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Strategic Plan































































Lead On, University

The Next Phase































Message from President Harroz

























For any institution to thrive, it must embrace change, anticipate challenges, and seize new opportunities with clarity and purpose. Progress demands a bold vision, a commitment to growth, and an unwavering pursuit of excellence.

At the University of Oklahoma, we refuse to stand still. As we reflect on our achievements and the ever-evolving landscape of higher education, we recognize the need to sharpen our focus, maximize our impact, and build on our momentum. That’s why we embarked on a refresh of our “Lead On, University” Strategic Plan – to position OU for even greater success and ensure we continue to change lives for generations to come.

What you are about to read is the product of that effort – a vision for what OU can and will be, built upon a foundation more than a century in the making. More than a roadmap, this renewed Plan is a declaration of who we are and who we aim to be.

It reaffirms our commitment to the highest levels of academic excellence, research innovation, student success, and service to our state and beyond. It strengthens our resolve to push boundaries, unlock our greatest potential, and lead with purpose.

What follows is a summary of our refined Pillars and Strategies that will guide us forward in this next phase – grounded in our values, shaped by our aspirations, and driven by the shared determination of the OU Family. Our refreshed Strategic Plan unites us as One University, bringing together our campuses in Norman, Oklahoma City, and Tulsa, as well as OU Online, to move forward as a collective force for progress.

Together, we will shape a future for our University and our state that knows no bounds, championing opportunity, fueling discovery, and changing lives like never before.

Thank you for being part of this journey. The future of OU has never been brighter.



Live On, University,

Joseph Harroz, Jr.

President

























































Our Purpose:
We Change Lives!














































Our Values:

Excellence

Opportunity and Success

Boldness

Freedom of Expression and Civility

Civic Commitment













































Pillar 1 
Lead as a Top-Tier Public Research University












Strategy 1: Achieve the highest standards of academic and research excellence, measured by Association of American Universities (AAU) peer benchmarks*.







Tactics:

Hire 300 new top-tier faculty who are leading researchers in their fields, objectively reflected in external funding, awards, and recognitions such as prestigious fellowships. Abandon “business as usual” methods of hiring to drive transformational institutional change by relentlessly and proactively recruiting the faculty who will elevate OU’s academic reputation.

Create a pervasive culture of excellence at AAU-level standards of performance across the institution. Establish and uphold measurable targets at the department, college, and University levels, while providing the resources, incentives, and mechanisms of accountability – from initial hiring practices to annual merit-based salary programs and post-tenure review – to achieve our institutional ambitions.

Recognize the centrality of graduate programs, especially doctoral education, to the teaching and research goals of the University, investing to increase graduate stipends and the number of Ph.D. graduates and post-doctoral researchers in areas critical to the state and nation.

Enhance support for instructional excellence and professional development by ensuring the Center for Faculty Excellence and related units have staff and resources equal to aspirational peer institutions.











Strategy 2: Be a leading value public research university, combining outstanding quality with distinctive affordability







Tactics:

Offer a life-changing experience for OU students, both inside and outside the classroom. With high academic standards, regular interaction with great teachers, innovative curricula, and an unrivaled in-person collegiate experience, empower students who are broad in knowledge and skills, ready to lead, and prepared for success in a rapidly changing world.

Ensure OU’s excellence is affordable and attainable by:
Securing $500 million in endowment funds for scholarships, fellowships, and student support via the Lead On Campaign.

Fully funding tuition and fees for qualified Oklahoma’s Promise students and eliminate net tuition/fees for Oklahoma students with adjusted gross income at or below $75,000.

Raising graduate student stipends to be competitive with peer institutions*.

Work with the state government to reach public funding dollars at levels equal to the AAU peer average.












Strategy 3: Open the doors of opportunity for all with the talent and drive to succeed







Tactics:

From first recruitment to graduation, ensure that OU fulfills the role of public universities to provide opportunity for any student with motivation and ability, regardless of their economic, geographic, or other circumstances.

Unlock potential by recruiting, supporting, and retaining first-generation students, veterans, and students from rural and other underserved communities.

Create a University-wide culture of student success and belonging, always setting a high bar and uplifting students to meet it.

Expand educational opportunities by growing enrollment to 40,000 total students across all campuses while providing OU’s distinctive collegiate experience:
Increase OU Norman’s (first-time, full-time) freshman enrollment by 3% annually.

Grow enrollments for University of Oklahoma Health programs by an average of 7% annually to meet the health care workforce needs of the state.

Increase enrollment at OU-Tulsa by 3% annually.

Grow enrollment for OU Online to over 10,000 students.

Grow enrollment in OU Polytechnic Institute programs to over 1,000 students.

Expand OU’s transfer student population by 3% annually.












Strategy 4: Transform Oklahoma’s future







Tactics:

Set the highest bar in the country for the meaningful partnership between a public flagship University and state and local government, federal delegation, private sector, non-profits, and Tribal Nations. Use the unique capabilities of OU to play a bold leadership role in developing, coordinating, and executing a “strategic plan” for the state of Oklahoma.

Drive Oklahoma’s economy forward with research, innovation, commercialization, and talent development, including the creation of a new biotechnology hub strategic plan.

Improve the health of Oklahomans by drawing from the resources of all three campuses and network partners, serving as the most comprehensive provider in the state, offering medical care that can be found only in an academic health system, and addressing systemic health disparities.

Support the development of community-engaged research activities, emphasizing outcomes that positively impact rural and Tribal Nation communities.

Collaborate with the K-12 education system and other stakeholders to enhance educational outcomes statewide.

Enrich the quality of life across Oklahoma via the arts, athletics, lifelong learning, and programs that inspire and engage citizens beyond the campuses.











Strategy 5: Build on OU’s championship culture across the entire University







Tactics:

Win championships, innovating in an era of disruptive change, to carry OU's distinctive legacy of athletic excellence into the next generation.

Ensure that OU Athletics continues to uplift the entire University with budgetary self-sufficiency and acts as a beacon for the OU brand.

Foster the holistic well-being and lifelong success of all student-athletes, including the delivery of a comprehensive athletic health care program.

Enrich the student experience and engage alumni and fans of all ages via distinctly exciting and positive experiences with OU Athletics.

Relentlessly and proudly tell the OU story through a dynamic multimedia marketing campaign aimed at increasing the national and international perception of OU.

Promote a championship culture across all parts of the University, measured by victories:
In the student experience, by student academic success, student satisfaction, and career outcomes,

By AAU-level research outcomes for faculty and top 50 rankings for academic programs and departments,

By improved health outcomes for the state driven by world-class patient-centered care, clinical and basic research, and health care workforce development,

By employee engagement, satisfaction, and success, and

With alumni, by a lifetime of connected success, learning, and discovery.

















*Throughout the Strategic Plan, when we reference “peer institutions, “aspirational peers”, or “AAU-level benchmarks,” we refer consistently to a defined subset of public AAU and SEC universities that have been identified as our peer group.  



















Pillar 2
Empower Students for a Life of Success, Meaning, and Impact












Strategy 1: Inspire learners with a world-class academic experience, inside and outside the classroom, that drives personal and professional growth







Tactics:

Harness the unique educational environment of a top-tier research university and academic health system to connect students with leading scholars at the forefront of discovery and creativity.

Uphold a culture of academic excellence and high standards in all degree programs, combining the liberal arts core with innovative curricula and experiential learning opportunities.

Cultivate engaged citizens, exposing students to a broad range of ideas and viewpoints, developing their ability to participate in civil dialogue and debate, and encouraging a service mindset.

Prepare all students, regardless of major, for the impact of artificial intelligence, providing them with the breadth of skills necessary to thrive as professionals and citizens in a world of rapid technological change.

Embed experiential learning in the OU experience for every student, including participation in faculty-mentored research, service learning, leadership development, and internships.

Embrace global engagement by expanding participation in study abroad and other international learning experiences.

Envision a bold future for the Honors College as the center of an enriching intellectual and social environment that attracts and trains the brightest undergraduate students.











Strategy 2: Foster the social and emotional growth of students via signature experiences and a top-tier residential campus community







Tactics:

Build community and enrich the social, intellectual, and emotional growth of students, starting with a dynamic orientation program and a transformative residential experience.

Develop a suite of signature OU experiences, which support connectivity and community with a broad range of extracurricular programs, events, and organizations (e.g., visual and performing arts, lectures, cultural programs, student organizations, fraternities and sororities, athletics, esports, etc.).

Ensure that active participation in extracurricular activities is accessible and affordable for all students.

Commit to programs, student-led traditions, arts, and cultural events that foster global awareness and enrich all students, faculty, and staff perspectives.











Strategy 3: Foster a student-centered culture devoted to student academic success







Tactics:

Enhance and expand academic success initiatives to improve undergraduate, graduate, and professional degree completion.

Be a leader among peers for students’ overall satisfaction with the university experience.

Provide students with comprehensive academic success support at all levels through holistic advising, career services, tutoring, mentoring, and transition courses to improve student academic success outcomes.

Eliminate barriers that impede students’ access to OU or that hinder their academic success.
Improve time-to-degree metrics and overall student success rates by evaluating curricular, policy, and financial obstacles that impede progress.

Eliminate unnecessary doctoral and professional degree hours for eligible programs to improve completion and time-to-degree metrics.


Provide a comprehensive student health program on all campuses, including mental health resources, fitness programs and recreation sports, dining services and food support, and other health and well-being services.











Strategy 4: Equip OU students for career success







Tactics:

Ensure that OU degrees lead to top-quartile jobs and long-term professional success by tracking placement rates, rapidly addressing gaps and deficiencies, and offering a full suite of career services that utilizes the full potential of OU’s alumni and external networks.

Design and implement a plan for expanding high-quality applied learning opportunities, internships, and career engagement initiatives.

Develop a robust, centralized resource to track, expand, and promote external (industry, federal, and other universities) internships, fellowships, and mentorships across the University.

Draw from OU’s nationwide community of successful alumni to generate internships and job placements for current OU students.











Strategy 5: Expand the reach of OU through online platforms and new, innovative educational pathways







Tactics:

Expand online program enrollment and credentials by delivering high-quality online and hybrid learning experiences across multiple degree levels and subjects to reach top five SEC-level performance.

Launch OU Pathways, an initiative focused on promoting and expanding the broad range of academic pathways for learners to engage with OU, including degree completion programs.

Create a University-wide strategy to expand OU’s portfolio of non-credit academic offerings (e.g., certificates, badges, micro-credentials), including projects with employers to solve workforce needs.

Expand affiliations with high schools, two-year colleges, and other higher education providers across the state to increase enrollments in online degree programs and other credit and non-credit academic offerings.














































Pillar 3
Ascend as One OU – Unified by Our Purpose, Values, and Strategic Plan












Strategy 1: Across all campuses and all departments, live out our Values while pursuing our Strategic Plan together







Tactics:

Build a unified institutional culture that constantly affirms our Values of excellence, opportunity and success, boldness, freedom of expression and civility, and civic commitment.

Realize the potential of OU’s broad range of capabilities through a University-wide initiative that will advance a more seamless and cohesive organizational structure, achieve efficiencies through integrated operations, and build community and collaboration across all campuses.

Promote a unified brand that integrates academics, research, medicine, and athletics, thereby elevating the pride and distinction for each embodied by the OU experience.











Strategy 2: Promote and defend the ideals of bold inquiry and freedom of thought and expression







Tactics:

Adhere to OU’s commitment to academic freedom, freedom of speech, unfettered exploration, and intellectual independence, as affirmed in the Chicago Principles.

Build a culture of robust civil conversation, affirming that the University can serve as a vital forum for dialogue, cultivating skills and habits that prepare students for active life in a democracy.

Confront the polarization of American society by fostering both intellectual diversity and academic independence through curricular and extracurricular programs that are designed to equip students for citizenship and build trust and affinity with stakeholders on campus and beyond.











Strategy 3: Be a place of belonging for all







Tactics:

Develop and enhance events and resources that build community and provide opportunities for intentional engagement, collaboration, and support.

Pilot and assess a new mentoring initiative, pairing new students and employees with mentors from similar backgrounds or with similar goals.

Ensure that all OU campuses are safe, accessible, and welcoming to people of all backgrounds and abilities.











Strategy 4: Foster an engaged and satisfied workforce







Tactics:

Strengthen our culture of engagement with a comprehensive new employee orientation, mentoring initiative, and a recognition program that celebrates achievements, contributions, and innovations.

Use annual employee engagement survey to create a cycle of honest assessment and active improvement.

Continue annual merit-based salary programs to ensure that salary and benefits packages for high-performing faculty and staff are highly competitive with peer institutions and to support a culture of excellence and meritocracy.

Develop a structured incentive program to recognize and reward faculty and staff for outstanding contributions aligned with the University’s Strategic Plan.

Develop and implement a faculty and staff retention plan that standardizes best practices across the University.

Establish a staff position on each campus focused on advancing best practices in employee engagement.

Pursue opportunities to enhance employee quality of life, using the full resources and benefits of a comprehensive university, including a study on the potential for improved childcare services or support.













Strategy 5: Achieve operational and financial excellence







Tactics:

Develop and operationalize a multi-year financial pro forma that aligns with the Strategic Plan and is updated annually.

Adopt a balanced annual budget that is transparently communicated to key stakeholders and monitored regularly to ensure financial goals are achieved.

Ensure sufficient operating reserves and resources to invest in the Strategic Plan, while implementing long-term capital planning efforts across all campuses to support growth and stewardship of campus resources and infrastructure.

Conduct a thorough review of facility use and class schedules to ensure classrooms, meeting spaces, and other facilities are fully and efficiently utilized across OU’s campuses.

Launch an initiative to modernize OU’s information technology systems to enhance data-driven decision-making across OU’s campuses.

Support a robust strategic planning program that is integrated and scaled across all campuses.











Strategy 6: Connect alumni to the University for life







Tactics:

Strengthen alumni engagement initiatives, focusing on new alumni events, a new Young Alumni Network, enhancements to existing alumni chapters, and expanded student mentoring opportunities, professional development, and social events/experiences.

Expand OU’s lifelong learning programs for alumni, friends, and community members.
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