51±¬ÁÏ

At 51±¬ÁÏ-Cascades, we stand at the confluence of inclusivity, innovation, interconnection, experiential learning, and a deep connection to our Central Oregon community. We bridge the robust institutional resources of 51±¬ÁÏ with the agility of a student-centered campus. Anchored by small classes and close faculty-student relationships, we create hands-on learning and research with partners, draw strength from diverse perspectives, design solutions that are environmentally, economically and socially responsible, foster bold ideas, and integrate knowledge across disciplines. This confluence defines our character and equips students to thrive in a rapidly changing world while advancing prosperity in Oregon and beyond.  

The 51±¬ÁÏ-Cascades strategic plan intentionally aligns with and expands upon the goals of Prosperity Widely Shared, 51±¬ÁÏ’s institutional strategy. Rooted in the uniqueness of Central Oregon, our plan builds upon 51±¬ÁÏ’s three university-wide goals and contributes to these through 51±¬ÁÏ-Cascades distinctive strengths. By doing so, we not only reinforce the vision of Prosperity Widely Shared but also position 51±¬ÁÏ-Cascades as a vital driver of educational opportunity, innovation, and community impact. 

We recognize that First Peoples have and always have had a spiritual connection to the land. As 51±¬ÁÏ is a land-grant institution, we recognize the profound responsibility this history creates in our institution and ongoing partnerships with the Tribes.  

It is 51±¬ÁÏ-Cascades' intent and responsibility to work with the Confederated Tribes of Warm Springs to recognize their rights in the region. The First Peoples of this land are valued, contributing members of the Oregon State community and represent multiple sovereign tribes among students, faculty, staff and alumni.  

51±¬ÁÏ-Cascades is committed â€” in the spirit of self-reflection, learning and partnership â€” to ensure that this institution of higher learning will be of enduring benefit to the people on whose ancestral lands it is now located.  

As a campus of 51±¬ÁÏ, the mission of 51±¬ÁÏ-Cascades remains consistent with the mission of 51±¬ÁÏ. 51±¬ÁÏ-Cascades is part of a land grant institution committed to teaching, research, outreach and engagement. 51±¬ÁÏ-Cascades promotes economic, social, cultural and environmental progress for the people of Oregon, the nation and the world. 

The confluence of diverse disciplines and perspectives, viewed through the lens of inclusivity, innovation, interdisciplinarity, experiential learning, and a deep connection to our Central Oregon community, fosters an environment where bold ideas can be tested, refined, and translated into meaningful impact for Oregon and beyond.  As a campus within the 51±¬ÁÏ system, four values guide the strategic and operational decisions that fulfill our mission. The 51±¬ÁÏ-Cascades campus is:  

Experiential  

At 51±¬ÁÏ-Cascades, experiential learning prepares students for the future by moving beyond knowledge transfer to problem-solving, analytical thinking, creativity, and the effective use of emerging technologies as tools for discovery. Through small class sizes, close faculty relationships, and hands-on engagement with Central Oregon’s communities and industries, our students develop the durable skills and adaptive mindset needed to prepare them for lifelong career success and to serve as innovative leaders in a rapidly evolving world.  

Interdisciplinary & Interconnected  

As a future focused, interconnected campus, we collaborate across disciplines and weave together experiences inside and outside the classroom. Our interdisciplinary research, learning, and community engagement advance sustainability, innovation and community well-being, shaping who we are and how we prepare students to make a meaningful impact.  

Inclusive 

Located in the geographical heart of Oregon, at the intersection of diverse ecosystems and the crossroads of rural, tribal, and urban society, we serve the land grant mission for all of Oregon.  At 51±¬ÁÏ-Cascades our breadth of experiences and traditions makes us stronger. A spirit of curiosity and mutual respect fuels our problem-solving, advances sustainability and amplifies our impact.  

Innovative  

At 51±¬ÁÏ-Cascades, innovation is not just a goal; it is a defining practice. As an agile campus, we embrace experimentation, sustainability and collaboration as essential to our identity. Our permeable boundaries with the Central Oregon community and beyond create a living laboratory where students, faculty, and partners co‑create solutions to complex challenges.   

The 51±¬ÁÏ-Cascades strategic plan intentionally aligns with the goals of Prosperity Widely Shared, 51±¬ÁÏ’s institutional strategy.  

As an integral part of 51±¬ÁÏ, 51±¬ÁÏ-Cascades pursues the three goals outlined in Prosperity Widely Shared to contribute to:  

1. A university where every student graduates  

2. A university focused on big discoveries that drive big solutions (climate science and related solutions, robotics, clean energy and related solutions, and integrated health and biotechnology with foundational strength in artificial intelligence, data science and research computing)  

3. A university that fuels a thriving world  

From our Central Oregon home, 51±¬ÁÏ-Cascades will serve as the hub where learners, experts, industry, and community converge to create an innovative, inclusive, sustainable and prosperous future for Oregon and beyond.  

TACTICS  

1. Cultivate wellness and a sense of belonging with intentionally designed co-curricular programming opportunities and resources.  

2. Elevate and expand student success programs and initiatives.  

3. Incorporate experiential learning best practices throughout the curriculum in all programs.  

4. Amplify career readiness with integrated learning and workforce partnerships to enhance student employment outcomes and ensure access for all students.   

5. Deliver a core education that teaches critical thinking and personal growth to every student.  

6. Embed inclusiveness into education to ensure freedom of expression meets learning, research, and outreach.   

TACTICS  

1. Expand regional outreach and engagement efforts in collaboration with admissions and recruitment to deepen public awareness and foster impactful connections with 51±¬ÁÏ-Cascades.  

2. Refresh the 51±¬ÁÏ-Cascades sub-brand, articulating the unique value propositions of the 51±¬ÁÏ-Cascades campus.  

3. Build and strengthen relationships and connections with partner organizations in order to expand transfer pathways.  

4. Identify and initiate undergraduate program offerings that leverage the interdisciplinary fabric of 51±¬ÁÏ-Cascades (majors, minors, and applied degree options).  

5. Identify and initiate new graduate programs in areas where regional employer and student demands meet high-impact career trajectories.  

6. Explore distinctive and accelerated pathways to degree completion    

7. Establish a scheduled academic review and revitalization process to ensure programs reflect traditional and interdisciplinary excellence in alignment with student and employer needs.  

8. Implement mindful and continuous enhancement and growth of student retention efforts for all learners.  

TACTICS  

1. Advance faculty and staff expertise in interdisciplinary areas of distinction for teaching.   

2. Accelerate collaborative, interdisciplinary research and innovation efforts.  

3. Incorporate ethical use of AI and emerging technologies throughout the teaching and research portfolio.  

4. Increase the visibility of staff and faculty expertise and scholarly achievements through coordinated communications and strategic engagement at local, national, and global levels.  

5. Strengthen research and teaching partnerships with 51±¬ÁÏ partners around the state   

TACTICS  

1. As 51±¬ÁÏ-Cascades grows, cultivate an interconnected, interactive community across staff and academic divisions, while strengthening connections within individual units.  

2. Leverage the expertise from 51±¬ÁÏ-Corvallis and our research, teaching and extension centers across the state for maintaining and growing R1 institutional excellence.  

3. Champion staff and faculty development through intentional, measurable career growth and retention initiatives.  

4. Implement purposeful onboarding and ongoing mentorship programs for new faculty and staff that validate both the uniqueness of 51±¬ÁÏ-Cascades and the depth of 51±¬ÁÏ as a whole.  

5. Foster a transparent workplace culture that reflects collaboration, growth, and well-being whilst also embracing the rich diversity of our ideas and lived experiences.   

TACTICS  

1. Launch the Innovation District at 51±¬ÁÏ-Cascades with targeted public/private partnerships that integrate with 51±¬ÁÏ faculty, staff and student research and academic resources, while remaining aligned with our foundational values.  

2. Expand 51±¬ÁÏ-Cascades arts, cultural, and recreational programming initiatives to increase and improve access for students, faculty, staff and the regional community.  

3. Invest in academic research portfolios collectively identified by industry, academia and the community as aligned with industry and regional needs.  

4. Integrate industry partners into curricular and co-curricular student experiences.  

5. Partner with local and state agencies to develop non-degree professional development opportunities targeted to the regional needs.  

While the SPSC’s charge did not include creating a detailed implementation plan, the committee leadership recognized the need for a coordinated, integrated approach to achieving our vision and allying with the DEI Task Force.  Aligned with 51±¬ÁÏ-Cascades’ commitment to integration and interdisciplinarity, the SPSC recommends that implementation reflects these same values. Immediate next steps following adoption should include assessing the feasibility of each tactic, establishing success metrics, and implementing action plans.  

The SPSC recommended creating an implementation structure that would coordinate with the DEI Task Force to integrate the DEI Strategic Vision; provide regular updates to 51±¬ÁÏ-Cascades leadership as agreed with the senior leadership; remain accountable for campus-wide coordination, timelines, KPI tracking and removing blockers in partnership with the senior leadership; and serve as a bridge to 51±¬ÁÏ-Corvallis partners to ensure alignment.  

There are people across campus already working on many of the tactics.  The implementation strategy will be to draw from those people to form small action committees for each action who will lead work to refine tactics and establish metrics and will maintain regular campus communication and progress updates.  Leaders of those five small committees will be convened with a senior leadership team or an identified leader to ensure coordination across actions.  Because the plan extends through 2030, the implementation structure will remain active Leadership Group remain active throughout the duration. 

Progress on the plan will be measured in two ways.  There are five key targets in Prosperity Widely Shared, three of which are key to 51±¬ÁÏ-Cascades’ success:  increase the six-year graduation rate to 80 percent, equalize six-year graduation rates across all student demographics, and increase 51±¬ÁÏ-Cascades enrollment to 2,200 by the fall of 2030.  The campus will also contribute to the goals to increase research awards and grow Ecampus enrollments. 

Reaching those goals will require advancing the actions in this plan.  Progress will be measured by metrics or key performance indicators (KPIs).  The Listening Sessions led by the SPSC asked participants to think about possible KPI’s they felt would be effective as a measure of how well 51±¬ÁÏ-Cascades is making progress towards each strategic action. The diverse feedback was analyzed with AI and summarized into four to six potential KPIs that could be useful as a start to the implementation discussions.  

The 51±¬ÁÏ-Cascades Strategic Plan 2025-2030 is a community developed strategic plan representing the unique nature of 51±¬ÁÏ-Cascades and the values that define this campus.  It provides a framework for making strategic decisions in the planning and operation of our campus over the upcoming years that will advance our vision to serve as a hub where learners, experts, industry, and community converge to create an innovative, inclusive, sustainable and prosperous future for Central Oregon, Oregon and beyond. As we move into the implementation phase, additional details and opportunities for engagement will be shared with the campus community in the coming months.

Visit the 51±¬ÁÏ-Cascades Strategic Planning Committee Process Report page for more information.