Tactic 1: Hire 150 net new faculty in areas consistent with our Strategic Plan through a new annual investment of $35 million recurring, phased in over seven years. Invest an additional $10-15 million per year, over seven years, in start-up packages providing industry-standard funding for necessary research tools for faculty success.
Tactic 2: Expand Ph.D. programs to the level of aspirational peer institutions by investing an additional $6 million recurring, phased in over seven years, and create incentives for research faculty to secure additional external funding.
Tactic 3: Ensuring staffing levels are appropriately proportioned to the increase in the faculty and student needs.
Tactic 4: On a quarterly basis track progress toward becoming a top public university using Association of American Universities-quality benchmarks. Additional details provided below in Pillar 4.
Tactic 1: Establish a best-in-class recruiting program, including concierge-like services and a spousal/partner accommodation program.
Tactic 2: Streamline and accelerate hiring practices for new faculty and staff to be competitive with the market.
Tactic 3: Hire top-tier talent in strategic areas by channeling new investments through an internally competitive process.
Tactic 4: Develop measures to ensure outstanding faculty hires, using a faculty committee to provide feedback toward standards of excellence.
Tactic 5: Honor the value of tenure while increasing flexibility to hire teaching-intensive faculty as we grow research and expand professional and online programs.
Tactic 1: Provide best-in-class professional development for our faculty through OU’s Center for Faculty Excellence.
Tactic 2: Establish an Associate Provost for Inclusive Faculty Excellence position with responsibility related to faculty development, teaching and learning, curriculum development and review, and new faculty orientation.
Tactic 3: Establish college-specific teaching plans, benchmarked to research and teaching goals, tailored to the performance and capabilities of each faculty member.
Tactic 4: Forge new standards of performance evaluation for faculty and staff to ensure consistency and rigor, in alignment with the Strategic Plan.
Tactic 5: Implement compensation plans that meaningfully reward excellence and provide salary increases for performing faculty and staff.
Tactic 6: Enhance professional development and career opportunities for staff.
Tactic 7: Reduce the administrative burden and increase the effectiveness and efficiency of post-tenure review to ensure a high level of productivity for all tenured faculty members.
Tactic 8: Provide robust professional development and training of supervisors and administrators and conduct yearly evaluations of administrators and administrative offices.
Tactic 9: Identify, understand, and address retention issues.
Tactic 10: Ensure that there are mechanisms to address faculty and staff who are not meeting expectations consistent with the Strategic Plan.
Tactic 1: Develop a targeted university-wide marketing plan and brand identity that reflects OU’s distinct value. Eliminate inconsistent, confusing, and poorly constructed branding within the University.
Tactic 2: Recognize the value of the OU Athletics brand for the entire institution and purposefully capitalize on the enthusiasm and affinity for OU Athletics to benefit the broader institution.
Tactic 3: Achieve and continually track earned media and other relevant key performance indicators benchmarked against public Association of American Universities standards.
Tactic 4: Develop a best-in-class social media presence and institutional identity benchmarked against public Association of American Universities standards.