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 2023 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. 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 diversity, equity and inclusion action plan, described in more detail at the DFA Inclusive Excellence website.

The current year's priorities and projects are listed below. 

Strategic Priorities for Fiscal Year 2024

These are mainly multi-year projects and initiatives that begin or continue in FY24 and will carry into future years.
They encompass the division's DEI action plan.

  • Establish a Public Safety community engagement plan and implement the Committee for Transparent and Accountable Policing and Public Safety
  • Evaluate and improve OSU’s emergency notification system and processes
  • Implement recommendations of Workplace Safety Culture Task Force (FY23-FY26)
    • Restructure University Health & Safety Committee and establish College Safety Advisory Committee structure to facilitate, support and direct safety culture
    • Partner with Research Office to lead an evaluation of risks associated with field research and develop recommendations to enhance field safety
  • Expand focus on workplace safety by increasing communication (including development of new Dean’s Safety Reports and updated Campus Safety
  • Continue implementing ADA31 Task Force recommendations and continue development of accessible infrastructure, such as streets and sidewalks
  • Increase utilization of MWESB (minority-owned, women-owned, small and emerging businesses) contractors through data analysis, outreach activities and potential insurance options
  • Continuing to work with provost’s committee to develop an employee pay equity strategy for OSU
  • Continue partnership with university offices to launch a student Financial Readiness & Success initiative to better assist students in their educational financial planning
  • Continue employee education related to advancing diversity, equity and inclusive excellence
  • Share resources for employees to form connection, build community and enhance belonging in the organization  
  • Launch a university-wide work group to update OSU’s camera policy

  • Continue to develop and monitor key performance metrics as part of the DFA’s Framework for Success program
  • As part of OSU’s Administrative Modernization Program:
    • Map and streamline business, financial, procurement and contracting processes and workflows with a focus on improving user experience
    • Begin to lay groundwork for position management processes by evaluating policies that support vacancy reporting and position number use
    • Continue evaluation of “blended OPE” approach for budgeting personnel-related expenses
  • Consider the potential use of artificial intelligence to increase efficiency of business processes
  • Establish policy for funding and maintaining critical infrastructure systems
  • Continue implementation of the Insurance and Risk Management Information System; develop a system to report on OSU’s total cost of risk; refine property maintenance schedules
  • Implement EH&S Information Management System modules: Equipment Management, Lab Coat Integration, Radioactive Materials Management
  • Continue implementation of OSU space management system and enhance space survey program to inform OSU’s federal F&A rate process
  • Update OSU’s International Travel Policy
  • Provide IT frameworks across the division for best-practice approaches to managing administrative systems, including project management approaches and supportive training programs
  • Evaluate internal and external requirements to create a more robust Department of Public Safety training program
  • Continue evaluation of OSU’s budget model and implement recommendations, including process changes for more clarity and efficiency
  • Mature EPPMO capabilities in service to OSU’s strategic plan, including developing change management support
  • Improve UFIO data tracking and reporting systems, and enhance multi-platform campus notification systems
  • Establish policy and funding stream for critical and orphaned infrastructure systems
  • Improve and enhance recruiting, onboarding and training initiatives, refine a university-wide job advertising approach including process training.   

  • Enhance and expand division-wide and unit-level employee award recognition programs to incentivize employees and acknowledge good work
  • Continue to advance the division’s Inclusive Excellence DEI Action Plan
  • Continue implementation of OSU’s Path to Carbon Neutrality and Sustainable Transportation Strategy
  • Evaluate pay frequency for hourly employees
  • Continue to develop positions with competitive wages and career advancement pathways
  • Increase supervisor and employee training opportunities 
  • Continue to assess OSU’s policy, payroll and insurance needs related to flexible work arrangements in states outside Oregon
  • Address insurance needs related to employing people outside the State of Oregon
  • Continue efforts to create a seamless online employee work experience using the Human Resources Service Delivery system
  • Improve and enhance recruiting, onboarding and training initiatives to improve the employee experience
  • Continue to refine and update flexible work arrangement offerings and support for employing units.
  • Increase supervisor and employee training opportunities and advise units on career progression pathways
  • Evaluate resourcing of Procurement, Contracts and Materials Management to better address current and future workload

  • Continue OSU’s investments to fund capital infrastructure renewal to ensure OSU’s financial health
  • Continue implementation of Environmental Health & Safety management software platform
  • Continue collaboration with Research Office to improve grant administration
  • Develop tools to support data-informed decision making and community awareness, including leveraging GIS and Tableau software
  • Incorporate elements of the Corvallis Campus Vision at beginning of stages of capital projects planning
  • Evaluate and enhance Purchasing, Contracts and Materials Management communication channels with clients and vendors
  • Support development of an innovation district at the OSU-Cascades campus
  • As part of the university budgeting process, update course fee guidelines and processes