- Annual Campus Report
- University Committees, Task Forces, and Issue Groups
- Awards & Recognition
- Resources and Suggestions
The following is a summary of outcomes on key institutional metrics:
The university metrics and college metrics are posted at http://leadership.oregonstate.edu/strategic-plan/. We have included a new report at this Web address for academic units that provides five-year trends in enrollments and graduation, research, and private and state (Education and General Fund) support. Also posted at this Web site is the 2006-2007 Strategic Plan Implementation Update.
Though not an "outcome" in the same sense as the metrics described above, I would like to comment on our student enrollment, as it is an outcome in terms of our fiscal portfolio, securing State support, and for the mix and diversity of students who are enrolled at OSU. The University enrollment, based on the fall term enrollments reported by the Oregon University System, was 19,362, a 0.7% increase over the previous year. We have focused in the past couple of years on increasing our non-resident enrollment, while holding steady the resident enrollments (because there have been no state resources for enrollment growth the past few biennia.) For 2006-2007, the year-to-year change in enrollments was an increase of 6.4% in non-resident enrollment, and a 0.4% decrease in resident enrollment. A total of 935 international students enrolled at OSU, a 0.1% decrease over the previous year. While our strategy for resident enrollment will be shaped by the outcome of the legislative process, we will continue to focus on increasing non-resident and international enrollments. OSU-Cascades has experienced a 7.9% increase in FTE this fall. The headcount of traditional students, 20-24 years of age, increased by 10.8%.
In my 2005-2006 campus report, I shared the following agenda for 2006-2007 with the campus community:
Budgets and Capital Campaign: Start redistribution of base budgets per budget rebasing; complete an incremental budget distribution plan; conduct program reviews for two support units; and revise development priorities in preparation for the open phase of the capital campaign.
Student Engagement and Success: Develop plans for first-year undergraduate education experience; initiate the University Council on Student Engagement and Experience to provide guidance and oversight regarding student engagement activities; and work on classroom renovation and process-related improvements connected with registration and classroom activities.
Research and Outreach: Complete work of the Centers, Institutes, and Programs (CIPs) Task Force; convene a President's Commission on Oceans, Coastal and Earth Systems Futures; and continue work initiated by the OSU Extension Service to address needs of an increasingly diverse urban and suburban population in the Portland metro area.
Community and Diversity: Complete the University Diversity Action Plan and provide training for individuals serving on faculty searches on best search practices.
Consistent with the budget rebasing plan, we started the process of redirecting $7.5 million of existing resources to the base budgets of four colleges (Liberal Arts, Science, Health and Human Sciences, and Business) that are under-funded relative to their mission of providing the core educational component of undergraduate education. The redistribution will be completed over a five-year period. During the last year, we allocated $800,000 to Liberal Arts, $1.0 million to Science, $200,000 to Health and Human Sciences, and $500,000 to Business. Resources for the rebasing came primarily from a reduction in the University subsidy to Athletics and from overhead charges to Auxiliaries and Statewide Public Services to reflect the services provided to those activities by the University.
We continued the renovation of classrooms and adjoining spaces. We completed the renovation of the first floor of Gilkey Hall, and we are in the process of remodeling the first two floors of Strand Agriculture Hall. One recent development is the completion of fundraising from private resources for a Linus Pauling Science Center. Once completed, the building will provide classroom and laboratory space needed for undergraduate and graduate student teaching in chemistry, in addition to providing much needed research capacity in nutritional health.
We now have degree partnership programs with 16 of 17 Oregon community colleges. We worked with other OUS institutions to implement the ATLAS system that will ease students' progress from one Oregon school to another. Students can use this statewide system to see how course credits transfer among community colleges and OUS universities, and to conduct degree audits online.
The University Council on Student Engagement and Experience (UCSEE) was created to guide the University in implementing its student engagement and student success agenda. The UCSEE started by reviewing reports and recommendations from past activities and surveys, including the Student Research Experience Task Force (2005-2006) and the results for OSU from the National Survey of Student Engagement (NSSE). The UCSSE made broad recommendations to promote a campus culture that values teaching, learning, and student success. During the first half of the 2007-2008 academic year, the UCSSE will develop and recommend an action plan for implementing targeted activities to enhance this critical area for the University.
The supplemental instructional program in mathematics has proven to be quite successful in retaining students in the math sequence, and we were able to attract funding through the Capital Campaign to offer and expand this program for the next three years. To date, 82 student-athletes have participated in the Bridge Encouraging Successful Transition (BEST) program which was first developed and offered to incoming student-athletes during the summer of 2006. The program is geared toward making the transition easier for incoming freshmen and transfers to OSU through a comprehensive array of programs and services for incoming student-athletes. The UCSSE will be evaluating the feasibility of expanding this program to a broader student population at OSU.
Following the recommendations of an external evaluation committee, as well as input from our faculty, we have decided to move the admission function for graduate students from the Office of Admissions to the Graduate School. The Graduate School has started the hiring process for an admissions director, and we will start the transition during this academic year.
We implemented a number of changes to improve the student registration process, including a two-tier registration system to better manage course demand, electronic wait listing, and a time zone based scheduling system to improve classroom utilization. The latter is particularly important as a number of classroom buildings are scheduled to come off-line for renovations in the next couple of years (e.g. Apperson Hall).
Engaging student experience and student success is critical to advancing OSU's vision and goals. While we have initiated several activities to improve student experience, we still need to make sustained progress in this area. Our first-year retention rate has been relatively constant at approximately 81%, and our 6-year graduation rate at approximately 61%, both below the goals we set in our Strategic Plan. Results from the past few cycles of the NSSE survey have also remained unchanged with regard to student engagement. Over the next couple of years, we will focus on a targeted action plan developed by the University Council on Student Experience and Engagement through campus input, focusing on programs that increase first-year students' successful transition to OSU and enhancing experiences that promote engagement through participation in research, international exchange programs, and other experiential activities. This will also require continued investment through budget rebasing in developing faculty capacity to address issues of quality and course availability in critical areas.
The Blue Ribbon Task Force on Centers, Institutes, and Programs (CIPs) completed its work that focused on fostering OSU's capacity for innovation by providing needed institutional support and direction for interdisciplinary research. Recommendations from the Task Force will be implemented in the next few years, starting with the improvement of the research infrastructure and a review of funding for the research enterprise.
We convened the President's Commission on Oceans, Coastal, and Earth Systems Futures. The Commission completed its work in Spring 2007, and its report is posted at http://leadership.oregonstate.edu/provost/university-committee. The work will help inform our plans for building academic excellence in thematic areas, as outlined in the Agenda for 2007-2008.
The OSU Extension Service conducted five strategic focus group conversations in the Portland metropolitan area to conceive of a model for future work in the metro area. Inaugural investments were made to reach providers of child health services to recognize nutritional issues, and a new partnership formed with the College of Engineering to reach diesel fleet operators with programming to reduce particulate emissions in high-risk environments.
Though not envisioned at the start of the year, our conversations during the search process for the dean of Extended Education led us to enhance the delivery of our outreach mission by realigning the University's two major extended education units, OSU Extension Service and Extended Campus, into the Division of University Outreach and Engagement, led by a Vice Provost.
We continue to monitor our investments in the six interdisciplinary strategic initiatives started in 2004-2005. The six initiatives are computational and genome biology; ecosystem informatics; healthy aging; subsurface biosphere; sustainable rural communities; and water and watersheds. Having completed three of the five years of the seed University investment, the initiatives have hired exceptional faculty members who in many cases are already producing excellent results in securing research grants and providing education and outreach programs. Implementation reports for 2006-2007 are posted at http://leadership.oregonstate.edu/strategic-plan/strategic-initiatives.
Partnering with other state and private institutions, we have been successful in advancing the Oregon innovation agenda. The 2007-2009 legislature has committed to provide continued funding for ONAMI, the nanoscience and microtechnologies initiative, new funding in 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. First funded in the last legislative cycle, the ONAMI initiative demonstrated its growth by attracting more than $25 million in federal and private research grants and contracts, mostly involving collaborations among academic partners. OSU is very well positioned to benefit from the investments committed to in the 2007-2009 legislative cycle.
Sustaining and enhancing the phenomenal growth that we have experienced in our research enterprise over the past few years will require improvements in our research infrastructure, particularly in shared facilities and instrumentation. We also need to enhance faculty capacity in targeted areas, consistent with our aspirations in the five thematic areas. Additionally, to fully take advantage of the investment made by the legislature in signature research areas, we need to align our internal and external priorities and strategies to ensure that we maximally leverage the resources provided by the state.
The University Diversity Action Plan was completed and is available at http://oregonstate.edu/diversity/. We are in the process of defining baseline performance for metrics that have been identified in the plan. Companion diversity action plans for academic and support units are in various phases of development and implementation. Work will continue in order to finalize these plans during the 2006-2007 academic year.
We created the Office of Women's Advancement and Gender Equity (WAGE) and hired the Office's inaugural director. The WAGE Office will play an important role in assessing our performance with respect to gender equity and helping us to improve work/life balance needs and climate issues on campus.
We have implemented an all-University employee training/education program on harassment. The on-line version of the harassment prevention training program has been completed, and is currently being taken by faculty and staff in the Division of Outreach and Engagement. An affirmative action training program for faculty search committees has also been developed and piloted.
There are two ongoing activities that I would like to bring to your attention: assessment of student learning outcomes for academic programs, and promoting mental and physical health of students. Faculty and staff have invested in both these areas and although support in terms of financial resources has been constrained, outcomes are quite impressive.
Assessment of Student Learning Outcomes for Program Improvement: Academic units have been engaged in assessment of student learning for the past few of years. This year 100% of all departments and colleges reported on assessment activities and met the goals they set for the academic year. While some units are still in early stages of developing meaningful processes, significant groundwork and persistent effort has created the momentum needed to sustain full-cycle assessment. Each academic unit is looking at the culture and interests of its faculty along with the needs of its students. Units have focused on areas that they are truly committed to, articulated what is most important for their students to learn, and designed activities and methods to assure that desired learning outcomes are shifting from individual faculty efforts in a given course to the collaborative summation of full faculty participation in the students' experience of an academic program. The expertise and creative energy of our faculty will create far more meaningful improvement than can be achieved by one-size-fits-all standardized plans.
OSU Healthy Campus Initiative: The OSU Healthy Campus Initiative has been established to address the management of mental health, sexual assault, alcohol, and a variety of other issues. The Healthy Campus Initiative encompasses a number of work groups and response teams, including Critical Incident Response Team, Alcohol Work Group, Sexual Violence Prevention Work Group, Sexual Assault Response Network, Bias Response Team, Suicide Awareness Task Force, and Infectious Disease Response Team. In particular, the purpose of the Critical Incident Response Team, consisting of members of OSU community and public safety, is to assess and coordinate the response to significant campus situations and events, which require intervention in order to assist the community and its members to return to a more normal state of functioning. These events may include: student death or significant trauma, problematic student situations involving medical or psychological concerns, and campus emergency situations that directly affect the well being of students. Information on various facets of the OSU Healthy Campus Initiative is available at http://oregonstate.edu/deanofstudents/hcilc.html.
In describing our progress on the 2006-2007 agenda in the previous sections, I have outlined continued or additional work that needs to be accomplished in some of the areas. This includes: continuing redirection of base budget funds to Liberal Arts, Science, Health and Human Sciences, and Business; renovating university classrooms and research space; transitioning the graduate students admission process to the Graduate School; aligning activities to support OSU's growth in the signature research areas; developing a vision and strategic priorities for recently created Division of Outreach and Engagement; developing metrics for diversity action plans; and developing an action plan for the Office of Women's Advancement and Gender Equity.
In addition, I would like to highlight the following specific activities that will require focused efforts in 2007-2008: