Objectives and Key Performance Indicators

Pursuit of broad priorities and success of critical actions depend on measurement of specific objectives as indicated by key performance indicators. Performance indicators provide a mechanism for measuring progress and ensuring OSU Agriculture’s initiatives and priorities are effectively implemented and achieved. Accordingly, the following sub-goals emerge that support each of the priorities and critical actions. 

---

Ferguson College of Agriculture

1. Undergraduate Enrollment: 3,500 by Fall 2030. Target 2% annual growth in the largest majors (ANSI and AGBU) and 4% in the other smaller enrollment majors.
2. Graduate Enrollment: 450 by Fall 2030.
3. Undergraduate: 75% six-year graduation rate by 2030. 
4. Undergraduate placement rate (percent of graduating students with jobs or accepted into graduate/professional school) at graduation: 95% by 2030.
5. Create new curriculum in emerging areas aligning with OSU Agriculture’s priority areas, including certificate and micro-credentials, as well as expanding hybrid and online delivery methods and platforms to address the continuing educational needs of the agricultural and natural resource workforce.  

Increasing enrollment supports the priority of delivering transformative educational experiences by attracting more students to benefit from innovative curricula and experiential learning opportunities. High graduation and placement rates ensure students are well-prepared for real-world challenges, aligning to produce career-ready graduates. Creating new curricula in emerging areas correlates with the priority of investing in fundamental and emerging areas of science and technology, ensuring students are equipped with relevant knowledge and skills. 

 

OSU Ag Research

1. Invest in resources to support and enhance grant opportunities for faculty.
2. Increase sponsored research expenditures to $30 million per year by 2030. 
3. Increase total research expenditures to $65 million by 2030.
4. Publish more than 800 peer-reviewed journal articles in reputable journals annually by 2030.
5. Increase the number of active OSU Agriculture faculty listed in the top 2% of scientists in their respective fields from 10 to 15 by 2030.¹⁶
6. Enhance honorifics by providing training to new faculty on career trajectories and nominating faculty for national recognition (e.g., American Association for the Advancement of ScienceFellows and other national society awards). Nominate 10 faculty for AAAS Fellows from OSU Agriculture by 2030.
7. Start a program to provide training to faculty, staff and students on science communication by 2030. 

Increasing sponsored research and total research expenditures supports the initiative to invest in science and technology, enabling more groundbreaking research and innovation. Publishing in reputable journals and increasing citations enhance the visibility and impact of OSU Agriculture’s research, aligning to increase research output and impact. It also makes the institution a key prospect for potential partners. Enhancing honorifics and providing training for faculty supports the initiative to invest in human capital, ensuring that faculty are recognized, rewarded and equipped to lead in their fields. 

 

OSU Extension

1. Increase sponsored Extension grants and contracts to $10 million by 2030.
2. Increase revenue from certifications, conferences and Extension programming activities to $5 million by 2030.
3. Increase 4-H enrollment to 14,000 by Fall 2030.
4. Increase responsiveness to Extension stakeholders while developing and deepening relationships.
5. Agriculture and Natural Resource programs conduct meetings with a cumulative attendance of at least 65,000 attendees annually by 2030.
6. ANR educators provide at least 115,000 consultations annually by 2030.
7. Community and Economic Development programs conduct meetings with at least 25,000 attendees annually by 2030.
8. CED educators provide at least 16,000 consultations annually by 2030.
9. Engage with the public through digital platforms (including web, AI, social, apps, video and podcasts) at least 3 million times annually by 2030. 

Increasing sponsored OSU Extension grants and revenue from programming activities supports the priority of expanding OSU Agriculture’s resource base, ensuring sustainable funding for Extension services and programs. Growing 4-H enrollment and improving responsiveness to stakeholders aligns with the goal of delivering transformative educational experiences and expanding opportunities for youth and communities. Conducting meetings and consultations ensures OSU Extension is actively engaging with and supporting the agricultural community, aligning with the priority of increasing Extension output and impact. 

 

Cross-Cutting Indicators

1. Create at least 5 new endowed chairs by 2030.
2. Achieve an annual faculty turnover rate of less than 5% by 2030.¹⁷
3. Achieve an annual staff turnover rate of less than 10% by 2030.
4. Have at least eight faculty, staff or administrators annually serve in national and international leadership roles with government, industry or academic societies by 2030.
5. Create programs to reward and incentivize faculty and staff for high productivity by 2030.
6. Conduct a sludge audit to identify unnecessary or inefficient processes and practices in OSU Agriculture by 2030.