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OKLAHOMA STATE UNIVERSITY. UPDATE ON CRUCIAL ISSUES. Overview Presentation by David J. Schmidly System CEO & President. Spring General Faculty Meeting April 19, 2005. Oklahoma State University System One University with Multiple Locations and Missions. - PowerPoint PPT Presentation
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Oklahoma State University
Overview Presentation by David J. Schmidly
System CEO & President
Spring General Faculty Meeting April 19, 2005
UPDATE ON CRUCIAL ISSUES
OKLAHOMA STATE UNIVERSITYOKLAHOMA STATE UNIVERSITY
Oklahoma State University
Oklahoma State University
Oklahoma State University System One University with Multiple Locations and Missions
Oklahoma State University System One University with Multiple Locations and Missions
OSU Campus Cooperative Extension District Offices Agricultural Experiment Stations Video Network Sites
$166M state appropriations $520M total budget
Leverage $15 to $1 $2.5B impact and9,500 jobs
77 County Extension Offices
16 Experiment Stations
Center for Health Sciences & Center for Veterinary Health Sciences
Oklahoma Technology & Research Park
Technical Branches in OKC and Okmulgee with 77 associate & 3 bachelor degree options
2+2 Programs in Tulsa with 28 undergraduate & 52 graduate degree options
Comprehensive Institution in Stillwater with 170 undergraduate & 153 graduate degree options
Fire Service Training – 900 Communities
The Center for Local Government Technology – all counties
Oklahoma State University
The Oklahoma Land-Grant Triangle The Oklahoma Land-Grant Triangle A Rural/Urban Technology Enterprise Region
OSU – Tulsa 2+2 with Tulsa Comm. College Applied Materials Research CenterPartnership with Langston OSU – Center for Health Sciences Rural Health & Telemedicine Primary Care
SH
17
7
I-35
Cimarron Turnpike
OSU – Oklahoma CityTechnology degreesFirst Responder TrainingHealth Care Training
I-44
Okmulgee
OSU – Okmulgee 4 year technology degrees Tribal college & health center
Hwy 51
OSU Flagship Headquarters BS, MS, Ph.D, Degrees Center for Vet. Health Sci. Division Ag. Sci. & Nat. Res. Okla. Research & Tech. Park Northern Okla. College Partnership
Stillwater
Ponca City
Oklahoma City
TulsaLake Carl Blackwell
Karsten Creek
Ideas and concepts developed within the Land-Grant Triangle will be disseminated by extension and outreach programs throughout the state.
Oklahoma State University
Oklahoma’s County-by-County ‘Electoral College’Oklahoma’s County-by-County ‘Electoral College’
The tally
Counties (77): OSU: 68, OU 9
Oklahoma State University
Board of Regents
Academic Deans
Department & School Heads
Faculty
****** Colleges
Agri. Sciences & Natural Resources Arts & Sciences Spears School of Business
Education Eng., Architecture & Technology Human Environmental Sciences Graduate
Library Center for Veterinary Health Sciences
Osteopathic Medicine
President OSU-Tulsa
Gary Trennepohl
President & Provost, OSU-Okmulgee
Robert Klabenes
Vice President of Agri. Pgms. & Dean, CASNR Robert Whitson
President, Health Affairs & Dean, Osteopathic Med.
John Fernandes
President, Center for Innovation & Econ. Dev.
Joseph Alexander
Chief Executive Officer, OSU System, & President OSU
David J. Schmidly
Provost & Senior Vice President
Marlene Strathe Vice President, Student Affairs
Lee Bird
Vice President, Research &
Technology Transfer Stephen McKeever
Vice President, Institutional Diversity
Cornell Thomas
Chief of Staff Al Goodbary
President & Provost, OSU-Oklahoma City
Jerry Carroll
Vice President, Administration & Finance
David Bosserman
Vice President, Enrollment Mgmt.
& Marketing Michael Heintze
CIO & Dir Distance Learning,
Darlene Hightower
Executive Director, Alumni Association
Jerry Gill
Director, Athletics
Harry Birdwell
Assistant Athletic Director for
Compliance Rick Allen
Dir, Comm. ServicesGary Shutt
---------- Strategic & Policy Issues
______Operational Issues
Oklahoma State University
http://system.okstate.edu/viewplans.htm
Oklahoma State University
AccessAccess
AffordabilityAffordability ExcellenceExcellence
OSU Alumni AssociationOSU Alumni Association
OSU Foundation
OSU Foundation
Student SuccessStudent Success
CIEDCIED
Mission
Vision
Values
Priorities
Mission
Vision
Values
Priorities
Alumni
Student Body
Faculty
Staff
Alumni
Student Body
Faculty
Staff
•Academic Excellence•Student Success and Development•Engagement and Outreach•Diversity•Human Resources•Enhance & Leverage Resources•Image/Pride/Recognition
OSU Parents Association
OSU Parents Association
Seven Strategic Goals
Strategic Alignment for the PlanStrategic Alignment for the Plan
AthleticsAthletics Center for Innovation & Economic Development, Inc.
• Tuition
• Scholarships
• Rankings• Research• Facilities
• Enrollment Management
• Gateway Program with NOC
• Graduation & Retention• Learning Outcomes
• Young Scholars Program
Oklahoma State University
We Must Manage Our Enrollment
• Improve the freshman class profile—new admissions standards.
• Expand recruitment efforts inside and outside Oklahoma.
• Improve merit scholarship program.
• Place more emphasis on transfer students.
• Develop partnerships with two-year institutions.
• Achieve 80/20 mix of undergraduate to graduate students.
• Address the problem of declining international student enrollment.
• Develop an enrollment management plan and use it to guide campus decision making.
The key is maintaining an appropriate balance between the size, quality, and composition of our student body.
Oklahoma State University
NOC/OSU Gateway ProgramOSU Freshman Applicants
(Not Admitted)
OSU StudentsNeeding Remediation
Admitted as Transfer Students(24 hrs./2.25 GPA)
Hall of Fame Ave.
Cowboy Mall
OSU StudentsTaking Gen. Ed.
Courses
Oklahoma State University
2,31
9
2,16
6
2,23
2
2,18
8
2,16
8 2,44
8
2,41
2
2,33
1 2,60
2 2,91
6
3,07
6
3,16
5
3,26
5 3,48
8
3,26
4
23.023.3
23.6 23.6 23.7 23.8 23.9
24.3 24.324.1
23.9 23.8 23.724.0
24.3
0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
1990* 1991* 1992* 1993* 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004**
Fall Semester
En
rollm
ent
22.5
23.5
24.5
25.5
26.5
27.5
AC
T S
core
s
(85%)(57%) (87%)
(60%)
(80%)(57%) (86%)
(56%)(89%)(57%)
(89%)(59%)
(88%)(57%)
(88%)(56%)
(87%)(57%)
(89%)(58%)
(92%)(59%)
(91%)(62%)
(92%)(63%)
(90%)(59%) (89%)
(56%)
First-Time FreshmenFirst-Time FreshmenHeadcount Enrollment, ACT Scores, and Acceptance RatesHeadcount Enrollment, ACT Scores, and Acceptance Rates
Top percentage is the acceptance rate, the percentage below is the yield rate (% of accepted students who enrolled).
*1990 – 1993 New Freshmen counts include non-degree-seeking students. **Starting with 2004, Concurrent High School Students have been excluded.
Source of Data: 1990 – 2004 Oklahoma State University Fall Student Profiles
Oklahoma State University
We Must Strengthen Our Faculty
The key component is to strengthen the faculty. At OSU we must:
• Restore the faculty – we lost 100 positions from 2001-03.
• Reward the faculty – our salaries are at the bottom of our peer group.
• Grow the faculty – our faculty is not large enough to achieve either ranking.
We also must provide adequate facilities and space for our faculty. We must strengthen our graduate programs and stipends to attract top students.
Oklahoma State University
Full-Time Tenure/Tenure-Track Faculty HeadcountCompared to Enrollment Growth
Fall 1995 through Fall 2003
967969
974971
933
938
955
970
943
21,872
23,57122,992
21,252
21,087
20,466
19,35019,201
19,125
900
920
940
960
980
1,000
1995 1996 1997 1998 1999 2000 2001 2002 2003
18,000
19,000
20,000
21,000
22,000
23,000
24,000
Faculty Enrollment
•From Fall 1995 to Fall 2003, student enrollment has increased more than 23%.
•In the same time period, full-time tenured & tenure-track faculty has increased less than 3%.
Fac
ult
y H
ead
cou
nt
En
roll
men
t
Oklahoma State University
Addressing Faculty Salary IssuesAddressing Salary Issues
Restore Faculty25 positions per year for 4 years (FY05 - FY08)$10M total
Reward Faculty$1.2 - $1.8M new funding needed each year (FY06 -
FY15)$13M total
Grow Faculty10 new positions per year (FY06 - FY15)$1.0 - $2.0M new funding needed each year$3M annual start-up funding$15.2M total
Oklahoma State University
What it will cost…
P R I O R I T Y FY05 FY06 FY07 FY08 FY09 FY10 * FY11 FY12 FY13 FY14 FY15 Total
Restore Faculty Salary $69 $71 $73 $75 Benefits $21 $23 $26 $29 Total Per Position $90 $94 $99 $104 # of Positions 25 25 25 25 100 New Funds Needed Each Year $2,260 $2,365 $2,478 $2,597 $9,700
Reward Faculty Salary $800 $824 $849 $874 $900 $927 $955 $984 $1,013 $1,044 Benefits $237 $260 $286 $315 $347 $381 $419 $461 $507 $558 New Funds Needed Each Year $1,037 $1,084 $1,135 $1,189 $1,247 $1,309 $1,375 $1,445 $1,521 $1,602 $12,944
Grow Faculty Salary $100 $103 $106 $109 $113 $116 $119 $123 $127 $130 Benefits $23 $25 $29 $31 $35 $38 $42 $46 $51 $56 Total Per Position $123 $128 $135 $141 $147 $154 $161 $169 $177 $186 # of Positions 10 10 10 10 10 10 10 10 10 10 100 New Funds Needed Each Year $1,235 $1,289 $1,346 $1,406 $1,470 $1,538 $1,611 $1,689 $1,771 $1,860 $15,215
Startup Funds needed for Growth Fac. $1,500 $1,500 - - - - - - - - $3,000
Total Number of New Faculty 200
TOTAL NEW FUNDS NEEDED $2,260 $6,137 $6,351 $5,078 $2,595 $2,717 $2,847 $2,986 $3,134 $3,292 $3,462 $40,859
Fill Vacant Faculty Positions, Reward Existing Faculty, and Increase the Size of Faculty
General UniversityDRAFT
(Dollars in Thousands)
Oklahoma State University
To attract the best and brightest graduate To attract the best and brightest graduate
student talent to OSU by improving student talent to OSU by improving graduate student stipend and tuition graduate student stipend and tuition
scholarship packages to peer-scholarship packages to peer-competitive levelscompetitive levels
FY 2006 FY 2007 FY 2008 FY 2009
$950,000 $600,000 $500,000 $500,000
Oklahoma State University
We Must Provide Adequate Facilities and Space for Our Faculty
Capital Projects Amount Source of Funds• New interdisciplinary science building $76,000,000 Capital Bonds (CB)2
• Renovate South Murray Hall $16,800,000 CB2
• Construct new classroom building and undergraduate $9,000,000 CB2+Private3 study center
• Renovate existing business school building $10,000,000 Private3
• Construct new business school building $25,000,000 Private3
• Renovate Library Plaza $650,000 Private1
• Construct new architecture building $19,460,000 Foundation Grant3
• Construct ATRC Building at OSU-Tulsa $45,000,000 Tulsa1+CB
• Multimodal Transportation Center & Parking Garage $15,000,000 Federal Appropriations1
• Renovate Veterinary Medicine Health Science Centers $13,000,000 CB2 Animal Diagnostic Lab
• Construct building for Hospitality Mgmt. Program $10,000,000 Private3
1 = Funding pledged
2 = $500M capital bond before Oklahoma Legislature this session
3 = potential donor identified but no commitment secured
$239,910,000
Oklahoma State University
We Must Raise Funds For We Must Raise Funds For Academic ProgramsAcademic Programs
Priorities
Endow Colleges and DepartmentsFaculty Chairs Faculty DevelopmentStudent Scholarships and FellowshipsStudent Leadership and WellnessAcademic FacilitiesLibraryCampus BeautificationMarketing and Promotions
Oklahoma State University
• Largest gift pledge in history of institution - $70M
• Largest corporate donation in history - $7.5M
• Other large corporate gifts
Since January 2003
Devon Corporation - $2.3M
SBC Corporation - $3.00M
Chesapeake - $0.50M
• First endowed college - donor with state match
Fund-Raising Highlights
Oklahoma State University
We Must Build Our Academic
Reputation• First and foremost, the quality of faculty and students
drives academic reputation.
• However, we also must “tell the world” what these faculty and students are doing. Oklahomans need a better understanding of OSU, and we need to tell “our story” in a more profound way.
This must be done with a commitment to marketing and communications.
Oklahoma State University
Oklahoma State University
OSU SCHOLAR DEVELOPMENT AND RECOGNITIONOSU SCHOLAR DEVELOPMENT AND RECOGNITIONA Decade of Undergraduate Success
• Attracted national recognition for OSU as an innovative and successful approach to motivating and rewarding top scholars.
• Scholarships Won
Rhodes 1 Marshall 2Truman 13 Goldwater 12
Udall 2 Rotary Ambassadorial 5Pickering Foreign Service 1 USA Today All-American First/Second Team 4 Gates 2 (in the last 2 years)
• Other Programming
Wentz Research Projects, $4000 per year for top undergraduates to perform mentor-directed research.
Wentz Leadership Scholarships, $2500 awards for OSU’s best scholar/leaders.
Summer Study in England (3 successive programs in Oxford/Cambridge for 15 top students each year).
Oklahoma State University
What We Must Do to Build Academic
Resources• The University’s central fund-raising capability has been
strengthened to focus on academic priorities.
• We must convince the Oklahoma legislature to invest more in its comprehensive institutions so that we can strengthen the faculty.
• We must convince the Oklahoma congressional delegation to secure directed federal appropriations to enhance our research capacity in areas that contribute to economic development.
Oklahoma State University
Oklahoma State University
Oklahoma State University - General UniversityState Appropriations and Tuition as Proportions to the Total Budget
45%
12%25% 23%
0%
10%
20%
30%
40%
50%
FY 1985 FY 2005
State Appropriation Tuition and Fees
Oklahoma State University
Oklahoma State UniversityFY 2006 Budget Needs
New Appropriations to Higher Ed. 30,000,000 40,000,000 50,000,000 60,000,000
Appropriations to Institutions 20,000,000 30,000,000 40,000,000 50,000,000
OSU Share (assume 14.1%) 2,820,000 4,230,000 5,640,000 7,050,000
Fixed Cost 7,939,660 7,939,660 7,939,660 7,939,660 3% Salary and Wage Program 4,887,000 4,887,000 4,887,000 4,887,000 Faculty FTE to Manage Enroll. Incr. 2,365,000 2,365,000 2,365,000 2,365,000 Total Mandatories & Raise Program 15,191,660 15,191,660 15,191,660 15,191,660
Funding Needed After Appropriations (12,371,660) (10,961,660) (9,551,660) (8,141,660)
Tuition & Mandatory Fee Increase Needed* 12.00% 9.00% 7.00% 3.70%
Oklahoma State University
• Oklahoma’s Fed R&D funding capture rate $55 per capita• National Fed R&D funding capture rate $269 per capita
Leave $738,000,000 in federally-sponsored R&D funding on the table each year
Total economic impact of $1,347,000,000
Directly creates 26,495 jobs and indirectly an additional 9,020.
As a State - Oklahoma Has a Weak Research Profile
Oklahoma State University
Oklahoma State University Research Model
University Research
Produce Knowledge
Prestige/Reputation
Income (Univ.)
Educational Value
Students (UG/G)
Faculty
I.P. & TechnologyIncome (Univ./Faculty)
Economic Development (Local, Region, State)
Become a More Research Intensive Institution
• Build off our land-grant legacy
• Targeted research strengths
• Basic, applied & strategic research
• Focus on student outcomes & research education
Teaching
Service
• Focus on interdisciplinary approaches
• Focus on research income and technology transfer
• Outcomes oriented
• Highly entrepreneurial
Oklahoma State University
Economic Impact Analysis of “High-Tech” Companies in the Stillwater Area Which Nucleated
Out of OSU• 35 companies
• 642 employees
• average annual salary of $40,000 = $25.7M annual payroll
Annual Impact• Number of primary and induced jobs = 1,179
• Total personal income for both primary and induced jobs = $35.7M
• Local tax revenues = $742,000 annually
• State tax revenues = $2.35M annually
Five-Year Impact (assuming no job growth and constant payroll over the period)
• Total personal income over period (both primary and induced jobs) = $178.7M
• Local tax revenues = $3.7M
• State tax revenues = $11.8M
Oklahoma State University
Directed Federal Appropriations (Federal Initiative Orange Book)
I. Development of Agenda• Broad system-wide input (System CEO, Presidents, Deans)
II. Guidelines• Project must relate to economic development• All awards, grants, and contracts will be
managed by Education, Research and Economic Development Foundation (EREDF)
III. Successes• FY04 Total = $17.506M• FY05 Total = $17.589M• Grand total = $35.095M
Oklahoma State University
“It is essential to recognize that the real challenge (to higher education) lies in transforming the culture of the institution. Financial or political difficulties can be overcome if the organization can let go of rigid habits of thought, organization, and practices that are incapable of responding rapidly or radically enough.”
(Dr. James Duderstadt, President Emeritus
The University of Michigan)
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