OSU Foundation
STRATEGIC PLAN: 2010 – 2015
(Updated August 2012)
Introduction
The Oregon State University Foundation dedicates itself to garnering the resources that enable
OSU to achieve excellence in education, research, and outreach. Private support deepens the
University’s impact and extends its reach across our state and around the world by helping to
make an OSU education accessible to all qualified students, pushing the frontiers of knowledge,
contributing to the state’s prosperity, and addressing many of the most pressing challenges
facing our planet and its people.
We, the Board of Trustees and the employees of the Foundation, rededicate ourselves to our
mission – bringing private resources to OSU that allow it to excel at creating opportunity and a
better world through learning, discovery, and engagement. We commit ourselves to achieving
national distinction as a philanthropic leader among public research universities, to maintaining
our core values, and to honoring the culture of collaboration and strategic purpose that has
become the valued hallmark of our organization. Our objective in the strategic planning process
is to reshape – thoughtfully, but aggressively – the Foundation’s future.
Background
2005
OSU Strat. Plan:
Phase I 2004-2009
Campaign Begins
2009
OSU Strat. Plan:
Phase II 2009-2013
OSUF Campaign Plan
2010
2013
2015
OSU Strat. Plan:
2013-2018
2018
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2025
Aspiration:
Top 10 Land Grant
OSU Sesquicentennial
OSU Fdn. Strat. Plan: 2010-2015
Campaign Concludes (2014)
In fiscal year 2005, the OSU Foundation launched the University’s first-ever comprehensive
fundraising campaign with an ambitious initial goal of $625 million. In 2010, with significant
campaign success and momentum and a revised University strategic plan, the goal was
increased to $850 million. The goal was increased again in 2011 to $1 billion, with the campaign
scheduled to conclude at the end of 2014.
Campaign planning and early implementation drove significant growth and infrastructure
improvements for the OSU Foundation and moved the organization to new levels of
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productivity and professionalism. With a more engaged and focused volunteer Board and a
commitment to robust and ongoing dialogue with institutional partners, the Foundation found
itself well-positioned in 2009 to move beyond the campaign plan that had guided its operations
for the last several years and embark on longer-term strategic planning.
During this same time, the University community was engaged in a strategic planning process of
its own, resulting in a Phase I Strategic Plan for OSU in 2004 followed by Phase II in 2009, both
of which were instrumental in guiding the Foundation’s campaign planning and
implementation.
With Phase II of the Strategic Plan as a solid road map for the five-year period from 2009 to
2013, University leaders began articulating longer-range aspirations for the institution. They
saw opportunities for OSU’s growth as an international research university that attracts the
very best students and faculty from around the world. They also noted the opportunity for OSU
to emerge as a leader in identifying, exploring, and solving critical contemporary challenges in
three key areas: Earth ecosystems, human health and wellness, and economic growth and
social progress.
Seeking to leverage these opportunities, OSU President Ed Ray and Provost Sabah Randhawa
implemented a new divisional structure for OSU’s 11 colleges in the fall of 2009. The divisional
structure brought greater interdisciplinary alignment around key areas of focus in the
University’s Strategic Plan by creating comprehensive administrative units for Earth Systems
Science, Health Sciences, Business and Engineering, and Arts and Sciences.
With the nation’s top ten land grant institutions as models, President Ray presented the
following picture of what OSU should look like in 2025 as it strives for distinction:
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A first-year retention rate for entering freshmen approaching 90% and a six-year
graduation rate in the 75-80% range.
An increasingly diverse campus with 20-25% of our students as well as 20-25% of our
faculty from historically under-represented groups, and out-of-state and international
students composing 25% of the student body.
A student body of which at least 20% are graduate students.
To meet growing demand while building excellence, President Ray noted that tuition will
certainly increase, and that significantly more financial aid will be required to ensure that
qualified students are not priced out of an education. Enrollment growth—projected by some
to hit 30,000-35,000 by 2025—will, in turn, necessitate additional resources for creating faculty
positions and building facilities for teaching and research. Further, in discussing obstacles to
attaining the OSU vision for distinction and international prominence, President Ray cited
unpredictable resources and an unsustainable funding model for public higher education in the
state as the most critical threats.
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The vision for OSU as a top ten land grant institution gives clear direction to us at the
Foundation and underscores our critical role in the University’s future. Success in the
development program will be marked by compounding the annual growth rate in fundraising
and increasing participation from alumni and non-alumni alike not only in Oregon but
throughout the world. Success will require enhancing the partnership between the Alumni
Association and Foundation to leverage efforts with current and potential donors. These efforts
must be supported by a strong OSU brand and position in the marketplace, as defined and
advanced by University Relations & Marketing.
The OSU Foundation’s strategic planning process is thus grounded in the tremendous
opportunities afforded by the University’s inspiring vision of becoming one of the nation’s best
land grant universities, while seeking to address threats such as those presented by the state’s
structure for funding higher education.
Context: Opportunities & Challenges
The ambitious vision for OSU’s future stands in stark contrast to current levels of public funding
and the state’s decades-long disinvestment in higher education. Seeking to reverse this trend
and ensure long-term economic prosperity through an educated citizenry, state leaders have
set what they call the 40-40-20 Goal: 40% of Oregonians 25 years and older will have a fouryear college degree by 2025, 40% will have post-secondary training, and the remaining 20% will
have a high school degree or equivalent. State System Chancellor George Pernsteiner has noted
that the 40% goal would require an enrollment of 164,000 by fall of 2025 – an almost 80%
increase over the system’s fall 2009 enrollment of 91,580. Furthermore, this educated citizenry
will also require ongoing engagement and outreach services to support a lifetime of continuous
learning.
Certainly, the current funding model for higher education in Oregon is incompatible with the
state’s goals for educational attainment and the demands it will place on OSU and the state’s
other public institutions. Further, Oregon’s prosperity in the 21st century hinges on an educated
workforce, positioned to compete globally in a knowledge-based economy. This compounds the
current challenges by making access to higher education increasingly important at a time when
the fiscal environment in the state renders the current funding model for higher education
unsustainable.
An analysis of the current funding realities reveals:
 Between 2000 and 2008 state appropriations to support each student increased by only
$83 per student while the cost borne by each student rose by $2,665.
 Levels of state and local appropriations for postsecondary education placed Oregon 45th
in the nation in 2006-07.
 The Oregon University System’s share of state general funds has dropped from 15.1% in
the 1987-89 biennium to 6.4% for the 2007-09 biennium.
These sobering realities pose several key questions for our state’s leaders:
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How do we rethink the existing higher education funding model to be successful in the
face of reduced state resources?
How do we deliver quality programs to the highest enrollment in history?
How do we build Oregon’s leadership in education and fulfill its obligation to its
increasingly diverse citizens?
How do we develop and apply innovation to meet changing needs in the education
marketplace?
How do we sustain record research levels and facilitate the transfer of the resulting
innovations to the marketplace – all critical and essential components of a knowledgebased economy?
These challenges give context to the OSU Foundation’s strategic planning process and urgency
to embarking on an ambitious plan for significantly expanding the Foundation’s role in
garnering private support for OSU and advocating on behalf of public higher education in the
state.
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OSU Foundation Strategic Plan: 2010-2015
OSU Foundation Vision
The Oregon State University Foundation is a trusted and highly effective partner in advancing
OSU’s land grant mission of learning, discovery, and engagement through efficient and strategic
use of the Foundation’s relationships, expertise, and resources.
Mission
The Oregon State University Foundation strengthens the University’s capacity to broaden
access to high-quality higher education, push the frontiers of knowledge, contribute to
Oregon’s prosperity, and enhance the quality of life for the citizens of the state and the nation.
It does so through advocacy, fundraising, investment management, and stewardship and as the
IRS 501 (c) (3) nonprofit corporation charged with receiving and administering private gifts for
the University.
Values
In conducting business, the OSU Foundation will model the guiding principles of:
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Integrity
Excellence
Achievement
Collaboration
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Trust
Respect
Alignment
These values will inspire the confidence of our key constituents, foster synergy between
staff and volunteers, create a positive work environment, and generate opportunities that
benefit the long-term interests of the OSU Foundation.
The Role of the Board
The Board of Trustees of the Oregon State University Foundation is charged with
establishing the mission and purpose of the Foundation; the Executive Committee of the
Board of Trustees is further charged with establishing goals for the Board consistent with
the mission of the Foundation and monitoring progress toward those goals. To develop the
Foundation’s strategic plan, the Trustees examined new challenges and questions regarding
how to support Oregon State University in its ambitious drive to rank among the best land
grant universities in the nation. The Board has provided strategic direction related to the
Foundation’s vision, mission, outcomes, and overall approach.
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Strategic Goals: 2010-2025
To enhance our ability to help OSU achieve its long-term vision of becoming a top ten land
grant university, the OSU Foundation will focus on the following strategic goals.
1.
Financial success. The Foundation will become a recognized leader among
development programs serving the nation’s public research universities. Success
will be measured both in terms of fundraising and investment results and will be
driven by staff and volunteer performance.
2.
Collaboration to create a culture of meaningful engagement. Recognizing that
such fundraising success will require programs beyond what the Foundation can
deliver alone, we commit ourselves to close collaboration with other University
departments focused on external relations so that, together, we foster a culture
of continuous and meaningful engagement for our alumni and other key
constituents.
3.
Advocacy. Recognizing that no matter how successful our fundraising efforts
become, OSU will remain dependent on public support to fully realize its
aspirations; and therefore, we must develop the Foundation’s capacity to serve
as a powerful advocate for public higher education in our state.
A dynamic, “living” document, the OSU Foundation’s Strategic Plan will be refreshed yearly,
as needed, through the Foundation’s comprehensive planning process. Foundation staff will
work with Foundation and University leaders to develop annual plans that will provide the
framework for the detailed tactics, metrics, and timelines necessary to ensure success on
the organization’s strategic goals.
Key Strategies & Objectives
Supporting the Foundation’s Three Overarching Goals
GOAL 1
Financial success. The Foundation will become a recognized leader among
development programs serving the nation’s public research universities.
Success will be measured both in terms of fundraising and investment results
and will be driven by staff and volunteer performance.
I.
Complete The Campaign for OSU by raising $1 billion by 2014 and develop a
plan to maintain growth and build on annual fundraising levels achieved
during OSU’s historic first campaign. (At a minimum, our goal is to double
annual fundraising results between 2010 and 2025 and to rank consistently
in the top quartile for our annual growth rate in fundraising.)
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A. Succeed in funding the following strategic initiatives:
1. Raise $180 million for undergraduate scholarships and
graduate fellowships and ensure that private support for
students keeps pace with enrollment growth and increased
demand for financial aid and student support services.
2. Complete the campaign’s faculty support initiative, raising
$100 million for faculty positions and awards and bringing
the total number of endowed positions at OSU to 100.
3. Engage University leaders in determining new funding
priorities to support student and faculty excellence
consistent with OSU’s stated areas of focus.
4. Succeed in raising funds for key capital projects.
B. During the final phase of the campaign, build the development
program as envisioned in our original campaign plan and ensure
that the OSU Foundation’s development resources are on par
with peer institutions by 2015.
1. Evaluate and reprioritize positions as vacancies occur.
2. Invest in additional major gifts staff, both centrally and in
the units, adding support staff as needed to maximize
fundraising productivity.
3. Fully implement a program to identify and cultivate newly
discovered potential donors—a project that was postponed
due to FY09 budget reductions.
4. Continue to increase development officer productivity
through refinements in portfolio construction, enabling
development officers to focus their energies on the best
potential donors. Attain a 15% improvement in average
development officer productivity by the end of the
campaign.
5. Refine and enhance Annual Giving programs, with particular
attention to acquiring new donors and creating a culture of
philanthropy among young alumni.
6. Build a comprehensive development program for OSUCascades, including an annual fund, special events, and a
major gift program.
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7. Continue to invest in the University/Industry Partnership
Initiative with a goal of tripling corporate research support
by 2015.
8. Enhance donor stewardship, especially as we close The
Campaign for OSU.
C. By the time the campaign concludes in 2014, develop a post
campaign plan that will ensure fundraising totals for OSU continue
to increase during the interim period between campaigns.
1. Work with the University to prioritize fundraising
initiatives for the interim period.
2. Conduct a thorough review of The Campaign for OSU to
identify best practices for future campaigns.
3. Retain an independent consulting firm to evaluate the
Foundation’s state of readiness to support a new
campaign.
D. Ensure the seamless, accurate, and complete reporting of all
philanthropic support for the University, regardless of the fiscal
agent.
II.
The OSU Foundation will achieve top quartile investment performance which
will aid in the development of an optimal and resilient funding model to
support excellence and growth in its workforce and in its strategic partnering
initiatives.
A. Build on the strength of the Investment Committee by engaging
Trustees with significant experience in all major areas of financial
management.
1. Maintain diversity of expertise by financial discipline.
2. Maintain an active group of Trustees who are
professionally engaged in the financial services industry in
the major financial centers.
3. Assess the return on investment of adding in-house staff
capacity in the investment area.
4. Review and update our investment allocation strategy to
be consistent with our goal of top quartile performance.
5. Stress test our portfolio on a regular basis.
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6. Review investment policies and performance of
investment consultants with the full Board of Trustees
annually.
7. Explore options for investing in the commercialization of
OSU research through third parties as part of an
alternative investment strategy.
B. Develop a resource model that will enable the Foundation to
complete the expansion of the development program described
above in goal one, and provide seed money for other initiatives
the Foundation may elect to pursue with strategic partners.
1. As a part of the post-campaign planning process, conduct a
complete review of the methodology for funding the
Foundation’s operating budget with a goal of providing a
sufficient resource base for doubling fundraising totals by
2025.
2. Use the annual budgeting process to identify options for
using current resources more effectively.
3. Assure accountability for results through a dynamic
performance review process.
III.
Continue to cultivate the Foundation’s human capital by developing a “best
place to work” culture. Strengthen and grow the Foundation’s reputation as
one of the nation’s top employers of accomplished fundraisers.
A. Maintain a commitment to nationally competitive salary and
benefits programs for fundraisers and financial officers.
B. Maintain a commitment to regionally competitive salary and
benefits programs for other staff.
C. Continue to assess the shifting dynamics of compensation
packages, in both the private and public sectors, and maintain an
appropriate and competitive balance between salary and
benefits.
D. Recognize and celebrate success and enhance programs to
proactively retain top performers, especially at the close of the
campaign.
E. Explore the additional use of incentive compensation for all
employees.
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F. As a part of the annual planning process, identify non-financial
incentives and expand workplace activities to increase
engagement and foster core organizational values.
G. Continue to cultivate an atmosphere of transparency and
participation through opportunities for open dialogue between
Foundation staff and leadership.
H. Maintain a commitment to creating an organizational culture that
captures the advantage of diverse perspectives and fosters entrée
into diverse communities.
I. Continue the practice of regular employee “engagement surveys,”
followed by action plans to address areas needing improvement.
IV.
The OSU Foundation will secure a reputation as having one of Oregon’s most
engaged and productive boards, committed to best practices and strategic
leadership. The Board will engage influential and committed alumni and
non-alumni in our efforts to secure the best possible future for OSU.
A. Continue to attract influential Board members and engage them
in strategic thinking and actions designed to have the greatest
possible impact on OSU.
B. Leverage Trustee involvement to help secure fundraising success
not only through their direct philanthropy but through cultivation
activities with their peers.
C. Expand efforts to recruit leaders who may not be OSU graduates
but play a significant role in the region.
D. Expand Board breadth in terms of geographic and ethnic diversity.
E. Work with Board members to develop personalized plans for their
service on the Board.
F. Conduct an annual assessment of Board effectiveness and
develop strategies to create opportunities for more effective
engagement of Trustees.
G. At the conclusion of The Campaign for OSU, revisit the issue of
Board Governance and the committee structure. “Reset” the
Foundation structures, as needed, to support the strategic
direction of the University. As a part of this process, identify best
practices for Board engagement and alignment with students and
faculty.
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H. Build on the current partnership with the Alumni Association by
developing additional pathways for increased communication,
cooperation, and agenda setting.
GOAL 2
Collaboration to create a culture of meaningful engagement. Recognizing that
such fundraising success will require programs beyond what the Foundation
can deliver alone, we commit ourselves to close collaboration with other
University departments focused on external relations so that, together, we
foster a culture of continuous and meaningful engagement for our alumni and
other key constituents.
I.
In partnership with the OSU Alumni Association, develop strategies and
identify funding sources for the following initiatives:
A. Reverse the decline in alumni participation rates by developing a
plan to increase giving among recent graduates.
B. Increase membership in the Alumni Association by 20%.
C. Develop a $5 million program endowment for the Alumni
Association activities by 2015.
D. Develop a plan for engaging alumni in Asia.
II.
Collaborate with the Vice President for Research and the Executive
Associate Vice President for Research to review national best practices and
develop strategies to maximize the University’s technology transfer,
commercialization, and other industry partnering efforts.
III.
In partnership with Athletics:
A. Complete the efforts to expand the donor base for Athletics by
completing the initiative to secure 12,000 annual donors by
2012.
B. Launch a program to build an endowment for athletics with
specific goals to be determined through the campaign extension
and post-campaign planning processes.
IV.
Partner with University Relations & Marketing to be increasingly integrated
in messaging, communication, and branding across all areas; and as funds
are available, invest in market research projects that strengthen OSU’s
understanding of its brand position and measure the success of OSU’s
efforts to strengthen its brand.
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GOAL 3
V.
Work with the Office of Outreach and Engagement to develop a network of
extension agents who are aware of OSU’s fundraising objectives and
trained to identify and work with potential contributors.
VI.
Forge an alliance with the Agricultural Research Foundation to ensure
coordination of our efforts to secure private gifts and grants from the
agriculture community.
Advocacy. Recognizing that no matter how successful our fundraising efforts
become, OSU will remain dependent on public support to fully realize its
aspirations; and therefore, we must develop the Foundation’s capacity to serve
as a powerful advocate for public higher education in our state.
I.
Develop relationships with other Oregon University System (OUS)
foundations and proactively seek ways to work with them to advance the
higher education agenda in Salem and with voters.
II.
Increase connectivity with and support of OSU’s state and federal relations
officers. Develop a legislative affairs / public policy agenda as a part of the
External Relations Committee’s annual agenda.
III.
As determined by the Foundation’s Board of Trustees, invest in initiatives
designed to enhance public support for higher education.
IV.
Work with the OUS Chancellor to support efforts to recruit future OSU
presidents who are committed to resource development and a culture of
collaborative effort.
V.
Utilize the Foundation’s communications vehicles to promote the distinct
features of OSU’s land grant status, and to demonstrate the role and value
OSU brings to Oregon’s communities.
Conclusion
We, the Board of Trustees and the employees of the Foundation, look forward to the challenges
and opportunities The Campaign for OSU brings to the Foundation and to the University in the
coming years. Refining our operations and achieving the goals described in this document will
take us major steps forward in becoming a leader among our public university foundation
peers. While finishing The Campaign for OSU is at the forefront, we devote ourselves to
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institutionalizing processes and procedures that will enable us to successfully complete two or
three additional campaigns over the next 25 years. While at all times, we commit ourselves to
promoting the welfare of Oregon State University and augmenting its funding by supporting
University leadership, messaging, and community development.
In so doing, the OSU Foundation will fulfill its vision and create a stronger University to serve
the people of Oregon, the nation, and the world.
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