Updates
September 2023 - June 2024
This page is a resource for work around strategic planning and priorities and the steps being taken towards achieving our organizational goals.
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= Ongoing
Strategic priority A: Deliver distinctive, dynamic education that supports lifelong learning
Goal | Action | Progress |
Evaluate and evolve academic and co-curricular offerings to respond to market demand and better serve students. | Develop/submit CPL approval protocol for adoption by university. | ![]() |
Inventory and continue efforts to align Corvallis/Ecampus catalogs. | ![]() | |
Build and refine alternative credentials | ![]() | |
New programs: (developing) AI microcredential (undergrad and grad), new courses, MSB, MS, UG majors | ![]() | |
Create AI curriculum innovation grants (projected to be completed during AY25) | ![]() | |
Create AI innovation and development grants | ![]() | |
Reinforce support for teaching faculty and learner experiences across the college. | Increase involvement in Back-to-School Week | ![]() |
Implement new teaching evaluation process | ![]() | |
Support individuals or teams to innovate | ![]() | |
Improve development of in-demand, workplace-ready skills. | Assess existing programs for strengths and weaknesses in current curricular and co-curricular programs for career readiness | ![]() |
Embed required experiential opportunities for students in their major curriculum | ![]() | |
Create other opportunities to build career readiness | ![]() | |
Support student groups developing AI tools for College of Business classes | ![]() | |
Investigate and develop plans for chatbot to support student success at College of Business | ![]() | |
Grow Center for Data Analytics & Applied AI to support more student projects and experiential learning opportunities | ![]() | |
Creation of AI Leadership Academy (Newcomb Family Leadership Academies Development) | ![]() | |
Continue strengthening the Ecampus experience to reinforce leading position and inspire learners. | Work with school heads, associate deans, and program directors to determine viable opportunities for new programs | ![]() |
Coordinate with Ecampus for development of new programs, structure and marketing | ![]() | |
Explore dedicated FTE for program development, maintenance and expansion | ![]() | |
Explore staffing as it relates to online program growth | ![]() |
Strategic priority B: Support ground-breaking insights and research
Goal | Action | Progress |
Build research distinction and impact through exceptional scholarly research and research-driven business solutions that drive sustainable prosperity across Oregon and beyond. | Develop infrastructure to elevate faculty engagement in grant work | ![]() |
Enhance promotion of faculty research achievements | ![]() | |
Develop and implement a holistic faculty recognition program | ![]() | |
Recruit, retain and support research active faculty and increase resources to support and aid productivity and flexibility. | Increase clarity around research evaluation metrics | ![]() |
Improve communication and utilization rates of existing research initiatives | ![]() | |
Develop and implement a holistic faculty recognition program | ![]() |
Strategic priority C: Foster an inclusive culture that inspires excellence
Goal | Action | Progress |
Provide innovative and transformative learning experiences that advance success for all students. | Create access to affordable graduate programs for under-represented populations (URP) | ![]() |
Enhance career support for international grad students | ![]() | |
Recruitment: Continue targeted recruiting efforts in Oregon counties and communities with relatively large URP | ![]() | |
Retention: Continue and refine coordinated efforts around first-year retention and Bound for Business (‘bridge’) program to ensure greater access to, and participation from ‘at-risk’ populations; enhance financial hardship scholarship process | ![]() | |
Academic Support: Refine ARCH as needed (FY tutoring and study space); continue to develop second-year academic support structures; continue to leverage institutional support structures (such as Supplemental Instruction) | ![]() | |
Sense of Belonging: Explore models and experiences to cohort Guild students; develop differentiated support mechanisms based on student demographic; create affinity groups within Uconnect platform; effectively utilize Beaver Hub for students to engage with support structures; continue to provide awareness of, and access to, student organizations | ![]() | |
Sense of Purpose: Continue to implement transfer student professional mentorship program; develop stackable microcredentials to award as students complete portions of their degree program; develop structure for students to understand and select majors aligned with Core Education Transitions course. | ![]() | |
Placement: Continue to provide individualized placement support for students nearing or within six months of graduation; enhance career support for international UG students | ![]() | |
Construct measures of sense of belonging and sense of purpose; implement in transition courses | ![]() | |
Build a culture of welcome and inclusion that advances success for all faculty and staff. | In conjunction with the Faculty Development Committee, send out a survey by end of spring 2024 to ask about volunteers among faculty who would like to be a mentor for the upcoming school year | ![]() |
In conjunction with the Faculty Development Committee, coordinate a similar survey to be sent out via the Staff Development Committee by end of spring 2024 | ![]() | |
Refine current thinking about mentoring program structure – look for potential obstacles | ![]() | |
Finalize the structure of the mentoring program once the number of potential mentors for fall 2024 becomes clear | ![]() |
Strategic priority D: Expand the college's reputation across Oregon and beyond.
Goal | Action | Progress |
Promote a distinctive, leading brand for the College to learners, academia and the business community. | Expand messaging and communications related to the strategic plan | ![]() |
Continue to expand and promote faculty thought leadership series | ![]() | |
Develop unique college brand with expanded messaging around Future of Work and AI | ![]() | |
Be the premier thought partner for businesses and organizations across Oregon and the Pacific Northwest. | Convene center and academy directors with a proposed framework to understand severity of the misalignment; confirming whether the confusion was sourced by general misalignment or driven by specific outliers | ![]() |
Generate academies-centric and centers-centric proposals that define a scope of activities that are aligned within existing centers and academies, with clear description of process/requirements for new centers | TK |