Strategic priorities informed by DFA Framework for Success 

The Division of Finance and Administration’s strategic initiatives arise from the DFA Framework for Success key performance indicators and key activities, together with OSU’s broader context. The division's priorities, projects and actions are intended to advance OSU’s strategic goals.

DFA senior leaders defined the Division of Finance and Administration’s strategic priorities for fiscal years 2022 through 2026, which will guide the division’s investments, projects and actions. They considered anticipated funding levels, the near-term needs of the university community and other factors to establish these priorities. They serve as a guide that helps everyone in the division best focus our limited resources, and they help make sure our outcomes align with the DFA guiding principles and OSU’s strategic plan 4.0. The four priorities in focus for fiscal year (FY) 2023-2026 are:  

  • Advance a safe and inclusive environment 
  • Modernize administrative processes 
  • Modernize academic and research infrastructure 
  • Be an Oregon employer of choice (by improving recruitment and expanding a welcoming and supportive workplace culture) 

This short list of major priorities helps units across the Division of Finance and Administration focus limited resources on projects and actions that are most important to OSU stakeholders. These four priorities also encompass the elements of the division’s new diversity, equity and inclusion action plan, described in more detail at the DFA Inclusive Excellence website.

 

Strategic Priorities for Fiscal Year 2023

These are mainly multi-year projects and initiatives that begin or continue in FY23 and will carry into future years.
They encompass the division's DEI action plan.

  • Identify diversity, equity and inclusion goals for all DFA leaders and teams 
  • Increase utilization of minority-owned, women-owned and emerging small business (MWESB) vendors
  • Enhance the background check process  
  • Establish a community engagement plan for the Department of Public Safety 
  • Implement new building access control systems 
  • Develop sustainable model to improve and maintain accessible physical infrastructure
  • Implement recommendations from Workplace Safety Culture Task Force
  • Review policies and procedures to be reduce structural barriers to access

  • Continue support for financial management practices, including advancing the University Financial Management project 
  • Automate and streamline non-student billings and receivables accounting processes 
  • Assess a transition to a “blended OPE” model for budgeting to streamline cost calculations 
  • Conduct journey-mapping and process refinement to support OSU’s Administrative Modernization Program 
  • Improve visibility of financial data to improve decision-making
  • Continue collaboration with Research Office to streamline administrative and business processes in support of researchers
  • Mitigate risk by improving support for multi-year university-wide initiatives 
  • Revise budget model following FY22 review 
  • Support assessment of potential tuition model changes through University Budget Committee 

  • Improve and enhance recruiting, onboarding and training initiatives via the HR Service Delivery Platform.
  • Develop a division-wide employee recognition program that incentivizes and celebrates employee contributions 
  • Implement Talent Management Initiatives to support employees and supervisors including new supervisor orientation, performance management, managerial competency framework, CORE supervisor system redesign, and learning management system
  • Partner with a university committee to develop a range of flexible work arrangements and pilot programs 
  • Expand recruitment guidance and support for search committees
  • Improve unit onboarding and training to better foster a welcoming and inclusive climate 
  • Implement accessibility recommendations from ADA31 Task Force
  • Advance the Path to Carbon Neutrality and Sustainable Transportation Strategy (links to PDF)

  • Utilize information systems like GIS and data visualization to develop new decision-making and communication tools
  • Continue improvements around laboratory safety 
  • Develop and implement the Ten-Year Capital Forecast and minor project renovation schedule on an annual basis and in alignment with the Corvallis Campus Vision 
  • Implement insurance and risk management processes related to Ship Operations charter guidelines