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Administrative Briefing
January 20, 2017
Office of Academic Affairs
Sona Andrews
Provost and Vice President forAcademic Affairs
• Provost’s Lecture Series
• IPEB (Integrated Planning ofEnrollment and Budget) update
Research and StrategicPartnerships
Erin Flynn
Associate Vice President
Strategic Partnerships
Leveraging Science, Technology and Talent to Create Economic
Growth and Opportunity for the Portland Metro Region
What is the Portland Innovation Quadrant?
The Portland Innovation Quadrant is envisioned as the geographic nerve
center of a flourishing innovation ecosystem that attracts talent,
entrepreneurs, and investment and propels Portland to global prominencein
the cross-collaboration of health, science and technology industries.
The IQ is fueled by a talented STEM workforce cultivated locally through a
coordinated STEM career pathway system delivered by 4 anchor institutions
(OMSI, PCC, PSU, OHSU) in partnership with regional k-12 school districts
and educational partners.
Why Does the Innovation Quadrant Matter?The IQ is a once in a generation opportunity to leverage available land,
new infrastructure, and transit investments to amplify a concentrated set
of existing and emerging science and technology assets including the
Collaborative Life Sciences Building, the Knight Cancer Institute, the
OHSU-PSU School of Public Health, OMSI, PCC Climb Center and a
thriving ecosystem of business accelerators.
As anchor educational institutions OHSU, PSU, OMSI and PCC have a
large stake in the future and success of the IQ.
IQ Assets:
Education & EngagementReachOMSI 1M annual reachPCC – 85,295 student bodyPSU 28,241 student bodyOHSU 3,342 student bodyTotal employment = 20,000+
Transit & InfrastructureTransit Connectivity – tram, light rail, street car, Tillikum CrossingSouth Waterfront/Eastbank EsplanadeSWF Street GridBike PathsGreenspace & parks
Startups and Maker SpacePortland State Business Accelerator – 30+ resident companies (software, bio, energy)PCC Small Business Development CenterOTRADI – proof-of-concept bioscience laboratoriesOregon Bio-Science Accelerator – 15 life science and digital health companies in residence (30 company waiting list)Oregon Bio-Science AssociationCambia Direct Health SolutionsADX – maker space, learning center and customfabThe Redd – artisan, local food co-working spaceForge Portland – social enterprise co-working space
IQ investments coming on-line
Knight Cancer Institute
Health and Healing II
PSU-OSHU School of Public Health
PCC Health Professions (exploratory)
Ambulatory Hospital
Parking + Housing
IQ development sites
Shnitzer campus – 26 acres
OMSI property – 9 acres
Zidell – 30 acres
PSU/University Place – 4 acres
ODOT Lots
1.Attract talent and investment
2.Build workforce pipeline
3.Engage community
4.Build off excellence and expertise of our largest health, science and technology companies – e.g. Intel, Nike, FEI, Providence
5.Promote joint research and development
6.Accelerate tech commercialization, innovation and entrepreneurship
7.Leverage combined partner resources to advocate for and realize shared goals
8.Showcase Portland’s leadership in a tangible, geographic district
IQ Strategic Value to City and Region
Innovation Districts: A New Economic Development Paradigm
“Innovation Districts are geographic areas where leading-edge anchor
institutions and companies cluster and connect with start-ups, business
incubators, and accelerators. They are physically compact, transit-accessible,
and technically wired and offer mixed use housing, office and retail.”
Brookings Metropolitan Policy Program
Why Innovation Districts? Why Now?
New Geography of Innovationo Change in location preferences of people and firms
Mash-up of technology and traditional industryo Open innovation, collaboration and hybridization
Strong preference for urban locationo Millennials prioritize transit-oriented, amenity-rich urban core or
close-in neighborhoods
Portland Context:
A decade of investment and growth has created
Fertile Ground for Innovation
Major infrastructure and transit investments by PDC and TriMet
Significant higher education growth, development and investments
Robust entrepreneurial and startup activity rooted in or near the IQ
Commitment, vision and investment by skilled, local real estatedevelopers
A thriving technology ecosystem composed of large and small companies,industry
associations, incubators and investment networks
What “Big Ideas” might animate the IQ?
Understand the megatrends (aging population, AI, robotics, “quantified self,” IoT,
climate change, changingdemographics)
Be clear-eyed about assets and opportunities
Set shared, audacious goals
Enlist and incentive the ecosystem
Align interests and build partnerships
IQ First Principles Accessible toAll
Grow STEM talent pipeline
Collaborative Leadership
Inclusive Growth
Intergenerational
Compact Urbanism
Focus Groups and interviews (100+ participants)
City of Portland (PDC/BPS)
Digital Health and Industrial Design
Biotech and Life Science
Technology companies
Regional Economic Development Professionals
Urban development and real estate
Academic deans and researchers
Portland Public Schools/STEM Hubs/Educators
Business Oregon and Greater Portland Inc.
“BIG IDEAS”
Urban Health in the Digital Age Focus on health of urban population through monitoring of air, water, fitness,
nutrition and other leading health indicators
Develop and adopt widespread use of wearables and sensors
Position Portland as leader in “personalized medicine” and “quantifiedself”
Link health with “big data” and “smart city”capabilities
Build from athletic and outdoor industry + software +health
“BIG IDEAS”
The Future of Making Things Factory of the Future (vehicles, devices, sensors,materials)
Internet of Things (IoT), robotics and artificial intelligence
A living laboratory to see, touch, design and build health, science,and
technology products
STEM High School located in the IQ
Interconnected maker spaces, prototyping space and facilities
Intersection for Innovation
Product Design
Athletic &
Outdoor
Health&
Life Sciences
Agriculture&
Food
Semiconductors &
Software
For more information please contact:
Erin Flynn
Associate Vice President for StrategicPartnerships
Portland State University
503.725.8490
Enrollment Management andStudent Affairs
Dining Services
Mike Walsh
Executive Director, Housing andResidence Life
Pouring Rights Contract
Alex Accetta
Assistant Vice President, CampusRec and Union Services
Viking Pavilionat the Peter Stott Center
Alex Accetta
Assistant Vice President, Campus Rec and Union Services
Chris Augeri
Director, Conferences and Events Venues and Operations
A Regional Event Center
Student Centered
Viking Athletics Commencements Speakers
Tradeshows OHSU Events Classrooms
Dana Walton-Macaulay
Assistant Dean of Student Life and Director of Conduct and Community Standards
• Joins us from Penn State University in State College, Pennsylvania where she served as the Assistant Director of Student Conduct. Including her time at Penn State, Dana has over 20 years of professional experience in higher education including 13 years in Conduct and Residence Life at the University of Kentucky and Hendrix College.
• Dana holds a Masters Degree in Higher Education from the University of Arkansas-Feyetteville and a law degree from the University of Arkansas-Little Rock William H. Bowen School of Law.
• The Assistant Dean of Student Life and Director of Conduct provides leadership for Comprehensive Student Conduct and Community Standards program working closely with partners in Academic Departments, CPSO, Housing and Residence Life, Global Diversity and Inclusion and other key stakeholders to cultivate a safe and just campus community that supports student success, both inside and outside the classroom.
Funding Opportunities ThroughSALP
Aimee Shattuck
Assistant Dean of Student Life, Student Activities and Leadership
(SALP)
Speakers Board
• Can ask for up to $2500 peracademic year
• Funds contracts for educational speakers, must be an open event free to students
Student Educational Travel
• Students can ask for$500/year
• Funds students’ travel topresent at conferences
Additional information about both funding opportunities are available on the SALP website:
www.pdx.edu/student-leadership/funding-opportunities-0
Finance & Administration
Kevin Reynolds, Vice President Finance & Administration
Introductions
Kevin Reynolds, Vice President Finance & Administration
Isaac Dixon, PhD, SPHR-SCP
Associate Vice President, Human Resources
Karen Powell
Director of Facilities & Property Management
Budget Update
Kevin Reynolds, Vice President Finance & Administration
State Funding Scenarios
Status Quo CSL at 3%
3% CSL minus10%
Total PUSF
$765 million(+ $100 mil)
$685 million(+ $20 mil)
$616 million(- $48.5 mil)
PSU’sEstimated Portion*
$188.9 million(+ 31.4 mil)
$166.6 million(+ $9.1 mil)
$147 million(- $10.5 mil)
Annual Resident Undergraduate Tuition Increase
4-5% each year
of thebiennium
10-15% each year
10-15% each year
Investments / Cuts @ PSU - None
- $5 million~50 positions
Budget Update
Budget Update
Current Service Level (CSL)Based on FY17 General Fund Budget
Current Service Level (CSL) for FY18 is budget +4.2%
PBB FY16 Tuition Settle-up $1.8 million
Salary and Wages $4.1 million
Minimum Wage $680 thousand
Health Care (PEBB) $447 thousand
Retirement (PERS) $5.2 million
Other Payroll Expenses (Taxes) $1 million
Services and Supplies Inflation $1.1 million
CSL Total $14.3 million
● Board F&A Committee preliminary guidance on tuition
increases and budget allocations
● Preliminary Divisional Budgets
● Student Budget Advisory Committee tuition proposal to
the President
● Board approval of tuition proposal
● Finalized Divisional Budgets
● Board approval of FY18 budget
Budget Update
Next Steps
Student Technology Survey Office of Information Technology January 2017
The Research
In 2016, the Educause Center for Applied
Research (ECAR) collaborated with 183
institutions to collect responses from 71,641
undergraduate students about their
technology experiences. Of the 4,500 PSU
students contacted, 509 responded to an
150 +/- question survey.
The results provided by these students will
help us identify our strengths and areas of
potential growth for the future.
Students are
connected to the
internet through
more than one
deviceDevice ownership is high
among our students. The
majority of them own at least 2
internet capable devices, mainly
smartphones and laptops. Of
the laptop owners, over 95%
are using it for at least one
class. Interestingly, PSU
computer lab usage has actually
increased by 20% in the past 5
years.
CONNECTED’ DEVICES
PSU’s Wi-Fi is
better than the
averageOur students are more
satisfied with Wi-Fi services
than the average of other DR
Institutions. When compared
to those institutions, our
network is also easier to login.
WI-FINETWORK
PSU students are
less distracted in
classThey tend to be less
distracted by digital and
other types of media in
class when compared to
students from other DR
Institutions.
CLASSROOM DISTRACTIONS
(Almost) all
innovation is
welcome in classMost students showed
interest in innovations such
as e-books, games, and
recorded lectures. However,
they are not interested in
using social media for
academic purposes.
INSTRUCTIONAL TOOLS
Technology
empowers
students in the
learning processTechnology helps students in
many different ways. They feel
more engaged in class, they
create a better relationship with
their instructors, and they feel
more empowered to ask
questions and receive
feedback. Additionally,
technology helps them express
themselves better, understand
their peers, and furtherdevelop
critical thinking skills.
TECHNOLOGY’S ROLE IN
LEARNING
New ResearchIn 2017, ECAR will run another research
study for both students and faculty.
OIT’s PlanningOIT will incorporate these findings in
future planning.
Sharing ResultsOIT will make the results of this research
available to campus for use inplanning.
Draft CompensationPhilosophy
Human Resources
Academic Professional Advisory Committee
Unclassified Unrepresented Advisory Committee
Sibson Consulting
Steering Committee
Committee Members
Project Task Status
Mission Statement (Role of Pay)·Portland State University views compensation as a core element of a highly competitive overall employee package that also includes generous health and retirement benefits, tuition benefits, and a supportive work environment. To this end, the University will:
Provide salary opportunities that are based on job responsibilities, experience, expertise, and performance. Strive to be competitive within the markets in which the University competes for talent, and promote internal equity, with consideration for the financial resources of the University
Ensure understanding of the total compensation program through open, clear, and accessible communication on key components and opportunities of the program
Permit the appropriate level of flexibility to accommodate all PSU staff segments and their requirements.
·The compensation structure will reflect the University’s Strategic Initiatives, cost to students including access and affordability, culture of the institution, reflect our commitment to positive relationships with our employees and employee unions, and support PSU’s ability to recruit and retain professional talent in a competitive market as fiscally feasible
