Updates

 

This page is a resource for those interested in understanding the nuances of work around strategic planning and priorities and the steps being taken towards achieving our organizational goals.

Sept 2023 - June 2024

Key: complete = Complete, 90% complete = 90% complete, 50% complete = 50% complete, 20% complete = 20% complete, paused = Paused, ongoing = Ongoing

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. complete
Inventory and continue efforts to align Corvallis/Ecampus catalogs. ongoing
Build and refine alternative credentials ongoing
New programs: (developing) AI microcredential (undergrad and grad), new courses, MSB, MS, UG majors 50% complete
Create AI curriculum innovation grants (projected to be completed during AY25) complete
Create AI innovation and development grants complete
Reinforce support for teaching faculty and learner experiences across the College. Increase involvement in Back to School Week 50% complete
Implement new teaching evaluation process 90% complete
Support individuals or teams to innovate 50% complete
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 20% complete
Embed required experiential opportunities for students in their major curriculum 50% complete
Create other opportunities to build career readiness ongoing
Support student groups developing AI tools for COB classes 50% complete
Investigate and develop plans for chatbot to support student success at COB 90% complete
Grow Center for Data Analytics and AI to support more student projects and experiential learning opportunities paused
Creation of AI Leadership Academy (Newcomb Family Leadership Academies Development) paused
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 50% complete
Coordinate with Ecampus for development of new programs, structure, and marketing ongoing
Explore dedicated FTE for program development, maintenance, and expansion 20% complete
Explore staffing as it relates to online program growth. ongoing
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 complete
Enhance promotion of faculty research achievements 50% complete
Develop and implement a holistic faculty recognition program ongoing
Recruit, retain, and support research active faculty and increase resources to support and aid productivity and flexibility. Increase clarity around research evaluation metrics 50% complete
Improve communication and utilization rates of existing research initiatives 90% complete
Develop and implement a holistic faculty recognition program ongoing
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) 20% complete
Enhance career support for international Grad students complete
Recruitment: Continue targeted recruiting efforts in Oregon counties and communities with relatively large URP ongoing
Retention: Continue and refine coordinated efforts around first-year retention; Bound for Business (‘bridge’) program to ensure greater access to, and participation from ‘at-risk’ populations;Enhance financial hardship scholarship process ongoing
Academic Support: Refine ARCH as needed (FY tutoring and study space); Continue to develop 2nd year academic support structures; Continue to leverage institutional support structures (such as Supplemental Instruction) ongoing
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 ongoing
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. ongoing
Placement: Continue to provide individualized placement support for students nearing or within six months of graduation; enhance career support for international UG students 20% complete
Construct measures of sense of belonging and sense of purpose; implement in transition courses. 20% complete
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 50% complete
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. 50% complete
Refine current thinking about mentoring program structure – look for potential obstacles. 50% complete
Finalize the structure of the mentoring program once the number of potential mentors for Fall 2024 becomes clear . 50% complete
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. 90% complete
Continue to expand and promote faculty thought leadership series. ongoing
Develop unique college brand with expanded messaging around Future of Work and AI. 50% complete
Be the premier thought partner for businesses and organizations across Oregon and the Pacific Northwest. Convene Center & 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. complete
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