OAKLAND UNIVERSITY STRATEGIC PLAN 2025 October 2016...strategic plan, “Oakland University 2025,”...

OAKLANDUNIVERSITYSTRATEGICPLAN2025October 2016

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TableofContents

IntroductionMissionStatementInstitutionalValuesInstitutionalGoalsPlanningInitiativesinSupportofInstitutionalGoals

Goal#1StrategicPrioritiesDataRelatedStepsandMetricsSummaryandMetricsProcessRelatedActionSteps



AppendixADataSourcesforStrategicPlanMetrics

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IntroductionForsixdecades,OaklandUniversityhasbeengrowingasasignificanteducational,cultural,andeconomicforceintheregion,stateandnation.Excellenceinteaching,learning,research,andculturalactivitieshasbeenpunctuatedbyperiodsofgrowthinenrollmentandinfrastructure.Inrecentdecades,activepublicserviceandcommunityoutreachandengagementhaveaddedtotheUniversity’srecordofexcellence.Today,OaklandUniversityispoisedtobuilduponitsboldandremarkablepastasitchartsanexcitingandevenmorepowerfulfuture.Thisstrategicplan,“OaklandUniversity2025,”describesthatfutureandwillhelpensuresteadyprogressinachievingit.OaklandUniversity2025istheproductofatwo-yearlongcomprehensivestrategicplanningprocessinvolvingfaculty,staff,students,andtheBoardofTrustees.Ultimately,theUniversitycommunityidentifiedthreeoverarchinggoalsandalignedstrategiesandgoals.Goalcommitteesthenworkedtorefinestrategies,identifyactionsteps,anddeterminethemetricstomonitorprogressandmeasuresuccess.ImplementationofthisstrategicplanwillgrowOaklandUniversity’simpactandreputationinacademiccirclesandinthebroaderpublic,whilecontinuingtheinstitution’sforwardmovementintothetoptierofpublicuniversitiesinMichiganandacrosstheregion.MissionStatementTheOU2025PlanisimbeddedinandreflectstheUniversity’smissionstatement,asapprovedbytheOaklandUniversityBoardofTrusteesin2015:“OaklandUniversityisapreeminentmetropolitanuniversitythatisrecognizedasastudent-centered,doctoralresearchinstitutionwithaglobalperspective.Weengagestudentsindistinctiveeducationalexperiencesthatconnecttotheuniqueanddiverseopportunitieswithinandbeyondourregion.”“Throughfaculty-drivenandstudent-engagedresearch,scholarship,andcreativeactivity,OaklandUniversityadvancesknowledgeandartinadiverseandinclusiveenvironment.”“OaklandUniversityisanactivecommunitypartnerprovidingthrivingcivic,cultural,andrecreationalopportunitiesandvaluablepublicservice.”Astudent-centeredfocushaslongbeenthehallmarkofOaklandUniversity.Attractinghighachievingstudentswhilehelpingensurethesuccessofallstudentsremainourtoppriorities.Overallstudentsuccessisthevehicletohelpstudentsreachgraduation,becomeactiveandinvolvedmembersoftheircommunities,andfilljobsthathelppowerMichigan’seconomyandtheregion’seconomy.However,duringthepastseveralyearsgrowingenrollmentanddecliningresourceshave

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placedsubstantialstrainonstudentservicesandsupport.Weseektostrengthenthestudentfocusbyaligningresourceswithneededservices.ThemetropolitanfocusofOaklandUniversityisapparentinoureffortstoserveasstewardsinourregion.TheUniversityfocusesoncivicengagementinthesecommunitiesandindeedacrossthestateofMichiganwhilealsobringingtogetherdiversepeoplesandideas.Communityengagementalsooffersuniquelearningopportunitiesforstudents.OaklandUniversityiscommittedtoadiversestudentenrollmentanddiverseworkforce.ThoughOaklandUniversitywillcontinuetoservesignificantnumbersfromtheOaklandandMacombCountyarea,morestudentswillcomefromotherpartsofthestate,thenation,andtheworld.WevalueandfosterdiversityinallareasoftheUniversityinordertoenhancequalityandtoenhanceaccessforall.Aglobalperspectiveisapparentindiversestudentenrollment,curricularinitiatives,studyabroad,andinternationalstudentscomingtoOU.BuildinguponastronginternationalfocusthathascharacterizedOaklandUniversityanditscurriculumsincetheirinception,weseektostrengthentheUniversity’sglobalperspectiveinallareas.AfocusonresearchwillcontinuetoplayanimportantroleatOaklandUniversity,particularlyasitcomplementsandcontributestoarobustteachingandlearningenvironment.Researchinformsteachingandcanhaveasignificantimpactontheworldaroundus.Itleadstothecreationanddisseminationofnewknowledgeandplaysakeyroleintheeducationofgraduatestudents,providingpowerfullearningopportunitiesforundergraduates.InstitutionalValuesSeveralvalueshavelonghelpedunderpinalloperationsandplanningatOaklandUniversity.Inallareas,weemphasizethefollowingandwereaffirmtheirimportanceinourstrategicplanningeffortsacrosstheUniversity.

Ø ExcellenceandDistinctionØ StudentSuccessØ Knowledge,DiscoveryandCreativityØ OpportunityandAccessØ DiversityandInclusionØ IntegrityandStewardshipØ CommunityEngagementandOutreachØ HealthandWell-BeingoftheUniversityCommunity

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InstitutionalGoalsThreegoalscomprisetheOU2025StrategicPlan:

1. Fosterstudentsuccessthrougharobustteachingandlearningenvironmentandcomprehensivestudentservices.ThesuccessofstudentsisthenumberonepriorityatOaklandUniversity.Wearecommittedtodoingeverythingpossibleinandoutoftheclassroomtoensurethesuccessofeverystudent.

2. Berecognizedasastrongresearchandscholarlyenvironmentfocusedon

creativeendeavorsandonthediscovery,dissemination,andutilizationofknowledge.Astrongresearchandscholarlyenvironmentcontributestothediscoveryofknowledgeandsupportsteachingandlearning.Effectiveteachingandlearningrequireeffectiveresearchactivity.

3. Becomealeaderinservingtheneedsandaspirationsofourcommunitiesand

regionthroughexpandedcommunityrelationships,institutionalreputationandvisibility,andengagement.Overthedecades,OaklandUniversityhasbecomeincreasinglycommittedtocommunityoutreachandengagement.Whetherlocalgovernments,nonprofitorganizations,businesses,K-12schools,artscouncils,orothergroupsandorganizations,theUniversityseekstoengagethecommunityinordertomaximizeregionalresources,enhancestudentsuccess,strengthenteaching,andhelpaddresschallenges.

PlanningInitiativesinSupportofInstitutionalGoalsTheplanningprocessidentifiedthreeadditionalareasthatmustbeaddressedinordertohelpensurethesuccessofplanninggoalsaswellasallothercampusinitiatives.Theseareasincludedeffectiveinstitutionalprocesses,shareddecision-making,andtransparentbestbudgetpractices.AtaskforcetookresponsibilityforreviewingeachareaandrespondingtoquestionsandconcernsraisedbytheUniversitycommunity.NextSteps:ImplementationPlanTosupporttheinstitutionalgoalsoutlinedinthestrategicplan,animplementationplan will be developed as an immediate next step. The implementation plan willexpand on the strategies listed to actualize institutional goals, and will includeidentification of the areas accountable for overseeing each strategy; next stepsrequired;timeline,and;identificationofspecificparticipantsandresourcesneeded.The implementation plan will incorporate information gathered from the goalcommitteesandtaskforces.Itisexpectedthattheimplementationplanwillevolvewithnewideasanddetailsasitisdevelopedandasgoalsareachievedandassessed.

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GOAL#1. Fosterstudentsuccessthrougharobustteachingandlearningenvironmentandcomprehensivestudentservices.StrategicPriorities:1.1. Increasetheretentionrateforfull-timestudents.1.2. Increasegraduationrates.1.3. Increasesuccessratesingatewaycourses(definedhereashigh-enrollment

foundationalcoursesthatarehighrisk).1.4. Improvethestudent/facultyratioatOUasbenchmarkedwithcompetitive

peerinstitutions.1.5. Improvesupportofstudentlearning,persistenceandsuccessbyimproving

thestudent/adviserratioandincreasingthenumberofprofessionalstaffinareasofdirectandtargetedstudentsupport.

1.6. Increasetheproportionofunderrepresentedminoritieswithinthefacultyandstafftomorecloselyreflectthestudentbody.

1.7. Enhanceglobalawarenessandexperiences,includingexpansionofstudyabroadparticipationandincreasingthenumberofinternationalstudentsoncampus.

1.8. Increaseendowmentstosupportscholarshipsforstudents.Goal#1DataRelatedStepsandMetrics(seeAppendixAfordatasources):

1.1.a Increasetheyear-onetoyeartworetentionrateforfull-timeFTIACstudents.

Ø TargetMetric:Increasetheretentionrateto81%Ø ConservativeMetric:Increasetheretentionrateto79%Ø AmbitiousMetric:Increasetheretentionrateto83%

1.1.b Increase the year-one to year-two retention rate for UnderrepresentedMinorities (URMs) . URM includes Black/African American, Hispanic,AmericanIndian/AlaskaNativeorNativeHawaiian/PacificIslander).

Ø TargetMetric:IncreasetheURMretentionrateto73%Ø ConservativeMetric:IncreasetheURMretentionrateto70%Ø AmbitiousMetric:IncreasetheURMretentionrateto75%

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73%

70%

78% 78%76%

75%

83%

73%

70%

78% 78%76%

75%76%

81%

73%

70%

78% 78%76%

75%79%

62%

58%

67% 68%

63% 63%

75%

62%

58%

67% 68%

63% 63%65%

73%

62%

58%

67% 68%

63% 63%

70%

50%

55%

60%

65%

70%

75%

80%

85%

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

1.1.aand1.1.bOverallandURMFTIACReten6onRate

OverallAmbi6ous OverallTarget OverallConserva6ve

URMAmbi6ous URMTarget URMConserva6ve

1.1.c Increasetheretentionoffirst-timetransferstudents.

Ø TargetMetric:Increasethetransferretentionrateto83%Ø ConservativeMetric:Increasethetransferretentionrateto81%Ø AmbitiousMetric:Increasethetransferretentionrateto85%

79%75%

78% 78%81%

80%

85%

79%75%

78% 78%81%

80%83%

79%75%

78% 78%81%

80% 81%

40%

45%

50%

55%

60%

65%

70%

75%

80%

85%

90%

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

1.1.c.OverallTransferReten6onRate

Ambi6ous Target Conserva6ve

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1.2.a Increasetheoverallsix-yeargraduationrateforfull-timeFTIACstudents.

Ø TargetMetric:Increasethesix-yeargraduationrateto53%Ø ConservativeMetric:Increasethesix-yeargraduationrateto51%Ø AmbitiousMetric:Increasethesix-yeargraduationrateto55%

1.2.b Increase the six-year graduation rate for full-time FTIAC Underrepresented

Minorities. (URM includes Black/African American, Hispanic, AmericanIndian/AlaskaNativeorNativeHawaiian/PacificIslander).

Ø TargetMetric:IncreasetheURMsix-yeargraduationrateto41%Ø ConservativeMetric:IncreasetheURMsix-yeargraduationrateto36%Ø AmbitiousMetric:IncreasetheURMsix-yeargraduationrateto45%

40%43% 43%

46%44%

47%45%

55%

40%43% 43%

46%44%

47%45%

53%

40%43% 43%

46%44%

47%45%

51%

21%23%

22%

26%

23%

27% 27%

45%

21%23%

22%

26%

23%

27% 27%

41%

21%23%

22%

26%

23%

27% 27%

36%

20%

25%

30%

35%

40%

45%

50%

55%

60%

1.2.aand1.2.bFTIAC6-yearGradua6onRates

OverallAmbi6ous OverallTargetOverallConserva6ve URMAmbi6ous

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1.2.c Increasetheoverallsix-yeargraduationratefortransferstudents.

Ø TargetMetric:Increasethesix-yeargraduationrateto65%Ø ConservativeMetric:Increasethesix-yeargraduationrate62%Ø AmbitiousMetric:Increasethesix-yeargraduationrate68%

1.2.d Increasethenumberofdegreeprogramswithcurricularmapsthatstreamline studentpathstograduation.

Ø Target Metric: 90% of academic programs will have streamlinedcurricularmaps

Ø ConservativeMetric: 80% of academic programswill have streamlinedcurricularmaps

Ø Ambitious Metric: 100% of academic programs will have streamlinedcurricularmaps

60% 61%

57%

61%

56%

59%

68%

60% 61%

57%

61%

56%

59%

65%

60% 61%

57%

61%

56%

59%

62%

30%

35%

40%

45%

50%

55%

60%

65%

70%

200520062007200820092010201120122013201420152016201720182019202020212022202320242025

1.2.cOverallTransferGradua6onRate


10

1719

2119

0

5

10

15

20

25

Michiganpublics R3Peers Oakland 2025Target

1.4Student/facultyRa6o

1.3.aIncreasetheoverallsuccessofnon-URMstudentsingatewaycourseswithhighDFWI rates (defined as courses where 25% or more of all students receivegradesofD,F,Withdraw,orIncomplete).

Ø TargetMetric:LowertheDFWIrateto15%orlessØ ConservativeMetric:LowertheDFWIrateto20%orlessØ AmbitiousMetric:LowertheDFWIrateto10%orless

1.3.b IncreasethesuccessofURMstudentsingatewaycourseswithhighDFWIrates

(URM includes Black/African American, Hispanic, American Indian/AlaskaNativeorNativeHawaiian/PacificIslander).

Ø TargetMetric:LowertheDFWIrateforURMstudentsto20%orlessØ ConservativeMetric: Lower theDFWIrate forURMstudents to25%or

lessØ AmbitiousMetric:LowertheDFWIrateforURMstudentsto15%orless

1.4 Improvetheoverallstudent/facultyratio.

Ø TargetMetric:Student/facultyratioof19:1Ø ConservativeMetric:Student/facultyratioof20:1Ø AmbitiousMetric:Student/facultyratioof18:1

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1.5 .aReducetheundergraduatestudent/adviserratio(withmaximumof400inanyunit).

Ø TargetMetric:Student/adviserratioof325:1Ø ConservativeMetric:Student/adviserratioof350:1Ø AmbitiousMetric:Student/adviserratioof300:1

1.5.bReducethestudent/dedicatedsupportstaffforURMstudents.

Ø TargetMetric:Student/dedicatedsupportstaffratioof275:1Ø ConservativeMetric:Student/dedicatedsupportstaffratioof350:1Ø AmbitiousMetric:Student/dedicatedsupportstaffratioof225:1

1.5.cIncreasestaffingincriticalstudentsupportservicesincludingtheTutoring

CenterandtheOfficeofDisabilitySupportServicestoreducethestudent/staffratio.

Ø TargetMetric:Student/supportstaffratioof400:1Ø ConservativeMetric:Student/supportstaffratioof500:1Ø AmbitiousMetric:Student/supportstaffratioof300:1

1198

460

258

507

901

447

312

607632

429

209

415

282

113

369400 400

250

400364

221288

113

300

0

200

400

600

800

1000

1200

1400

CAS SBA SEHS SECS SHS SON FYAC(ARCin2011)

BIS Total

1.5.a Student/adviser Ra2o

2011 2016 Target2025

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1.6 .a Increaseunderrepresentedminority(URMincludesBlack/AfricanAmerican, Hispanic,AmericanIndian/AlaskaNativeorNativeHawaiian/PacificIslander) proportionamongfull-timefaculty.

Ø TargetMetric:IncreaseURMproportionoffacultyto11%Ø ConservativeMetric:IncreaseURMproportionoffacultyto10%Ø AmbitiousMetric:IncreaseURMproportionoffacultyto12%

8.3%7.8% 7.7% 7.5% 7.6%

6.8%6.3%

7.0% 7.1%

12.0%

8.3%7.8% 7.7% 7.5% 7.6%

6.8%6.3%

7.0%

11.0%

8.3%7.8% 7.7% 7.5% 7.6%

6.8%6.3%

7.0% 7.1%

10.0%

3.0%

4.0%

5.0%

6.0%

7.0%

8.0%

9.0%

10.0%

11.0%

12.0%

13.0%

2007 2008 20092010 20112012 20132014 2015 2016 2017 2018 20192020 20212022 20232024 2025

1.6.aURMPercentofFull-6meFaculty


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1.6.b Increaseunderrepresentedminority(URMincludesBlack/AfricanAmerican,Hispanic,AmericanIndian/AlaskaNativeorNativeHawaiian/PacificIslander)proportionamongstaff.

Ø TargetMetric:IncreaseURMproportionofstaffto20%Ø ConservativeMetric:IncreaseURMproportionofstaffto18%Ø AmbitiousMetric:IncreaseURMproportionofstaffto22%

17%

16%

14% 14% 15% 15%15% 16%

16%17%

22%

17%

16%

14% 14% 15% 15%15% 16%

16%17%

20%

17%

16%

14% 14% 15% 15%15% 16%

16%

18%

7%

9%

11%

13%

15%

17%

19%

21%

23%

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

1.6.b URM Percent of Full-2me Staff


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1.7.a Increasethenumberofstudentsstudyingabroad.

Ø TargetMetric:Increasestudyabroadbyaverage10%peryearØ ConservativeMetric:Increasestudyabroadbyaverage7%peryearØ AmbitiousMetric:Increasestudyabroadbyaverage12%peryear

1.7.b IncreasethenumberofinternationalstudentsatOU.

Ø TargetMetric:Increaseinternationalstudentsby5%peryearØ ConservativeMetric:Increaseinternationalstudentsby3%peryearØ AmbitiousMetric:Increaseinternationalstudentsby7%peryear

264

348

82109

134

0

50

100

150

200

250

300

350

400

450

2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

1.7.aStudyAbroad

ConservaQve Target AmbiQous

416

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1.8 Increasethenumberofendowedscholarships.

Ø TargetMetric:Increaseendowedscholarshipsby8%peryearØ ConservativeMetric:Increaseendowedscholarshipsby7%peryearØ AmbitiousMetric:Increaseendowedscholarshipsby9%peryear

147

189

347

147

189

378

147

189

410

0

50

100

150

200

250

300

350

400

450

2012 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

1.8 Endowed Scholarships

ConservaQve Target AmbiQous

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Goal#1SummaryandMetrics

Goal#1-StudentSuccessBaselineData 1yr.Goal

5yr.Goal

ConservativeMetric

AmbitiousMetric

1.1.aRetentionRateforFTIACStudents2014-2015

76%

77%

81% 79% 83%

1.1.bRetentionRateforFTIACURM's2014-2015

63%

64%

73% 70% 75%

1.1.cOverallRetentionRateforfirst-timetransferstudents2014-2015

78%

79%

83% 81% 85%

1.2.aOverallSix-YearGraduationRate2008Cohort

46%

47%

58% 54% 60%

1.2.bURMSix-YearGraduationRate2008Cohort

27%

29%

37% 35% 39%

1.2.cOverallTransferGraduationRate2008Cohort

27%

29%

37% 35% 39%

1.2.dNumberofProgramswithCurricularMaps 2016 90% 80% 100%

1.3.aSuccessRateinGatewayCourseswithHighDFWIrates 25%+ 20% 15%

1.3.bURMSuccessRateinGatewayCourseswithHighDFWIrates 25%+ 25% 20%

1.4Student/facultyRatioFall2015

21 19 20 18

1.5.aStudent/adviserRatioFall2015

369 325 350 300

1.5.bURMStudent/dedicatedSupportStaffRatio 440 275 350 225

1.5.cTutoringandOtherSupportRatio 800 +7

400 500 300

1.6.aURMProportionWithinFull-timeFacultyFall2015

7%

11% 10% 12%

1.6.bURMProportionWithinStaffFall2015

16%

20% 180% 22%

1.7.aNumberofStudentsStudyingAbroad 134 348 264 416

1.7.bNumberofInternationalStudents 810 1257 1057 1489

1.8EndowedScholarships 189 378 347 410

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Goal#1ProcessRelatedActionSteps(Examples):

• Useonlinetoolsfortrackingandadvisingstudents(SSCCampus,DegreeWorks,GradPath)tokeepstudentsontrackforgraduation.

• AdvancetheCenterforExcellenceinTeachingandLearning(CETL)asthelocusoftransformationandculturechangeinteachingandlearning.

• Increasethenumberoffull-timefacultyteachingin100and200levelcriticalcoursesandusingHighImpactPractices.

• ProgramsandadvisingofficesshouldconductasystematicreviewofPetitionsofExceptionandmakeestablishedpracticeofcurricularchangesthatareroutinelyapprovedbythislabor-andtime-intensivemechanism.ImplementthePOEpolicychangesrecommendedbytheRegistrarandapprovedbyUCUI.

• Completedevelopmentofatransfercentertoprovidesupportservicesthrough

MySailthatensurethesuccessoftransferstudents.

• Createone-stoponlineadvisingandstudentsupportservicesinMySailtoreducewaittimes,andbetterserveonlineanddistancestudents.

• IncreasesupportforstudentswhileattheuniversityduringvariousstagesoftheirlifecycleatOU.

• Determinethesupportinfrastructureneededtosupportanincreasednumberof

internationalstudentsrelatedtohousing,transportation,ESL,andanyassociatedrequirements.

• Asplansarebeingdevelopedforthelaunchofanewfundraisingcampaign,the

officeofDevelopmentandAlumniRelations,inconjunctionwithdeans,willidentifyincreasingscholarshipsupportasamainfundraisinggoal.

• DevelopafacultymentoringprogramatOUsimilarthosethatatbenchmark

institutionsthatleadtoimprovedstudentretentionandsuccess.

• Developmetricsforgraduatestudentssimilartothosethatexistforundergraduatesaroundretentionandgraduationrates.

• Developaprovost’sincentivefundtoincreasetheopportunitiesforhiringfaculty

andstafffromdiversebackgrounds.

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87,000

125,000

87,000

115,000

87,000

105,000

70,000

80,000

90,000

100,000

110,000

120,000

130,000

2015 2017 2019 2022 2025

2.1 Research Space In square feet


GOAL#2. Berecognizedasastrongresearchandscholarlyenvironmentfocused on creative endeavors and on the discovery, dissemination, andutilizationofknowledge.StrategicPriorities:

2.1. Increase research, creative, and scholarly workspace and other support to

accommodatefacultyandstudentneeds.2.2. Increaseresearchofficestaffingtosupportgrowingfacultydevelopmentand

researchneeds.2.3. Increasethenumberoftenure-track/tenuredfacultyengagedinresearch.2.4. IncreasetheUniversity’sresearchanddevelopmentexpenditurestosupport

theinstitution’sgrowingresearchagenda.2.5. Increasestudentparticipationinundergraduateresearch.2.6. Increase graduate student stipends and scholarships in order to attract and

retain high quality students in support of the University’s instructional andresearchinitiatives.

Goal#2DataRelatedStepsandMetrics(seeAppendixAfordatasources):2.1 Increaseresearch,creative,andscholarlyworkspace.

Ø TargetMetric:Increasespaceto115,000squarefeetØ ConservativeMetric:Increasespaceto105,000squarefeetØ AmbitiousMetric:Increasespaceto125,000squarefeet

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2.2 EstablisharobustresearchdevelopmentfunctionwithintheOfficeofResearch Administration,benchmarkedat2-3FTE.

2.3.a Increase the number of tenure-track/tenured faculty involved in fundedresearch.

Ø TargetMetric:Increasefacultyinvolvedinfundedresearchto170Ø ConservativeMetric:Increasefacultyinvolvedinfundedresearchto150Ø AmbitiousMetric:Increasefacultyinvolvedinfundedresearchto190

2.3.b Increase the number of tenure track/tenured faculty involved inresearch/scholarship, creative activity, and community-engaged research inareaswhereexternalfundingsourcesmaybelimited.

Ø The universitywillwork to develop support structures and funding forresearchintheartsandhumanitiesandcommunityengagementwheredisciplinesdonottypicallyhaveampleexternalfundingoptions.

Ø OU will develop a systematic mechanism to track and measure allresearch,scholarship,andcreativeactivity(fundedandnon-funded).

106

190

106

170

106

150

80

100

120

140

160

180

200

2014 2017 2019 2022 2025

2.3.aNumberofPrimaryInves6gatorsReportedtoNSFinHERD


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2.4 IncreasetheUniversity’sresearchanddevelopmentexpenditures.

Ø TargetMetric:Increasefunding$27,000,000Ø ConservativeMetric:Increasefunding$23,000,000Ø AmbitiousMetric:Increasefundingto$30,000,000

2.5 Increasethepercentageofundergraduatestudentsactivelyengagedin research,scholarshipandcreativeactivity.

Ø TargetMetric:Increasestudentsengagedinresearchto25%Ø ConservativeMetric:Increasestudentsengagedinresearchto22%Ø AmbitiousMetric:Increasestudentsengagedinresearchto33%

15,868

18,19416,767

15,19617,10818,000

30,000

15,868

18,19416,767

15,19617,108

27,000

15,868

18,19416,767

15,19617,108

23,000

10,000

15,000

20,000

25,000

30,000

35,000

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

2.4TotalResearchExpenditures(inthousandsof$)

Ambitious Target Conservative

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2.6 Benchmarkgraduatestudent stipendsandscholarships toensurealignment withpeerinstitutions.


Goal#2-ResearchandCreativeEndeavorsBaselineData 1yr.Goal

5yr.Goal

ConservativeMetric

AmbitiousMetric

2.1.AssignableResearchSpace 87,000sq.ft. 115,000

.100,000sq.ft.

.125,000sq.ft.

2.2AddResearchDevelopmentFunction 0 2.0FTE 1.0FTE 3.0FTE

2.3.NumberofTenure-track/tenuredFacultyInvolvedinResearch

Fall2015106 170 150 190

2.4.ResearchandDevelopmentExpendituresFY2013

$16,767,000

4%Inc.

$27M $23M $30M

2.5Number/percentofUndergraduatesInvolvedinResearch 17% 25% 22% 33%

2.6.BenchmarkGraduateStudents'Stipends

17%

10%13%12%

17%

33%

0%

5%

10%

15%

20%

25%

30%

35%

2005200720092011201320142016201720182019202020212022202320242025

2.5UndergraduatesEngagedinResearch

Conservative Target Ambitious

25%22%

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• Recognizecommunityengagementresearchincriteriaforpromotionandtenure.

• Develop and implement system for tracking faculty research, scholarship andcreativeactivity.

• Createdifferentialworkloadpoliciestoallowfacultytoapplyforcoursereleasesto

developexternalfundingproposalsortopursuetime-intensivescholarlyprojects.

• Increase university research and development expenditures to reach the fifthquintileoftheresearchaspirantpeergroup.

• Incorporateendowedfellowshipssupportingundergraduateandgraduatestudent

research,scholarshipandcreativeendeavorintothecapitalcampaign.

• Targetmid-careerhiringofresearchactivefacultyforthedevelopmentofcohorts,clusters,criticalmassandmentoringtoincreaseexternalfunding.

• Develop a robust undergraduate student research program and support the

MichiganCenterforUndergraduateResearchatOU.

• Develop undergraduate research, scholarship and creative endeavor awards forstudentsengagedinhighqualityresearchexperiences(NEW)

• Benchmarkandcreatearobustundergraduatestudentresearchwebsite.

• Develop metrics for the number of doctoral students funded at OU and increase

researchsupportfordoctoralstudents.• Developsupportforgraduatestudentintheareasofpre-admissionadvisingand

careerservices.

• Increasethepercentageofgraduatestudentsactivelyengagedinresearch,scholarshipandcreativeactivitybyincreasingnumberofmastertheses,whereappropriate.

• Developa robustGraduateStudentResearchConferenceandawards forgraduate

studentsengagedinhighqualityresearchexperiences.

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GOAL#3.Becomealeaderinservingtheneedsandaspirationsofourcommunitiesandregionthroughexpandedcommunityrelationships,institutionalreputationandvisibilityandengagement.StrategicPriorities:3.1. Increasestudentinternshipandexperientiallearningactivities.3.2. Increasethenumberofstudentsinvolvedincommunityserviceand

engagementactivities.3.3 Increase the number of students enrolled in credit courses at off–campus

locations.3.4 Increasethenumberofcontinuingeducationstudentsenrolledinnon-credit

courses offered by the University’s Professional and Continuing EducationProgram(PACE).

3.5 Expandconnectionswithalumni.3.6 Increasethenumberofpartnershipswithbusinessesandcorporations.3.7 Increasethenumberofcommunitypartnerships.3.8 ApplyforandattaintheCarnegieCommunityEngagementDesignationGoal#3DataRelatedStepsandMetrics(seeAppendixAfordatasources):3.1. Increasestudentinternshipandexperientiallearningexperiencesof

graduatingseniors.

Ø TargetMetric:Increaseinternshipexperiencesto54%Ø ConservativeMetric:Increaseinternshipexperiencesto52%Ø AmbitiousMetric:Increaseinternshipexperiencesto59%

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3.2.a Increase the number of students who participate in courses that include a

communityproject(servicelearning).Ø TargetMetric:Increasestudentparticipationto75%Ø ConservativeMetric:Increasestudentparticipationto65%Ø AmbitiousMetric:Increasestudentparticipationto85%

49%

59%

49%

54%

49%52%

30%

35%

40%

45%

50%

55%

60%

65%

2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

3.1InternshipsandExperien6alLearning

AmbiQous Target ConservaQve

47%

57% 59%

85%

47%

57%

75%

47%

57%

65%

20%

30%

40%

50%

60%

70%

80%

90%

2013 2014 2016 2018 2020 2022 2024 2025

3.2.aPar6cipa6oninServiceLearning


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3.2.b Increase the number of students participating in community service andvolunteerism.

Ø TargetMetric:Increasestudentparticipationto58%Ø ConservativeMetric:Increasestudentparticipationto54%Ø AmbitiousMetric:Increasestudentparticipationto65%

3.3.a Increasebyatleast5%eachfallsemesterthenumberofstudentsenrolledin credit coursesatoff-campus locations to reachabroader communityand to increaseaccessfornon-traditionalstudents.

Ø TargetMetric:Increasethenumberofstudentsby3%Ø ConservativeMetric:Increasethenumberofstudentsby5%Ø AmbitiousMetric:Increasethenumberofstudentsby7%

48% 49% 49%

65%

48% 49% 49%

58%

48% 49% 49%

54%

30%

35%

40%

45%

50%

55%

60%

65%

70%

2013 2014 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

3.2.b Community Service and Volunteerism


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3.3.b IncreasethenumberofstudentsenrolledincreditcoursesatMacombCounty

locationsby5%peryear

Ø TargetMetric:Increasethenumberofstudentsby5%Ø ConservativeMetric:Increasethenumberofstudentsby3%Ø AmbitiousMetric:Increasethenumberofstudentsby7%

2,708 2,7712,548 2,469

2,2281,968

3,618

2,708 2,7712,548 2,469

2,2281,968

3,053

2,708 2,7712,548 2,469

2,2281,968

2,568

0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

3.3.aFallTermEnrollmentinOff-campusCourses


1,3911,491

1,2881,440

1,2491,043

1,918

1,3911,491

1,2881,440

1,2491,043

1,618

1,3911,491

1,2881,440

1,2491,043

1,361

0

500

1,000

1,500

2,000

2,500

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

3.3.bEnrollmentinMacombCountyLoca6ons


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3.4 Increase the number of continuing education students in Professional andContinuingEducation(PACE)non-creditcourses.Ø TargetMetric:Increasethenumberofstudentsby10%eachyearØ ConservativeMetric:Increasethenumberofstudentsby7%eachyear.Ø AmbitiousMetric:Increasethenumberofstudentsby13%eachyear.

3.5 StrengthenOU’sengagementwithalumnithroughparticipationinOU-sponsoredeventsand/oractivitiesdesignedtosupportstudentsortheuniversity’smission.Measureswillinclude:

Ø Trackandincreasenumberofinteractionswithalumni–verbal,written,and

webØ Identifykeyaudiencesforalumnievents,setatargetattendancerateand

measureactualversusgoalØ TrackandincreasethenumberofalumnisupportingOUasvolunteersØ TrackandincreasethenumberofalumnisupportingOUwithafinancialgift

3.6 Increasethenumberofpartnershipswithbusinessesandcorporations.

Ø Trackandincreasepartnershipsacrossschools,colleges,andtheuniversitywithexternalpartners.

Ø Expandandmeasureprogrammaticcollaborationswithexternalpartners. 3.7 Increasethenumberofcommunitypartnerships.

Ø Trackandincreasepartnershipsacrosstheuniversitywithcommunitypartners.

Ø Expandandmeasureprogrammaticcollaborationswithcommunitypartners.

2,192

5,685

2,192

4,312

2,192

3,571

0

1,000

2,000

3,000

4,000

5,000

6,000

2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25

3.4PACEEnrollment


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3.8 ApplyforandAttaintheCarnegieCommunityEngagementDesignation.

Ø Applicationwillbesubmittedin2018.Ø Successwillbemeasuredbythesuccessfulattainmentofthe

designationin2020.


Goal#3-CommunityEngagementBaselineData

1yr.Goal

5yr.Goal

ConservativeMetric

AmbitiousMetric

3.1.NumberofStudentsEngagedinInternship&ExperientialLearningActivities

2014to201549%

54% 52% 59%

3.2.Studentsreportingatleastsomecoursesincludingacommunityproject 59% 75 65 85%

3.3.aEnrollmentinCreditCoursesOff-campus 1968 3053 2568 3618

3.3.bEnrollmentinCreditCoursesinMacombCountyFall20151,232

5%+25% +7% +13%

3.4.AnnualPACERegistrationsinNon-CreditCourses2014-20152,192

+10%

+50% +7% +13%

3.5StrengthenEngagementwithAlumni

3.6IncreasetheNumberofPartnershipswithBusinessesandCorporations

3.7IncreasetheNumberofCommunityPartnerships

3.8ApplyforandAttaintheCarnegieCommunityEngagementDesignation


• ExpandcurrenteffortstopreparefortheapplicationtobecomeabecomeaCarnegieEngagedUniversityby2019-20

• CreateastrongstaffinginfrastructureinAcademicAffairsandStudentAffairsthatsupportsfaculty/studentinvolvementinexperientiallearningandcommunityservice.

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• Supportfacultyandstaffparticipationinservicelearningandcommunityengagementbyvaluingsuchactivitiesingovernancedocumentsandreviewprocessesandbydevelopingtheresourcesnecessarytosupportcommunityengagementinitiatives.

• IdentifyinBannerandintheScheduleofClassestheOUcoursesthathavecommunityengagementlearningoutcomes

• Create,publish,anddisseminateacomprehensivelistoffaculty,staff,andstudentoutreachandengagementactivitiesinordertocreateandregularlyupdateadatabaseforanalysisofpatternsandtrends.

• CreateanassessmentprocesstotrackandevaluatecommunityengagementoutreachinitiativesatOUandtheirimpactonstudents,communitiesandtheuniversity.

• Developacomprehensivestudentrecordsystemtocapturenon-curricularlearningoutcomesandcompetencies.

• CreateandmaintainanOaklandUniversityCommunityEngagementwebsitetoshareprogressandsuccesswithbothinternalandexternalaudiences.

• Engageandcultivatetheadultlearnerpopulationbyincreasingonlineprogramsandtheprogrammingatoff-campuslocationstoenhanceflexibilityandconvenience.

• 3.5.2Increaseparticipationinactivitiesthatdirectlyengagetheexternalcommunity(suchasacademicandathleticcamps,etc.)by25%by2025.Metric:Benchmarkedagainst2017

• DAR,deans,VP’s,andotherswillworktoexpandandcultivateourconnectionswithalumni

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AppendixA

NotesonDataSourcesforStrategicPlanMetricsOIRA

October13,2016

1.1a&bFirst-yearretentionRetentionwasbenchmarkedtodatafromtheConsortiumforStudentRetentionDataExchangesurveydataandOaklandUniversityhistoricalretentiondata.

1.1c OveralltransferretentionRetentionbenchmarkedtohistoricalOUdata.

1.2a&bSix-yeargraduationGraduationrateswerebenchmarkedtodatafromtheConsortiumforStudentRetentionDataExchangesurveydataandOaklandUniversityhistoricaldata

1.2.c OveralltransfergraduationrateGraduationratebenchmarkedtohistoricalOUdata.

1.3 DFWIrateinhigh-enrollmentfoundationalcourses

TargetingcourseswithDFWIratesgreaterthan25%.1.4 Student/facultyratio

S/FratiobenchmarkedtoCarnegieClassificationR3andMichiganuniversities1.5.a Student/adviserratio

Noclearbenchmarkavailable,but300:1appearstogenerallybeconsideredareasonabletarget

1.5.b URMstudent/dedicatedsupportstaffratio

Metricbasedonincreasinglevelofdedicatedsupport(CMI)toURMstudents1.5.c Student/tutorratio

Metricbasedonincreasingleveloftutoringsupporttoundergraduatestudents

1.6.a PercentURMfacultyMetrictargetseventualalignmentwithproportionofURMstudents

1.6.b PercentURMstaff

MetrictargetsincreaseinURMstaffingtocreatemoresupportiveenvironmentforURMstudents

1.7.a Studyabroad1.7.b Internationalstudentenrollment

1.8 Numberofendowedscholarships

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Goal#2Allmetricsexcept2.2benchmarkedagainstatargetpeergroupof20institutionsthatranked230to256(thebottom20ofthe2ndquintile,excludingnon-universityresearchcenters)intotalR&DexpendituresreportedtoNSFforFY2014.OUranked286,whichisintheupperportionofthethirdquartile.2.1 Assignableresearchspace

DatafromNSFSurveyofScienceandEngineeringResearchFacilitiesFY2013

2.2 FTEtoestablishresearchdevelopmentfunction BasedonNationalOrganizationofResearchDevelopmentProfessionals(NORDP)

benchmarks

2.3 Facultyinvolvedinresearch PrimaryInvestigatorsreportedtoNSFinHigherEducationResearchand

Development(HERD)survey2.4 Research&developmentexpenditures

DatafromTable17ofHERDsurvey,FY2014

2.5 Undergraduatesinvolvedinresearch DatafromNationalSurveyofStudentEngagement(NSSE)

2.6 Graduatestudentstipends

TobebenchmarkedGoal#33.1 Studentsengagedininternshipandexperientiallearningactivities

DatafromCareerServicesFirstDestinationSurvey

3.2.a Studentparticipationinservicelearning DatafromNationalSurveyofStudentEngagement(NSSE)

3.2.b Studentinvolvementincommunityservice&volunteerism DatafromNationalSurveyofStudentEngagement(NSSE)

3.3.a Studentsenrolledforcreditoff-campus

OIRAenrollmentrecords3.3b StudentsenrolledforcreditinMacombCounty

OIRAenrollmentrecords

3.4 Annualenrollmentsinnon-creditprogramming(PACE) PACEenrollmentrecords

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