Strategic Plan 2015-2020

Creating a better future

On May 1st, 2015, the College of Engineering celebrated the adoption of Creating a better future — A strategic plan for the Oregon State University College of Engineering 2015-2020. This plan now serves as a map that will guide us toward our destination.

The college’s strategic plan is guided by the vision to create a better future. It is anchored in the mission to transform lives and enhance society through impactful education and research. The plan is framed around four strategic goals:

  • Become a recognized model as an inclusive and collaborative community.
  • Provide a transformational educational experience that produces graduates who drive change throughout their lives.
  • Lead research and innovation to drive breakthroughs that change the world.
  • Establish the College of Engineering as the partner of choice for industry, government, and academia.

 

The cover of a magazine with a picture of two researchers working on a project.

 

 

 

 

 

 

 

 

 

 

 

 

 

Implementation and tracking

The college has developed a five-year implementation framework to deliver the strategic plan's outcomes guided by "performance goals" and a dashboard. The dashboard represents a set of high-level metrics that correspond to each performance goal to track, measure, and report progress. Through "adaptive implementation," we will evaluate our progress annually and revise our goals or timelines as situations change.

Goal

Performance Goal Statements

Dashboard
Become a recognized model as an inclusive and collaborative community.
  • A well-disseminated model of success that is sought out by others.
  • A community of faculty, students, and staff that is increasingly more inclusive, collaborative, diverse, and centered on student success.
  • Fully operational and integrated infrastructure, training, education, and communication systems that support our model throughout the college.
Graph of 75 percent success.
Provide a transformational educational experience that produces graduates who drive change throughout their lives.
  • Increased student access and student success such that any engineering student achieving proficiency in pre-core courses may enroll in the professional engineering major of their choice.
  • Curricula that are recognized as innovative and progressive by a broad spectrum of stakeholders.
  • Highly sought after engineering graduates who continue to broadly demonstrate high levels of professional and technical abilities.
Graph of 50 percent success.
Lead research and innovation to drive breakthroughs that change the world.
  • National recognition as a leader in at least two of our signature research areas, resulting from two externally funded research centers.
  • Increased impact through a broad and deep research program supported by growth in faculty proposal submissions, research grants, citations, and conferred graduate degrees.
Graph of 75 percent success.
Establish the college of engineering as the partner of choice for industry, government, and academia.
  • Strategic partnerships with industry, government agencies, and Oregon State entities that provide mutual benefit to all parties involved. Our strategic partners will be champions on our behalf due to their positive partnership experiences with the College of Engineering.
  • Demonstrated growth in philanthropic, industry, state, and federal funding through strategic partnerships.
Graph of 25 percent success.