Strategic direction informed by DFA Framework for Success 

The DFA entered the final phase of our Framework for Success implementation in 2019, and it has begun to inform the division’s strategic direction.

It works like this: The division’s priorities and projects are driven by Framework elements--our guiding principles, key performance indicators and key activities. Together these elements determine the division's specific actions, projects and priorities, which, in turn, directly advance actions in OSU's Strategic Plan 4.0.

For these reasons, division leaders determined in 2019 that the DFA does not require a stand-alone strategic plan. The previous DFA Strategic Plan for FY2017-19 (PDF) and its six initiatives were retired in 2019.

The DFA's five strategic priorities are listed below together with the Key Performance Indicators from which they emerge, and the SP4.0 actions they advance. 

Five DFA priorities advance Strategic Plan 4.0 actions 

Implement DFA Framework for Success

  • Communicate a vision and guiding principles to DFA employees
  • Establish division-wide key performance indicators
  • Establish and track metrics that measure areas of focus
    Driven by KPIs and Key Activities 
    • Operational Excellence KPI: Create innovative systems and procedures that support stakeholder success and achieve competitive advantage for the university
    • Risk KPI: Manage compliance, health & safety, financial and reputational risk
    • People KPI: Promote and evaluate employee achievement
     
    Advances OSU SP4.0 Actions 
    • Strengthen alignment within the university among our branding, marketing, communications and public affairs efforts
    • Continue attracting and supporting a diverse, world-class faculty
    • Integrate inclusive excellence principles and practices into all aspects of the university
    • Integrate and simplify technology systems, data practices and policies to increase our organizational agility
    • Clarify vision, communications and governance guiding our physical and digital footprint
    • Strengthen our support system for innovation and entrepreneurship

    Advance diversity and inclusion

    • Increase knowledge about diversity, inclusion and social justice among DFA employees
    • Increase diversity in applicant pools, hiring and retention efforts
    Driven by KPIs and Key Activities 
    • Operational Excellence KPI: Create innovative systems and procedures that support stakeholder success and achieve competitive advantage for the university
    • Safety KPI: Seek to provide safety and well-being of our community
    • People KPI: Promote and evaluate employee achievement
    • Financial Sustainability KPI: Manage university resources for the maximum benefit of stakeholders

     

    Advances OSU SP4.0 Actions 
    • Continue attracting and supporting a diverse, world-class faculty
    • Increase experiential learning opportunities and ensure access
    • Integrate inclusive excellence principles and practices into all aspects of the university

    Support university-wide budget and workforce planning

    • Implement a Talent Management System (establish a task force and develop a strategic plan, including technology platform and professional development program)
    • Update and refine 10 year business forecast assumptions
    • Standardize budget development process across university departments and operationalize management of the budget model
    • Build an academic and administrative cost assessment program
    Driven by KPIs and Key Activities 
    • Operational Excellence KPI: Create innovative systems and procedures that support stakeholder success and achieve competitive advantage for the university
    • People KPI: Promote and evaluate employee achievement
    • Financial Sustainability KPI: Manage university resources for the maximum benefit of stakeholders
    • Risk KPI: Manage compliance, health & safety, financial and reputational risk

     

    Advances OSU SP4.0 Actions 
    • Implement a comprehensive talent management system
    • Integrate and simplify technology systems, data practices and policies to increase our organizational agility
    • Strengthen our support system for innovation and entrepreneurship
    • Integrate inclusive excellence principles and practices into all aspects of the university
    • Substantially improve our physical and administrative research infrastructure
    • Continue attracting and supporting a diverse, world-class faculty
    • Clarify vision, communications and governance guiding our physical and digital footprint

    Create more efficient policies and processes

    • Implement the Beaver Works business operations project goals
    • Implement sustainability goals
    • Implement Fiscal Policy Committee goals
    • Implement IT governance goals and website updates
    • Implement Capital Planning review recommendations and improve the capital project delivery process
    • Implement broad use of risk assessment and mitigation tools
    • Explore opportunities for public-private partnerships to mitigate risk and increase revenue
    • Consolidate the Controller's office structure and delivery of business operations
    • Implement a consolidated HR service center, supported by a ticketing system, streamlined processes developed with stakeholders
    Driven by KPIs and Key Activities 
    • Operational Excellence KPI: Create innovative systems and procedures that support stakeholder success and achieve competitive advantage for the university
    • Risk KPI: Manage compliance, health & safety, financial and reputational risk
    • Financial Sustainability KPI: Manage university resources for the maximum benefit of stakeholders
    • People KPI: Promote and evaluate employee achievement
    • Infrastructure KPI: build and maintain mission-appropriate infrastructure
    • Safety KPI: Seek to provide safety and well-being of our community

     

    Advances OSU SP4.0 Actions 
    • Integrate and simplify technology systems, data practices and policies to increase our organizational agility
    • Strengthen alignment within the university among our branding, marketing, communications and public affairs efforts
    • Clarify vision, communications and governance guiding our physical and digital footprint
    • Strengthen our support system for innovation and entrepreneurship
    • Integrate inclusive excellence principles and practices into all aspects of the university
    • Substantially improve our physical and administrative research infrastructure
    • Retool the OSU experience for the 21st-century learner
    • Continue attracting and supporting a diverse, world-class faculty
    • Reduce our carbon footprint

    PREPARE FOR Safety, hazardS and business continuity 

    • Implement recommendations from public safety review and from current public safety advisory committee
    • Implement risk mitigation activities identified for all-hazard and business continuity planning
    • Implement risk mitigation activities identified for improving research infrastructure
    • Implement risk mitigation activities identified for improving workplace safety
    Driven by KPIs and Key Activities 
    • Safety KPI: Seek to provide safety and well-being of our community
    • Operational Excellence KPI: Create innovative systems and procedures that support stakeholder success and achieve competitive advantage for the university
    • Risk KPI: Manage compliance, health & safety, financial and reputational risk

     

    Advances OSU SP4.0 Actions 
    • Continue attracting and supporting a diverse, world-class faculty
    • Integrate inclusive excellence principles and practices into all aspects of the university
    • Integrate and simplify technology systems, data practices and policies to increase our organizational agility
    • Substantially improve our physical and administrative research infrastructure