GRADUATE EDUCATION SATELLITE TEAM
FINAL REPORT
OSU 2007
The Graduate Education Satellite Team (GEST) was composed of the members of the Graduate Council, the
Graduate Education Round Table, and the leadership of the Graduate School. The GEST worked within the broad
goals of the 2007 initiative. The GEST interfaced with the Faculty Senate’s Curricular Issues Planning Team (CIPT)
and the Institutional and Unit Management Planning Team (IUM) by focusing on the various functions and activities
that directly support graduate level academic programs at OSU.
As a result of its work, GEST produced: 1) Vision for Graduate Education at OSU—2002-07; 2) 3 supporting the
vision statement; and 3) Graduate Education—Strategic Plan 2002-07 to put focus around the future of the graduate
enterprise at OSU. These 3 elements were based on consideration of current internal and external contexts,
assurance of academic quality, emerging trends, and future opportunities.
Problem/Issues
Excellence in graduate education is essential to any top tier university, and thus it is fitting that achieving excellence
at OSU is at the heart of OSU 2007. Top tier research universities, by every definition, hold scholarship and
graduate education central to their mission. University perceived excellence is often determined by the quality and
breadth of the graduate programs, which is reflected by the productivity and recognition of its research faculty. The
Graduate Faculty at OSU generates new knowledge pertinent to the state, region, nation and the world and serves as
a catalyst for the new knowledge economy. Therefore, for OSU to emerge as a top-tier university we must recruit
and retain faculty who have worldwide recognition for their scholarly contributions. Recruitment of excellent faculty
is contingent on the existence of graduate programs and can only be done in conjunction with excellence in focused
graduate programs. It should be noted that currently six of the eleven 2007 Strategic Vision Statements specifically
refer to the importance of graduate education. Based on the apparent financial constraints in higher education, our
university must strategically expand graduate programs that enhance the mission of OSU and are economically
sustainable and reduce programs that have limited contributions to that mission.
It is primarily through graduate education that the university prepares future leaders in the generation of new
knowledge. Simply stated, “Graduate education sparks research” by contributing to researchers’ ability to obtain
funding through grants and contracts and supporting the conduct of funded projects in a variety of ways such as data
collection, field work, analysis, and report writing (Graduate Education in Virginia, 1999).
Within this general context of the importance of the graduate education component of a research university, it is
essential for OSU to consider carefully its own specific culture and infrastructure to effectively address the
challenges of the 21st century. One area of potential reorientation is seeking a more interdisciplinary graduate
curriculum; addressing redundancy and increasing shared learning/research experiences. OSU is internationally
recognized for pinnacles of excellence that have grown naturally from fundamental research needs in Oregon. Given
the complex scope and crosscutting nature of research problems for the 21st century, OSU must create a culture of
low barriers and extensive collaboration for more interdisciplinary research and graduate programs. Such programs
are restrained by a lack of a more functional funding mechanism to support such collaborative programs. Therefore
opportunities are lost and potential for excellence not realized. The university must provide incentives for and
reward teams of researchers who seek transformational research topics to help improve the quality of life for the
residents of this state and beyond.
Goals
The Vision statement and 3 supporting goals are included in the Graduate Education Strategic Plan (pages 3 - 8).
The goals are:
1. Graduate Faculty recognized worldwide for scholarship and creativity and for graduate mentoring will be
recruited and retained.
2. Graduate disciplinary and interdisciplinary programs will be relevant, high quality, and innovative, particularly
in the areas of arts and sciences; atmosphere, earth, and ocean systems; biosciences and health; engineering and
technology; and natural resources.
3.
OSU will attract, support and retain the best graduate students in the world.
Initiatives
The Graduate Education Strategic Plan (pages 3 - 8) delineates initiatives/action strategies that would be required
to achieve the Vision and accompanying goals.
Metrics
The Graduate Education Strategic Plan (pages 3 - 8) specifies the metrics that will be used to monitor and assess
whether the goals are being met.
Alignment with OSU 2007: Strategic Vision
The Vision for Graduate Education at OSU—2007 is closely aligned with OSU-2007: Strategic Vision. The vision
statement for graduate education directly supports the OSU vision statement by focusing on the critical impact of
graduate education in producing the next generation of intellectual leaders who will play key roles in addressing the
major issues of society, both locally and globally. The 3 goals strengthen the relationship of the graduate vision
statement to the University vision by emphasizing the overall importance of the graduate enterprise to the ability of
the University to achieve its overarching vision. We seek to create a new level of operation in aspiring to these 3
goals as opposed to suggesting strategies that merely address problems; we believe that the latter approach fails
because people are not able to access the innovations suggested. Alignment of the Graduate Education Strategic
Plan with OSU 2007 is identified in the column titled, “OSU Vision,” on the Plan (pages 3 - 8).
2
GRADUATE EDUCATION—
STRATEGIC PLAN 2002-07
VISION. Graduate education at OSU will be recognized for excellence in producing the highest qualified
graduates who are prepared to make positive societal impacts as the next generation of leaders.
➪ 1. Graduate Faculty recognized worldwide for scholarship and creativity and for graduate mentoring will be recruited and retained.
INITIATIVES/ACTION STRATEGIES
A
B
C
D
Competitive salaries and start up packages, prioritized
for interdisciplinary scholars, are provided to recruit
new potential world class graduate faculty members.
The campus environment, including the allocation of
resources, fosters faculty collaboration across
disciplines and recruitment/hiring strategies are
designed to meet interdisciplinary needs in graduate
education.
Endowed chairs and/or professorships are provided to
recruit/support new potential world class graduate
faculty members.
Excellence in graduate student mentoring is provided by
Graduate Faculty at OSU.
OSU
VISION
4
1
2
4
4
INVESTMENT
NEEDED
Determined at
unit level
METRICS FOR MEASURING
SUCCESS
RESPONSIBILITY
TIMELINE
•
•
Continuous
•
Deans
Departments/
colleges
Research Office
•
Faculty Senate
‘03
Faculty time
•
P&T Guidelines recognize
collaborative efforts.
•
Provost & VP
F&A
FY 04
Reallocation of
existing $
•
•
Graduate Dean
02-03
$40K annually
•
Budget Allocation Model
provides dollars to
interdisciplinary graduate
programs.
A coordinator of interdisciplinary
graduate programs is appointed.
•
•
$3 M/endowed
position
•
•
•
•
Deans
Departments/
colleges
Research Office
OSU Foundation
Graduate Dean
Increase endowed chairs by 10%
per year beyond current 48
positions.
Fall 03
$50K/year
•
•
Graduate School
Continuing
$1500/year
•
0.15 position is created to develop
and offer faculty development
opportunities on graduate student
mentoring.
90% responses to current
Graduate Degree Recipients Exit
Survey items relevant to
satisfaction with major professor
mentoring (#10b) are 4 or 5.
•
Benchmarked to peer institutions
and reported annually by graduate
programs.
3
E
Scholarship/learning/engagement opportunities that are
an integral component of the graduate experience at an
engaged land-grant university are provided.
•
1
90% responses to current
Graduate Degree Recipients Exit
Survey items relevant to major
professor mentoring/advising are
1 or 2 (#12b, f, l, o, p) or “yes”
(#17-20).
➪ 2. Graduate disciplinary and interdisciplinary programs will be relevant, high quality, and innovative, particularly in the areas of arts
& sciences; atmosphere, earth, and ocean systems; biosciences and health; engineering and technology; and natural resources.
INITIATIVES/ACTION STRATEGIES
A
Departments/programs that offer graduate programs
have a critical number of graduate faculty members at
the professorial rank who are prepared and available to
serve as graduate mentors.
OSU
VISION
1
2
8
RESPONSIBILITY
TIMELINE
•
Continuous
Deans & Dept
Chairs/Heads
INVESTMENT
NEEDED
METRICS FOR MEASURING
SUCCESS
•
•
Retain only those graduate programs that demonstrate
existing or emerging national prominence, have
adequate internal & external resources including
Graduate Faculty, and enhance the mission of OSU.
Review all graduate courses and remove all
duplicative/redundant offerings.
1
2
3
4
1
2
•
Deans, Graduate
Council, Provost
Continuous
•
Graduate
Council,
Graduate Faculty
2004 and
continuing
Faculty time
•
0% duplication exists.
D
Disciplinary and interdisciplinary graduate program
budgets are tied to graduate level activities.
8
9
•
FY 04
No new dollars
•
BAM includes funding of
interdisciplinary graduate
programs.
E
The graduate learning environment is diverse,
challenging, and increasingly interdisciplinary in nature.
1
2
6
Budget
Reconciliation
Committee
Provost
Graduate School
Continuing
Existing $
•
90% of responses to current
Graduate Degree Recipients Exit
Survey items relevant to nature of
learning environment are 1 (#21)
or 1 or 2 (26).
Document through Graduate
Council Program Reviews.
B
C
•
•
•
Benchmarked to peer institutions
and reported annually by graduate
programs (e.g. student to major
prof ratio at peer institutions).
All graduate programs have min 4
Graduate Faculty FTE.
Documented through Graduate
Program Review process.
•
4
F
State of the art equipment and computing facilities and
adequate space are provided for graduate students.
7
10
•
Deans & Dept
Chairs/Heads
Continuous
G
Excellence in graduate student mentoring is recognized,
celebrated, and rewarded
1
4
•
Graduate School
FY 03
•
Faculty Senate
P&T Committee
•
Graduate School
•
Graduate
Council
•
Graduate School
H
Periodic self-study and peer review of graduate
programs and faculty development focused on
curriculum development and design are undertaken and
documented to assure relevancy, high quality, and
innovation.
1
2
6
•
Documented through Graduate
Program Review process.
Existing $
•
‘04
Faculty time
•
90% responses to current
Graduate Degree Recipients Exit
Survey items relevant to
satisfaction with major professor
mentoring are 4 or 5 (#10b) or 1
or 2 (12a, c, d).
P&T Guidelines include
expectation of effectiveness in
graduate mentoring.
Fall ‘03
$1500/year
•
Annual OSU Graduate
Mentorship Award is established.
$X if increased
to 7-year cycle
•
Graduate Council Program
Review process will
document/assess these factors.
90% responses to current
Graduate Degree Recipients Exit
Survey items relevant to quality
& relevancy of graduate
instruction are 4 or 5 (#10c) or
“yes” (24).
New learning center is established
•
•
I
Various professional career paths that graduates may
pursue in a changing global society are recognized and
addressed.
1
5
6
•
•
•
Each graduate program has articulated outcomes.
•
•
Departments/
programs with
Graduate School
support
Graduate
Council policy as
needed
Dept
Chairs/Heads
•
‘03
Faculty time
•
Documented through the
Graduate Council Program
Review process and Curriculum
process.
90% responses to current
Graduate Degree Recipients Exit
Survey item relevant to finding
employment (#12h) are 1 or 2.
Documented through the
Graduate Council Program
Review process.
5
J
K
•
Graduate students are exposed to various career
options.
•
Dept
Chairs/Heads
•
Curricula will be revised for increased responsiveness
to career possibilities.
•
Graduate Faculty
•
Focused graduate certificates are offered.
•
•
Graduate Faculty
DCE
•
Professional master’s degrees are offered in
traditionally doctoral oriented fields.
•
Graduate Faculty
Departments/
programs
DCE
Graduate Faculty
Graduate
Council policy as
needed
Deans
Graduate learning is based on diverse teaching
approaches.
1
6
•
University/employer/community partnerships provide
support for graduate students who continue to work
while undertaking graduate study.
3
7
•
•
•
•
$X to incent 1
department/progr
am per year to
undertake a pilot
initiative
$X to incent 1
department/progr
am per year to
undertake a pilot
initiative
$X to incent 1
department/progr
am per year to
undertake a pilot
initiative
•
Documented through Graduate
Program Review process.
•
Documented through Graduate
Program Review process.
6
➪ 3. OSU will attract, support and retain the best graduate students in the world.
INITIATIVES/ACTION STRATEGIES
A
Compensation packages for graduate assistants are
nationally competitive.
3
9
RESPONSIBILITY
TIMELINE
•
FY 06
•
Departments/
programs
Graduate School
INVESTMENT
NEEDED
$X
•
•
•
•
•
•
B
Graduate students have “dissertation fellowships”1
C
Collaborative approaches in grant writing to seek
Federal funding to support graduate education are
facilitated.
D
Graduate Teaching Assistant training is provided.
3
10
1
2
3
10
4
7
•
•
•
•
•
•
•
Departments/
programs
Deans
Foundation
Research Office
Deans
Dept chairs/
directors
Graduate School
or new learning
center
FY 07
$X/year
Fall 04
$40K annually
•
METRICS FOR MEASURING
SUCCESS
All assistantships are at minimum
of 0.25 FTE.
Assistantships are at or above
nationally competitive salary rates
published in National Survey of
Graduate Assistant Stipends,
Graduate Fellowships, and
Postdoctoral Fellowships.
Assistantships are offered for
multiple years (contingent on
performance)
Assistantships include health
insurance subsidy ($330/term).
Competitiveness of packages is
documented through Graduate
Program Review process.
90% responses to current
Graduate Degree Recipients Exit
Survey items relevant satisfaction
with level of financial support are
4 or 5 (#10e).
Reported annually by graduate
programs and compiled by the
Graduate School.
1
This is meant to refer to fellowships to support scholarly activity associated with the doctoral dissertation and other creative works undertaken by graduate students enrolled in
terminal degree programs (e.g. MFA in Creative Writing).
7
E
Funds for unsponsored graduate student research are
available including funds to support attendance at
professional meetings to present results of research.
1
3
•
•
•
•
Departments/pro
grams
Deans
Foundation
Research Office
$X annually
•
•
90% responses to current
Graduate Degree Recipients Exit
Survey items relevant satisfaction
with research resources are 4 or 5
(#10f).
Reported annually by graduate
programs and compiled by the
Graduate School
➪ Maintaining an Environment Supportive of Graduate Education:
• Human, physical, financial, and intellectual resources to support excellence in graduate education will be provided.
• All partners in graduate education, including the Graduate School, will strengthen their commitment to achievement of the 2007 vision
and will evaluate their practices on a continuing basis within this context.
8