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Eastern Oregon University Strategic Plan Framework – The Ascent 2029
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Goal 1: Student Success – Graduate students with the competence and confidence to succeed
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Objective 1: All graduates engage in high-impact, experiential learning activities
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KPI 1: Students complete an internship, practicum experience, research project, or the equivalent
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KPI 2: Students engage in meaningful civic, service-learning, or co-curricular activities
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Objective 2: Graduates engage in post-graduate planning and preparation
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KPI 1: 90% of graduates are employed or enrolled in graduate school within one year of degree completion
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KPI 2: 85% of alumni indicate EOU adequately prepared them for achievement of long-term educational and career goals
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Goal 2: Transformational Education – Enrich academic quality and enhance intellectual vitality
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Objective 1: Excellence in teaching and scholarship
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KPI 1: Students experience meaningful student-faculty interactions
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KPI 2: Faculty engage in best practice interactive pedagogies
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KPI 3: Teaching and library faculty are supported in disciplinary research and/or the scholarship of teaching and learning
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Objective 2: Graduates possess the essential learning outcomes employers seek
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KPI 1: Graduates demonstrate proficiency in University Learning Outcomes
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KPI 2: Graduates demonstrate readiness for a diverse and interconnected world
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Goal 3: Grow the Number of Lives Impacted – Expand student access, opportunity, and completion
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Objective 1: Serve as a growing and thriving rural university
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KPI 1: Grow on campus FTE enrollment to 2,500
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KPI 2: Grow on-line FTE enrollment to 5,000
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Objective 2: Students are retained
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KPI 1: Achieve 80% year 1 retention for first-year freshman cohort
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KPI 2: Achieve 90% year 1 retention for entering transfers
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Objective 3: Efficient degree attainment
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KPI 1: Increase 4-year completion rates to 50% for first-year freshman cohort
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KPI 2: Increase 2-year completion rates to 70% for entering transfer students
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Goal 4: Thriving University Community – A Great Place to Work and Learn
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Objective 1: Foster an inviting and supportive university culture that exemplifies EOU’s values and principles
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KPI 1: Achieve national recognition on the “Great Colleges to Work For” list
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KPI 2: 85% of students, faculty, and staff indicate the institution provides a supportive and caring environment
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Objective 2: Support intercultural competency, inclusiveness, and diversity
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KPI 1: Resident students reflect a cross-section of Oregon enriched by students from other regions and countries
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KPI 2: The students, faculty, and staff demonstrate competency in intercultural interactions
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Objective 3: Provide and maintain a campus that promotes quality of life for students, faculty, staff, and the community
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KPI 1: Infrastructure and facilities are well maintained, accessible, safe and secure
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KPI 2: The physical campus reflects and strengthens our naturally beautiful setting
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KPI 3: Use of campus by stakeholders is maximized
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Goal 5: Relevance and Interconnection – Serve as the educational, economic, and cultural engine for rural places
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Objective 1: Educational partnerships are cultivated
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KPI 1: Maximize transfer student credit articulation
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KPI 2: Increase matriculation of regional high school students
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Objective 2: Be recognized as a leader in promoting rural community prosperity and resilience
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KPI 1: Designated as Oregon’s rural university
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KPI 2: Achieve Carnegie Community Engagement Classification
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Goal 6: Financial Sustainability – Stewardship in financial sustainability and in growing EOU’s financial and capital resources
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Objective 1: Develop and foster a culture of fiscal responsibility, accountability, and security for all university funds
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KPI 1: Maintain E&G fund balance ≥ 10%
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KPI 2: Maintain primary reserve ratio ≥ 40%
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KPI 3: Maintain debt burden ratio ≤ 5%
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Objective 2: Foster a culture of philanthropy that significantly increases engagement with and giving to the university
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KPI 1: Complete a successful comprehensive campaign
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KPI 2: Increase alumni participation rate to 6 percent or more
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Objective 3: Expand revenue from alternative sources such as grants, sponsorships, partnerships, and alternative uses of campus property
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