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, informed by OSU’s broader context. The division's priorities, projects and actions support the advancement of OSU’s strategic goals.

In early 2024, OSU leaders validated the division’s four main strategic priorities as critical to achieving the university’s goals. They guide the division’s investments, projects and actions, and they help make sure the division’s outcomes align with the DFA guiding principles and OSU’s strategic plan.

The DFA’s four main strategic priorities are to:  

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

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. 

 

Learn more about DFA's alignment with PWS goals

 

Strategic Priorities for Fiscal Year 2025

These are mainly multi-year initiatives that begin or continue in FY25 and will carry into future years. They encompass the division's DEI action plan. University Human Resources initiatives are presented together with Division of Finance and Administration unit plans for a more holistic perspective.

Advance a Safe and Inclusive Environment

  • Strengthen workplace safety culture by working with OSU stakeholders, including through a structure of distributed safety oversight committees and reporting (EH&S)
  • Update capabilities for accounting of students and staff during or after disruptive events (Public Safety)
  • Establish holistic safety practices through establishment of dispersed safety committees and functions (Public Safety, EH&S, UFIO, DFA IT, Insurance & Risk)
  • Modernize campus-wide access control, camera, and alarm systems to strengthen safety of the Corvallis campus (Public Safety, UFIO, DFA IT)
  • Inventory and assess needed structures to minimize risk associated with organized events on the Corvallis campus (Public Safety, EH&S, Insurance & Risk, UFIO, Procurement & Contracts, DFA IT)
  • Advance community relations through transparent communication (Public Safety)  
  • Improve the practice of campus public safety by achieving accreditation and implementing community input (Public Safety)
  • Continue expansion of financial literacy programs for students (Controller)
  • Explore options to increase utilization of MWESB contractors for OSU projects (Procurement & Contracts, Insurance & Risk, UFIO)
  • Refine evaluative tools, guiding principles and expert advice regarding implementation of merit-based increases (Human Resources)
  • Provide guidance on workforce and succession planning (Human Resources)
  • Build community and enhance belonging among employees in the organization (Human Resources)

Modernize Administrative Processes

  • Administrative Modernization Program - Continue evaluation of blended personnel expense (OPE) for budget planning (Budget & Resource Planning, Controller)
  • Evaluate effectiveness of out-of-cycle budget (allocation) process and effectiveness of reserve usage (Budget & Resource Planning)
  • Plan, configure, train, and implement Adaptive Planning as budget software (Budget & Resource Planning, Controller)
  • Administrative Modernization Program: Adopt Best Practice Work Flows provided by Workday Finance (Controller)
  • Enhance Concur User Experience (Controller)
  • Continue collaboration with Research Office to improve grant administration (Controller)
  • Continue to mature EPPMO capabilities (EPPMO)
  • Define and deliver enterprise projects successfully while we continue to mature key enterprise project portfolio management components (EPPMO)
  • Increase university awareness of project portfolio management value and services (EPPMO)
  • Leverage and optimize use of the project portfolio management tool (EPPMO)
  • Bring OSU's Project Management & Business Analysis Community of Practice to the next level (EPPMO)
  • Administrative Modernization Program: Continue evaluating position management processes (Human Resources)
  • Improve and enhance recruiting, onboarding and training initiatives (Human Resources)
  • Participate in planning and implementation process of new ERP system (Human Resources)
  • Offer department support on utilizing ServiceNow platform for unit onboarding (Human Resources)
  • Enhance safety knowledge and responsibilities as part of New Employee Orientations (Human Resources)
  • Finalize ELR case management processes system for highly sensitive matters (Human Resources)
  • Mitigate risks by implementing EH&S SciShield Information Management System module: Biosafety Management (EH&S)
  • Modernize Space Management system and processes to optimize space utilization across OSU and to improve F&A rate process (UFIO, Controller)
  • Improve and implement construction management system processes and functionality for internal and external stakeholders (UFIO)
  • Continue to implement Sustainable Transportation Strategy actions (UFIO)
  • Transition to administration of volunteer management services (Human Resources)
  • Develop and monitor key performance metrics as part of the DFA's Framework for Success program (VPFA Office)
  • Explore opportunities for developing AI uses in services and operations  in alignment with OSU's institutional strategies (VPFA Office)

Be an Oregon Employer of Choice

  • Evaluate change to pay frequency for employees (Controller, Human Resources)
  • Continue to improve and enhance recruiting, onboarding and training initiatives via the Human Resources Services Delivery platform (Human Resources)
  • Improve employee experience through enhanced recruiting, onboarding and training initiatives (Human Resources)
  • Evaluate the effectiveness and improve the Managerial Competency Framework (Human Resources)
  • Communicate OSU's competitive advantage that makes us an employer of choice (Human Resources)
  • Continue to increase supervisor and employee training opportunities (Human Resources)
  • Provide advisement on career progression opportunities (Human Resources)
  • Enhance internal career advancement pathways for OSU employees (Human Resources)
  • Continue to develop positions with competitive wages for professional faculty (Human Resources)
  • Update UHR website as it is the initial point of contact with prospective employees (Human Resources)
  • Evaluate recruitment and retention pay mechanisms for all employees (Human Resources)
  • Continue to advance OSU’s Path to Carbon Neutrality actions (UFIO)
  • Oversee implementation of DEIB Advancement Committee's approved recommendations (VPFA Office)

Modernize Academic, Research, and Engagement Infrastructure

  • Continue to support development of an innovation district at the OSU-Cascades campus (VPFA Office, UFIO)
  • Promote understanding of OSU investments in capital improvement and infrastructure (VPFA Office, UFIO)