• URM will work with OSU colleagues to create climate change web site and portal for national and global journalists to foster knowledge and use of OSU faculty as a go-to resource of climate change subject experts.

• Working with OSU colleagues, URM will create other subject expert web sites and portals for national and global journalists to foster knowledge and use of OSU faculty as a go-to resources and subject experts. Track and report results.

DRAFT



Action 19. Implement a comprehensive talent management system Lead: Cathy Hasenpflug




implement a comprehensive talent

management approach to recruiting, retaining, and

developing faculty and staff

• Transitioned to a best-practice strategic human resources operating model to support development of and consultation around talent management practices.

• Introduced talent management plan, including specific projects over a four year time horizon to support workforce planning, talent acquisition and onboarding, performance management, talent development, career development and retention, and total rewards.

• Implementation of 2020 project plan will include specific focus on talent acquisition and management development, and evaluation of talent management technology strategies to accelerate transition to modern management practice.

• Implementation of talent management cycle across the university and develop of culture-appropriate approaches to talent reviews and succession planning.

• Implementation of integrated suite of talent management applications that drive a consistent employee experience and enable and support development, at the individual, college and institution level.

• Develop talent management metrics and analytics to assess and prioritize talent acquisition and development priorities and investments.

• 6.1 Hire faculty with intention to promote and retain those with appropriately balanced portfolios between research and teaching, and offer highly attractive pay and benefits relative to peers

Tactic 2: Develop and implement stronger

onboarding, management, and leadership training

programs at all leadership levels

• Established Executive onboarding for senior leadership

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Action 20. Integrate and simplify technology systems, data practices and policies to increase our organizational agility Lead: Andrea Ballinger




Retreat Tactic 1 (revised): Engage with OSU stakeholders to

create a shared IT vision for OSU

• Since October and as part of her 100 day plan, the CIO has been engaging with OSU’s community in Corvallis, Newport, Bend and Portland seeking to learn more about their priorities and needs for information technology and data.

• A pattern of 10 themes (IT areas) has become clear as the final days of the 100 days discovery process comes closer. The plan will be to create 10 task force teams who will dig into each of these hot topic areas and assist in recommending a roadmap for OSU as a shared vision for IT. Each Task Force will be co-chaired with one central and one distributed IT leader to ensure a shared vision is defined.

Tactic 2 (revised): Conceptualize and Build a University Data/Information

Ecosystem

• To date 3 initial engagements with technical staff, key stakeholders, and university leadership have been completed, as we document out the current state and business drivers for the overall university environment. Next steps include documenting a formal architecture for future state, recommending data governance structures, and proposing overarching strategies and roadmaps for building the ecosystem with a deadline of March 2020

• We have decided to engage a consulting firm - TSI to help OSU outline a high level data architecture to establish a comprehensive foundation for our data systems to inform our vision to use this strategic asset of the university as part of the CIOs first 100 day assessment.

Tactic 3 (revised): Establish & Deliver a security framework

that meets university risk appetite

• Developed NIST Cybersecurity Framework based information risk strategy and profile, briefed Compliance Executive Committee in September on approach; preparing Board of Trustees briefing

• Developing security standards and services to support spectrum of institutional activity from high security research and regulatory compliance requirements to ensuring availability of services that support teaching, outreach and engagement.

Tactic 4 (revised): Design & Deliver on

the stakeholder engagement framework

• In April 2019, we hired a constituency relationship manager (CRM) to lead the discussion around CRM for OSU. Since April, a great deal of landscape analysis, customer journey mapping (discovery of need, existing processes, data needs and current state technologies), and planning have taken place. Although the actors and tools being used for CRM at OSU have been documented, we are now waiting on leadership to define a clear vision for the future of CRM practice at OSU so that a roadmap can be constructed.

• As part of the plan to define the IT strategic plan based on SP 4.0, the CIO will create a CRM task force to recommend what a properly architected, enterprise-caliber solution for CRM should be at OSU starting in January 2020.

Tactic 5 (revised): Conceptualize and

• Initiated business process redesign practices centered around customer journey mapping,

• Engagements with HMSC/MSI business operations, IT

DRAFT







Retreat deploy framework for full digitalization of

OSU business practices

current state assessment, and gap analysis against best practice and current technology capabilities.

Procurement, and Undergraduate Advising are furthest along; additional engagements are in very early stages for other administrative processes.

Tactic 6 (revised): Design & Implement

a new Talent Management practice for IT professionals

• Created an IT leadership & management development initiative with the purpose to (a) support the ongoing success of OSU’s IT employees, and (b) advance OSU’s mission by investing in our employees’ professional growth.

• Gathered information from across OSU IT to help us understand the specific topics, skills, and behaviors in greatest need of professional development by our IT workforce.

• Developing a plan for IT professional development and talent management as part of our forthcoming IT strategic planning efforts.

Tactic 7: Evaluate & Redesign a more

strategic IT funding model

• As part of the 100 days, this topic has been identified as one of the top 10 areas needing special attention. Although many different IT funding models are used by all IT teams at OSU, IT funding on campus has historically been stringently allocated and often based on a practice that does not reflect the ever changing landscape of needs and priorities. These new expectations require an IT funding model that strategically aligns IT resources and accounts for the necessity of continuous investment.

• To date we have engaged with the Assistant Controller and her staff to conduct an in depth assessment of IT funding on campus across all areas using Gartner’s methodology. The CIO has also secured Gartner’s expert analysts to assist OSU in redesigning a funding model that may provide us with a better chance to move forward without major additional investments.

Tactic 8 (revised): Redesign student experience with

digital world at OSU

• Started to deliver on the Digital Experience (DX) Initiative, a multi-year, multi-project effort, to modernize and personalize online interactions with OSU. First releases include a new dashboard for

• The Digital Experience platform will allow us to deliver personalized recommendations and assistance to students in the domains of student

DRAFT







Retreat students and a nudge+chatbot technology to assist

and matriculate admitted students. success, student experience, and institutional navigation.

• Our goal is to build on the momentum and continue to develop new features and functionality for students while also creating new experiences for advisors and other employees.

DRAFT

sp4.0 implementation summary - draft action 1. continue ......taught to facilitate student success,...

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