This Strategic Plan is an internal working document of OSU Institute of Technology. It has been designed to incorporate those goals, initiatives, & strategies that will most effectively assist the university in fulfilling its mission.
OSUIT 2023-2028 Strategic Plan
Download a printable version of the 2023-2028 strategic plan for OSU Institute of Technology.
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Download a printable version of the 2023-2028 strategic plan for OSU Institute of Technology.
Viewing this document requires Adobe Reader.
The 2023-2028 Strategic Plan is intended to be a roadmap for achieving the institutional
mission statement over the next five years.
The Strategic Plan is integrated into the institutional decision-making process. Administrative
responsibility has been assigned to each area of the Plan to assure accountability
for reporting and implementation. The budgeting process of the institution will be
influenced by the priorities of the Strategic Plan.
The Plan will be reviewed on an annual basis and adjustments to the Plan made as needed
to reflect changing priorities based upon environmental scanning and institutional
self-evaluation.
2023-2028 Strategic Plan
Goal A - Enhance Institutional Image
OSUIT is committed to maintaining its reputation as the lead institution of higher education in Oklahoma and the region providing comprehensive, high-quality, advancing technology programs and services.
- Strategy a - Fostering active advisory committees and strengthening industry partnerships
- Strategy b - Engaging in stronger communications to help create an effective and efficient OSU system
- Strategy c - Improving alumni and donor support through consistent outreach
- Strategy d - Enhancing relations with the community and other educational institutions and entities
- Strategy e - Strengthening internal stakeholder connections
- Strategy a - Advancing OSUIT’s reputation through brand management, publication, and public relations
- Strategy b - Delivering an effective enrollment marketing and communications campaign
- Strategy c - Providing skills-based instruction through multiple modalities by leveraging hands-on, extended reality (XR) and other technologies
- Strategy d - Fostering an inclusive and equitable environment to produce competitive graduates who are contributing members of a diverse society
- Strategy e - Pursuing opportunities for recognition through specialized accreditation and rankings
- Strategy a - Executing an integrated marketing and communications plan
- Strategy b - Engaging in marketing research and focus groups
- Strategy c - Developing comprehensive recruitment marketing approaches
- Strategy d - Implementing internal communications strategies supported by institutional policy
- Strategy e - Cultivating institutional pride among alumni, employees, and students
- Strategy a - Updating and enhancing the appearance and functionality of all facilities and grounds
- Strategy b - Upholding the standards of the Campus Master Plan
- Strategy c - Implementing the OSUIT Metaversity
- Strategy d - Enhancing the appeal and functionality of the institution’s digital presence
- Strategy e - Redesigning the OSUIT website
Goal B - Enrich Services for Students
OSUIT is committed to providing services to prepare and sustain a diverse student body.
- Strategy a - Promoting greater student connectivity to the institution
- Strategy b - Improving student registration, enrollment, and onboarding processes through a collaborative effort among student services, academic affairs, and fiscal services representatives
- Strategy c - Defining “student success” for OSUIT, both programmatically and in relation to the attributes of the ideal graduate for Oklahoma State University
- Strategy d - Creating graduates who exhibit professional preparedness, engaged citizenship, ethical leadership, and personal responsibility
- Strategy a - Increasing OSUIT’s outreach to, and celebration of, its veterans and active-duty military personnel
- Strategy b - Improving processes to translate military service and training to prior learning credit
- Strategy c - Tracking potential funding sources and creating processes for identifying and awarding eligible veterans (e.g., Oklahoma National Guard Education Assistance Revolving Fund)
- Strategy d - Expanding and promoting peer tutoring
- Strategy a - Utilizing institutional data and student survey results in the decision-making process
- Strategy b - Diversifying the profile of the student body
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- Strategy c - Expanding recruitment into new student markets
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- Strategy a - Creating programming and services that are socially and culturally relevant
- Strategy b - Developing and offering diversity, equity, and inclusion training and experiences
- Strategy c - Promoting service learning across campus and within the community
- Strategy d - Representing a diverse student body in institutional materials
- Strategy a - Promoting health and wellness resources
- Strategy b - Increasing access to community resources through strategic alliances
- Strategy c - Expanding student life programming
Goal C – Expand High-Quality Education
OSUIT is committed to providing comprehensive, high-quality, advancing technology programs.
- Strategy a - Increasing cross-disciplinary collaboration across OSUIT programs and within the OSU System
- Strategy b - Expanding student access to programs, services, and workforce training
- Strategy c - Increasing concurrent enrollment through marketing, outreach, and targeted support
- Strategy d - Designing stackable, portable OSRHE-recognized credentials (e.g., digital badges, micro-credentials, certificates, degree programs)
- Strategy e - Investigating opportunities to develop new educational offerings to meet emergent industry needs (e.g., workforce training, for-credit offerings, alternative locations)
- Strategy a - Developing and implementing operational definitions to inform data-driven decision-making processes
- Strategy b - Utilizing data to inform processes (e.g., advising) and improve student outcomes (e.g., retention, completion, graduation, and employment rates)
- Strategy c - Informing instructional quality by utilizing institutional data sets and analytic tools
- Strategy d - Expanding the use of dashboards and visualization tools (e.g., Tableau, SAS) to support the analysis and interpretation of institutional data
- Strategy e - Assessing program viability and opportunities for growth through an ongoing, systematic program review process
- Strategy a - Strengthening academic advisement processes and practices (e.g., scheduling, corequisite remediation, transfer credit, PLA)
- Strategy b - Ensuring consistency in educational quality and learning goals across all modes of delivery
- Strategy c - Expanding and promoting the utilization of academic support services (e.g., tutoring, academic accommodations, library services, adult basic education)
- Strategy d - Enhancing processes to support the success of transfer-in, transfer-out, and reverse-transfer students
- Strategy e - Improving student outcomes through the effective use of retention tools (e.g., Dropout Detective, Canvas Analytics) and implementation of student-focused activities
- Strategy a - Monitoring and facilitating accessibility for all learners
- Strategy b - Promoting inclusive pedagogy and andragogy (e.g., content, instruction, assessment)
- Strategy c - Optimizing physical and virtual spaces to increase the availability and use of model teaching and learning environments
- Strategy d - Integrating current and emerging technologies to support, enhance, and inform student learning (e.g., AI, zSpace)
- Strategy e - Augmenting instructional design services to support student and faculty success across all programs and modalities
- Strategy a - Investing in learning opportunities to enhance professional growth
- Strategy b - Exploring industry credentialing and certifications to expand skill sets
- Strategy c - Utilizing embedded practices (e.g., action research) to improve efficiencies, effectiveness, and expertise
- Strategy d - Engaging in ongoing dialogue, planning, and evaluation of discipline-specific and sound educational practices
Goal D – Integrate Innovative Technologies
OSUIT is committed to advancing technology in the delivery of programs and services to prepare and sustain our students as competitive members of a world-class workforce and contributing members of society.
- Strategy a - Remaining current with technology trends
- Strategy b - Utilizing technology to mitigate the loss of resources
- Strategy c - Creating a culture of ensuring the security of infrastructure and data
- Strategy d - Utilizing technology to improve productivity, communications, and processes (e.g., data systems, website)
- Strategy a - Developing specific promotions which highlight the university’s use of XR
- Strategy b - Expanding OSUIT’s virtual training library
- Strategy c - Identifying external funding sources to support integration
- Strategy d - Implementing efficient XR content management strategies
- Strategy e - Piloting the use of XR content in non-credit and credit offerings
- Strategy a - Identifying funding and investing in technology that meets varied needs
- Strategy b - Identifying performance measures to evaluate the use and effectiveness of technology
- Strategy c - Enhancing admissions and enrollment processes
- Strategy d - Improving online support services and processes
- Strategy e - Leveraging technology for marketing and recruiting
- Strategy a - Exploring collaborative opportunities with external stakeholders
- Strategy b - Examining opportunities to update and augment legacy systems
- Strategy c - Increasing use of the cloud for application delivery
Goal E – Advance Institutional Resources
OSUIT is committed to advancing our mission to serve as the lead institution of higher education in Oklahoma and the region through efficient operations and in support of all employees.
- Strategy a - Ensuring effective debt management and appropriate reserves
- Strategy b - Administering risk management initiatives that reduce the university’s overall liability exposure
- Strategy c - Utilizing in-house consulting and planning expertise, when appropriate, to minimize the cost of external consultants
- Strategy d - Monitoring university charges to ensure continued operations at a quality level
- Strategy e - Maximizing returns on resources
- Strategy a - Developing strategies to achieve OSRHE goals through the efficient use of the funding formula
- Strategy b - Increasing institutional capacity through grants, external funding, and partnerships
- Strategy c - Working with the OSU Foundation to grow funding and resources
- Strategy d - Attracting new customers to auxiliary services (e.g., residential life, student union services)
- Strategy e - Researching the feasibility of constructing physical and virtual environments to attract external stakeholders
- Strategy a - Expanding professional development programs that begin at the time of employment
- Strategy b - Utilizing a performance appraisal system for employees to include evaluation, improvement plans, and market-based compensation
- Strategy c - Providing Title IX and other training to mitigate risk and ensure compliance with state and federal regulations
- Strategy a - Identifying areas for increasing efficiencies and effectiveness
- Strategy b - Promoting the use of analytics and data-driven decision-making across the institution
- Strategy c - Improving internal controls
- Strategy d - Promoting energy conservation practices by all employees as part of an institution-wide energy management system
- Strategy e - Maximizing the utilization of campus facilities
- Strategy a - Supporting and implementing institution-wide collaboration
- Strategy b - Enhancing institutional safety and emergency management
- Strategy c - Expanding and promoting services offered to employees
- Strategy d - Encouraging a culture of continuous improvement
- Strategy e - Implementing employee recruitment and retention strategies that promote diversity, equity, and inclusion