- Annual Campus Report
- University Committees, Task Forces, and Issue Groups
- Awards & Recognition
- Resources and Suggestions
I will start with an assessment of the agenda for 2005-2006: what did and what did not get accomplished? Following this assessment, I have outlined the agenda and plans for 2006-2007. Finally, I have provided a sample of programmatic and faculty achievements for 2005-2006. These were taken from end-of-year college and support unit reports.
True to the three basic components of our mission—teaching, research, and outreach—the over-arching accomplishments for the University for 2005-2006 were:
OSU faculty, staff, and administrators are to be commended on this remarkable level of productivity, particularly in the context of the time and energy spent in dealing with budget related challenges during the year. In addition, the University continued to engage in targeted activities to advance the Strategic Plan. Some of these activities are outlined below.
In my annual report in October 2005, I outlined a number of critical budget-related activities that we were planning to undertake during the 2004-2005 academic year, including budget rebasing, budget reallocation to accommodate salary increases and increased health care and retirement costs, and increased budget transparency.
1. Budget Rebasing: After a two-year process of examining its Education and General (E&G) Fund budget allocation process, the University completed budget rebasing of its academic units. The budget review process analyzed sources and use of funds for each academic unit, linking revenues and expenses explicitly to generating units. Statewide Public Services (Agricultural Experiment Station, Forestry Research Laboratory, and the OSU Extension Service) and Auxiliary units were also included in the analysis.
The Budget Allocation Model (BAM), used since 2003, essentially rebased budgets each year. There were no recurring base budgets for academic units other than resource fees or targeted funds they receive directly. Establishing base budgets provides a certain level of budget stability and predictability.
The outcome from the rebasing process was that the Colleges of Business, Health and Human Sciences, Liberal Arts, and Science contribute a substantial amount of the resources that they generate to the University. The Colleges of Liberal Arts, Health and Human Sciences, and Science deliver the baccalaureate core to the University. Additionally, the College of Science provides the undergraduate core curriculum in mathematical, physical and biological sciences required by most of the professional programs. The College of Business provides business and entrepreneurship curriculum that is increasingly being required by professional programs.
While the total allocation for the next five years depends on the availability of resources to the University and proposed use of new funds, it is expected that $7.5 million in recurring funds will be transferred to these four colleges over the five-year period of 2006-2011. New resources will be allocated among the four colleges as follows: Science, $2.5 million; Liberal Arts, $2 million; Health and Human Sciences, $2 million; and Business, $1 million. Of the total amount, $2.5 million was transferred to these colleges for 2006-2007, distributed as follows: Science, $1 million; Liberal Arts, $800,000; Health and Human Sciences, $200,000; and Business, $500,000. It is expected that the new resources will be used to address faculty staffing needs in areas of increasing enrollment and to improve the quality of the learning environment, consistent with the first two goals of the Strategic Plan.
There will be no change in the base budgets for other academic colleges. It is important to recognize that none of the colleges are funded at an optimal level. In addition to the academic colleges, the University Honors College, International Programs, University Libraries, and Research Centers, Institutes, and Programs are also considered “academic units,” directly impacting the teaching and research missions of the university. Funding for these units will continue at the current budget levels.
Resources for rebasing budgets for the Colleges of Business, Health and Human Sciences, Liberal Arts, and Science will come from three principal sources: a decrease in the E&G subsidy provided to Athletics, appropriate overhead charges to Auxiliaries and Statewide Public Services, and increased revenue from Extended Campus expected to be returned to central administration for reallocation.
Budget rebasing process and outcomes are posted at http://oregonstate.edu/budget/Rebasing/budgetrebasing.htm.
2. Budget Reallocation: The University received a modest increase in revenues for the 2005-2007 biennium. However, increases in health care and retirement costs, and the 6% merit increase in faculty salaries required the University to reduce its projected expenses by approximately $13 million for FY07 to maintain a balanced E&G budget. This translated to an average of about a 5% reduction in expenses for units.
This required making difficult choices, particularly because the reductions had to be recurring or there had to be recurring revenue growth to off-set the reductions. Each academic and support unit has developed a plan for reaching the reduction target for the unit. We will be closely monitoring expenses to ensure that the projections are met.
Reducing expenses and costs is complex, and managing the implications of such reductions in a decentralized organization is even more complex. I appreciate the work of college, department, and unit heads in developing plans to manage this difficult situation. However, the one area needing improvement in the future is coordination across units to minimize the impact of local decisions on the overall educational activities of the University.
3. Budget Transparency: A web-based system that provides access to budgets and current fiscal activity was created for units. The distribution of revenue generated and initial budgets for departments within each academic college was completed in November 2005 and is now part of the annual budget information shared with the campus. The same was completed for support units in March 2006, and can be viewed at: http://oregonstate.edu/budget/Reports.htm.
To provide transparency of pricing to students and their families, a web-based tool has been completed and posted on the web at http://fa.oregonstate.edu/budget. Based on the major program of study and a few other factors, this program provides users with an expected annual cost of study at OSU.
4. Review of Academic Support Units: Budget rebasing assumed that academic support units are funded at an appropriate level for the services they provide to the University. In the development of the Budget Allocation Model in 2003, it was suggested and subsequently used as a target, that approximately 30% of the E&G budget be allocated to support units. However, there has not been a systematic review of support units, both in terms of adequacy and quality of services provided, or the resources allocated to units.
Guidelines for reviewing the effectiveness and efficiency of all support units were completed and are posted at http://leadership.oregonstate.edu/provost/initiatives. The intent of the review will be to provide the programs an opportunity to reflect on their programs and services; solicit input from students, staff, faculty, and other stakeholders on the services provided; develop approaches to enhance quality of programs and services; ensure alignment between services and budgets; and enhance coordination of programs and services between support and academic units. Implementation will start during the 2006-2007 academic year.
5. New F&A Rates: The University finalized its negotiations with the federal government over its F&A rate for the next three years. The rate for Organized Sponsored Research will increase to 46.2% from 41.5%, a significant increase of 4.7%, and the rate for Other Sponsored Activities will increase to 33.8% from 29.1%. These rates are effective on all new proposal submissions. At the current funding levels, the new rates will increase revenues by about $2.8 million each year, resources that will be used to support the research infrastructure and incent additional research growth.
I will next briefly discuss other activities included in the 2005-2006 agenda.
As stated earlier, our most important accomplishment is that, in spite of the budget distractions, we graduated 4,300 students, the largest graduating class in the history of the University, and we continue to provide outstanding educational opportunities to our students. The University’s efforts to improve its educational environment were recognized by the Northwest Commission on Colleges and Universities in its interim visit in Spring 2005. The Commission reaffirmed the University’s accreditation through 2011, and was very complementary about the University’s progress in implementing its strategic plan and the faculty and staff efforts to enhance advising and assessment.
The Academic Advising Council has developed a vision and strategies for enhancing academic advising for students through an intentional and developmental advising system. A key recommendation from this initiative is the development of an online educational planning and advising system, an activity that we will pursue during 2006-2007.
The Student Experience Research Task Force, led by Larry Roper, Vice Provost for Student Affairs, and Dan McCarthy, ASOSU 2005-2006 President, completed its work to assess student experiences at OSU. Their report can be viewed at. The assessment of the task force, coupled with results from the National Engagement of Student Experience (NESE) and the relatively flat first-year retention and 6-year graduation rates over the past couple of years, indicate that we continue to struggle with undergraduate student engagement. While a number of initiatives, such as transitional learning communities and peer mentoring groups, have been introduced in the last two years, the success of those activities is “local” and not across the breadth of the University. We must assess and change some of the core elements of the undergraduate educational experience. Improvement in student engagement and success will be an important focus for us over the next few years.
In conjunction with educational enhancements, we need to invest in the University classroom and laboratory infrastructure to ensure that the infrastructure supports effective delivery of education and provides a compelling learning environment. Following recommendations from the Space Planning Task Force, we have initiated a multi-year process of renovating the basic learning infrastructure, starting with the first floor of Gilkey Hall that was completed during Summer 2006.
Academic services for student athletes were reviewed by a faculty task force in Fall 2005. As a result, 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. Kate Halischak was hired as the director of the unit. A new summer bridge program, BEST (Bridge to Encourage Scholars in Transition), has been 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. The university also signed dual enrollment agreements with 2 of 7 community colleges in Hawaii.
Two significant new buildings opened their doors during 2005-2006: the Kelley Engineering building that houses Electrical Engineering and Computer Science programs, and the Small Animal Clinic. These facilities will enable the growth of educational research programs in Engineering and Veterinary Medicine, as well as clinical services provided by the College of Veterinary Medicine for small animals.
Research and Outreach.
Faculty research as measured by expenditures totaled $193 million for 2005-2006, the highest figure in OSU’s history. The University’s licensing revenue exceeded $2 million for the first time. Commercialization, technology transfer, and corporate partnerships metrics led to an OSU allocation of over 50% of the $10 million Oregon Venture Fund. Invention disclosures (48) and license/option agreements (43) were at an all time high in 2005-2006, as was licensing income at $2.1 million.
OSU is very well positioned on Oregon’s innovation agenda. The Oregon Innovation Council is seeking increased funding in the new legislative cycle for ONAMI, the nanoscience and microtechnologies initiative, and two new signature research centers—Bioeconomy and Sustainable Technologies that focuses on bioproducts and clean energy, and a Translational Research and Drug Institute that focuses drug discovery and human infectious diseases.
The task force for Centers, Institutes, and Programs shared its draft report with administrative and faculty leadership and other pertinent faculty groups and will complete its work in Fall 2006.
The OSU Extension Service has started an important initiative focused on reinventing OSU Extension Service in the Portland-metro area, to understand and assess urban needs and issues, and to address those needs and issues in an increasingly diverse urban and suburban population.
Following recommendations from a faculty task force, the University developed guidelines for fixed-term professorial Extension appointments and multi-year contracts for academic faculty. Implementation will start in 2006-2007.
Community and Diversity.
Work on finalizing Diversity Action Plans continued throughout the year. We distributed a penultimate draft of the University Diversity Action Plan to the campus community in October 2006. Input from this process will be used to revise and complete the plan during the fall term.
OSU completed revision of the University’s sexual harassment, consensual relationships and discrimination complaint procedures to comply with State Board of Higher Education directives. These policies are available on the web at http://oregonstate.edu/oei/. The University made substantial progress on implementing an all-University employee training/education program on harassment, with close to 700 individuals participating in this program to date. The University has also developed an online harassment prevention program for students that will go live in Fall 2006.
The University developed comprehensive guidelines to insure that university websites, software, hardware, and multi-media are accessible to all, including persons with disabilities. The guidelines are available at http://oregonstate.edu/accessibility/.
I would be remiss if I did not mention an important activity on campus that spanned much of the academic year: debate on academic freedom and scientific inquiry. While the debate, triggered by a publication in Science on post-fire forest regeneration, created some difficult conversations and dynamics in the College of Forestry, the activity lead to healthy dialogue and debate on the topic across the University. It also lead to the important realization that such important issues like academic freedom, and in general the community culture that we aspire to create—a respect for all and an environment where individuals can express their views in a professional, respectful manner - cannot be left to chance, and requires commitment and the persistence of everyone in our University community.
Capital Campaign and University Marketing.
The OSU Foundation raised $78 million in 2005-2006, including 20 gifts last year of one million dollars or more. The OSU Foundation continued to hire development staff needed for the campaign and has put in place a campaign steering committee that will guide the campaign.
University Advancement introduced a number of new projects and tactics to promote the University and support the capital campaign. In particular, the President’s Report was redesigned; the new research magazine Terra was introduced and reinforces the five thematic areas of the Strategic Plan, the federal research agenda and the priorities in the capital campaign; a media strategy was created for new radio and television advertisements; and activities were initiated to build strong relationships with media throughout Oregon, Seattle, San Francisco, Los Angeles, and Washington, D.C.
More internal to the University, University Advancement revamped University Day and introduced projects such as the Faces of OSU, Brilliance in the Classroom, and the Jefferson Street banners.
The overarching goals for 2006-2007 are to (1) advance the student engagement and success agenda, (2) continue to focus our programs so we can direct efforts to create excellence within our thematic areas, including strategically hiring faculty in targeted areas, and (3) continue to generate new resources to advance the Strategic Plan.
There are specific activities that I would like to highlight.
Student Success: As I stated earlier, an important initiative for 2006-2007 will be enhancing student engagement and experience, and the learning environment. To advance this initiative, we will develop plans for enhancing first-year undergraduate education and experience in some of our thematic areas, launch the University Council for Student Engagement and Experience in assessing and implementing recommendations from the Student Experience Research Task Force, complete a multi-year classroom renovation plan, and continue with the implementation process started with Gilkey Hall, implement classroom scheduling (day- and time-zone scheduling, electronic scheduling) and registration changes (protocol for priority registration and wait listing) to improve student access to classes and classroom utilization, and continue the advising enhancement initiative by developing an initial system for comprehensive online student advising.
Research and Outreach: The CIP (Centers, Institutes, and Programs) Task Force will complete its work during fall 2006.
We will convene a President’s Commission on Ocean, Coastal, and Earth System Futures to help identify a long-term vision for OSU in this area. Following this, work will be initiated in the university to align our unit plans with this vision.
We will continue work initiated by the OSU Extension Service to address the needs and issues of an increasingly diverse urban and suburban population in the Portland-metro area.
Community and Diversity: We will complete the University Diversity Action Plan. We will also implement a requirement that all faculty searches have at least one member who is trained in affirmative action and best search practices.
Budgets: Budget rebasing established base budgets for units effective Fall 2007. A complementary activity is establishing a model (process) for sharing of marginal revenue from tuition and state subsidy support and from indirect cost recoveries, and allocation of expenses beyond the 2006-07 academic year. We will finalize the incremental budget model and will implement the model beginning in FY08. Additionally, we will start the process of reviewing our support units, and will complete reviews for the Graduate School and Facilities Services during 2006-2007.
As President Ray stated in his speech to the Faculty Senate on October 12, 2006, we will be working very hard during the 2007-2009 legislative cycle to advance the budget recommendations of the Oregon State Board of Higher Education, seeking a significant increase in state funding for higher education.
Capital Campaign: We will work with the OSU Foundation to assess and revise development plans prior to the public phase of the capital campaign planned for 2007-2008. In particular, we will revise and refine the student success agenda to align it with donor potential and to include renovation of existing classrooms and laboratories.
Selected Programmatic Accomplishments
OSU faculty commitment to student success is demonstrated by the many activities related to improving curriculum quality, enhancing student learning and advising, and introducing innovations in the classrooms. Faculty collaborations in education, research, and outreach, continue to increase, as reflected by progress in the six University-funded interdisciplinary initiatives, numerous collaborative projects within the University and with other public and private institutions, and outreach activities that impact every county in Oregon as well as reaching other states in the U.S. and many international communities.
A sample of activities from across the University follows. This information was taken from college and academic support unit reports for 2005-2006. These reports are located at http://leadership.oregonstate.edu/provost/office/0506/unit-plans. Strategic Plan implementation information, including University metrics and college metrics, is located at http://leadership.oregonstate.edu/strategic-plan/. There are some blanks in the metrics, and we will fill them in as the data becomes available this academic year.