Updates

Key: = Complete | = 90% Complete | = 50% Complete | = 20% Complete | = Paused | = 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