Our studio portfolio is built by successfully developing and launching new adjacent opportunities positioned outside of core activities.
Our healthy portfolio depends on the following:
Pathways To OSU (P2OSU) has been selected for development in 2020 as an Adjacent Initiative. P2OSU kicked off in January 2020 and is currently in the Converge Phase. The Investment Grade Proposal is expected in July 2020.
Enrollment in OSU-Corvallis and other higher education institutions is anticipated to flatten, or decline. Encouraging Oregon students and their families to plan for and achieve education beyond high school presents an opportunity for Oregon State University.
Pathways to OSU (P2OSU) would develop a youth-based pre-admission and engagement program for low-income and historically underserved middle and high school students. By providing early, intentional and research-based support to build trusted relationships with prospective students and families, we can increase students’ access to, and engagement with, OSU. A focus and goal of P2OSU would be to increase Oregon's first-time freshman enrollment and retention.
University Financial Management (UFM) has been selected for development in 2020 as a Core Initiative. UFM kicked off in February 2020 and is currently in the Explore Phase.
A need exists to prioritize and tradeoff both Oregon State University academic unit costs and revenues in a strategic, optimized manner. Budget pressures have peaked with the coincidental timing of the recent implementation of modified Responsibility Center Management (RCM) budget processes. Academic deans and directors have not been asked previously or provided the tools to act strategically regarding their college-level program decisions and to optimize within an allocated budget.
The work of the University Financial Management Working Group, and the overarching hypothesis to address the need and issue expressed above, is to provide the needed tools and expertise to support the deans and their academic leaders and faculty.
International Online (IO) has been selected for development in 2020 as an Adjacent Initiative. The IO initiative kicked off in January 2020 and is currently in the Converge Phase. The Investment Grade Proposal is expected in July 2020.
IO will take a comprehensive look at opportunities and required offerings to serve International students seeking online certificates and degrees. The scope includes prospective students seeking online courses to prepare for a degree program, fully online degrees, and degrees that start online and then complete in the US.
The international higher education market is changing rapidly including the emergence of online education. The initiative will leverage OSU’s Ecampus national leadership position and INTO’s pioneering solutions to expand higher education opportunities for students worldwide. This initiative is an opportunity to step back and identify the best opportunity to pilot and launch to achieve student success, leverage organizational capabilities, and deliver net revenue.
Engineering and Design for Society (EDS) was selected for development in February 2019 and has been approved for the Incubation Phase in 2020.
We are pleased to share that the colleges of Engineering, Liberal Arts, Business, and Honors, in cooperation with the Provost’s Office and Impact Studio, are moving the OSU Engineering and Design for Society (EDS) initiative forward. Prof. Jim Sweeney will serve as the EDS Academic Director. EDS brings together faculty from across the university to create and deliver a highly experiential education centered on design, innovation, and social entrepreneurship for both undergraduate and graduate students. A central theme is the betterment of society through solutions aligned with the OSU SP4.0 signature areas of revolutionary earth systems science, leading health and wellness, and advancing economic prosperity and social progress.
Our audience in this initiative includes both undergraduate and graduate students, faculty, and employers/clients in industry, non-profits, and communities from Oregon and around the world. What ties EDS participants together is a shared vision for how design perspectives can enrich transdisciplinary problem solving for societal good. We have the opportunity to create for students, faculty, and our constituents a unique and powerful endeavor to train the next generation of leaders for the world’s innovation economy, and put OSU on the map as a leader and hub in design and innovation education and research. The envisioned experience for students, faculty, and employers/clients includes comprehensive educational plans supporting a range of undergraduate and graduate students, multiple curricular options, and experiential learning on real-world client projects. At scale, this initiative will benefit all who are looking to apply transdisciplinary, project-based experiential curricula in their programs.
The Honors College has agreed to host EDS during the Incubation and Pilot Phases of its development. Faculty from the colleges of Engineering, Liberal Arts, Business, Education, and the Honors College have already collaborated with Impact Studio to create investment and program proposals during 2019. The EDS Incubation Phase will last one year, as the faculty core leadership team tests the most important assumptions before piloting and scaling the program.
If you have questions about this initiative, please contact Jim Sweeney, EDS Academic Director at firstname.lastname@example.org.
Randy Rosenberger, Associate Dean of Undergraduate Studies, College of Forestry, engaged Impact Studio to develop the Capacity-Based Pricing (CBP) initiative. The initiative kicked-off in February 2019 to lead the discussions for a more dynamic pricing model for non-resident students. The Core team's Investment Grade Proposal (IGP) was approved in August of 2019 and, under the leadership of Jon Boeckenstedt, Vice Provost for Enrollment Management, select colleges will be begin Piloting qualifying majors.
The Capacity-Based Pricing initiative’s objective is to increase undergraduate non-resident enrollment and graduation in majors where:
Several colleges, including College of Forestry, College of Agricultural Sciences, and College of Earth, Ocean and Atmospheric Sciences have programs that meet the requirements above. CBP explores and recommends capacity-based pricing strategies and processes for non-resident recruitment, retention, and completion at the institutional level, while meeting the needs and goals of Colleges. Colleges will utilize these pricing strategies in cases when Oregon State has a strong program that could attract non-resident students on a selective basis to fill existing capacity.
The Outdoor Recreation Economy Pilot Team (pictured L to R): Lee Davis, Meredith Morrice, Paula Matano, Daniel Powers, Ji Kim
The Outdoor Recreation Economy Initiative (OREI) has successfully moved from incubation to the Pilot Phase.
Until very recently, Oregon and our Nation did not track or fully understand the size and potential of the outdoor recreation economy. In 2017, the Outdoor Industry Association reported that 69% of Oregonians engage in outdoor recreation, generating $16.4 billion in consumer spending and 172,000 jobs across the state. According to newly released data from the Bureau of Economic Analysis, the outdoor recreation makes up 2.2 percent of U.S. GDP, generating $778 billion in gross output, supporting 5.2 million jobs nationally and growing faster than the economy as a whole.
In January 2019, Oregon State University launched the Outdoor Recreation Economy Initiative (OREI) to support this rapidly growing industry, serving outdoor private companies, nonprofits, and public agencies. The aim of OREI is to create workforce development and professional education programs that complement OSU’s existing outdoor-related degree programs and respond to the industry’s fast changing workforce needs.
The OREI Core Team spent the year in Incubation Phase understanding the industry’s most critical workforce development needs and identifying highly responsive training & educational solutions. This work was done in close collaboration with leaders and thought-partners across the industry who provided guidance and input on potential pilot programs OSU could deliver to advance the Outdoor Recreation Economy Initiative.
OREI has successfully moved into Pilot Phase and will begin program development of two non-credit certificates with identified industry partners. Targeted launch dates for both programs are Summer/Fall 2020. As OREI moves through the planning and development process, they are seeking support and participation from multiple Colleges and campuses at OSU. To find out how to get involved, please contact Meredith Morrice, OREI Industry Engagement Manager, at email@example.com.
OREI emerged from a series of state-wide strategic conversations led by Travel Oregon, the Governor's office, and Oregon's new Office of Outdoor Recreation, with a variety of community and agency stakeholders, all working to enhance the outdoor recreation economy in the state. OREI positively impacts the university’s signature areas: advancing sustainable earth ecosystems, improving human health and wellness, and promoting economic growth and social progress.
The Transfer Enrollment and Success Expansion, originally named “Gateway,” has moved to Scale-up and is under the leadership of Jon Boeckenstedt, Vice Provost for Enrollment Management; daily leadership of the effort is being transitioned from Open Campus to the Office of Admissions. Bridget Jones has been named the new Sr. Associate Director of Transfer Student Admissions and will lead the efforts. The new organizational structure brings the project in alignment with OSU’s Degree Partnership Program (DPP) and other transfer recruitment and admissions activities. The effort remains a campus-wide collaboration, with many OSU staff playing a role in transfer recruitment, transitions, and success.
The Transfer Enrollment and Success Expansion emerged from a systematic institutional innovation effort begun in 2016-17 that engaged stakeholders across the campus to surface and evaluate a series of ideas for their academic merit and capacity to generate net revenue for the Oregon State. The initiative has significant potential to advance the University's access and affordability goals, was the first such idea to gain approval by the President and Provost for further development with appropriate stakeholder engagement and shared governance through Impact Studio.
Oregon State is currently in partnership with Portland Community College (PCC) administrators, advisors, staff, and students. Our presence and partnership with PCC was implemented to ensure student retention, reduce credit loss between institutions, and develop of a “sense of belonging” toward Oregon State while students are at PCC, most often through participation in OSU’s Degree Partnership Program. The effort provides on-the-ground coaching for students transferring to any of our Oregon State locations, or online. OSU Transfer Success Coaches are co-located with PCC Advisors at Rock Creek Campus, and meets on-site with students at other PCC locations: Southeast, Sylvania, and Cascades Campuses. OSU plans to expand the number of Transfer Success Coaches in partner community colleges in late fall 2019, and continue to partner with OSU Extension and Open Campus in rural community colleges. Discussions with potential new community college partners is underway.
Transfer Student Experience Initiative is Launched in Scale-up.
The initiative was a partnership with Enrollment Management, Student Affairs, Undergraduate Education, Ecampus and other key stakeholders. Data indicated first-year retention rates for transfer studetns were below that of traditional students. The team utilized Human Centered Design methodologies to stand in the shoes of Oregon's unique transfer students to pinpoint issues and identify solutions that improve the transfer student experience and retention rates.
In July 2018, the Transfer Student Experience team proposed a prioritized list of improvements to the Provost and the Undergraduate Student Success Initiative leaders. Those recommendations have been integrated into the plans of the Undergraduate Student Success Steering Committee which is responsible to implement and oversee a comprehensive university-wide plan to advance Oregon State’s undergraduate student success goals.
Making significant and meaningful progress addressing the unique needs of transfer students is a foundation that supports growth, equity, and extends Oregon State’s teaching mission.