Strategic Plan 2014-2019

President Elson S. Floyd, Ph.D.

 Strategic Plan 2014-2019

Introduction
The 2014-19 strategic plan builds on the previous five-year plan, recognizing the core values and broad mission of
Washington State University. Goals and strategies were developed to achieve significant progress toward WSUs aspiration
of becoming one of the nations leading land-grant universities, preeminent in research and discovery, teaching, and
engagement. The plan emphasizes the institutions unique role as an accessible, approachable research institution that
provides opportunities to an especially broad array of students while serving Washington states broad portfolio of social and
economic needs. While providing exceptional leadership in traditional land-grant disciplines, Washington State University
adds value as an integrative partner for problem solving due to its innovative focus on applications and its breadth of
program excellence. The plan explicitly recognizes the dramatic changes in public funding that have occurred over the
duration of the previous strategic plan, along with the need for greater institutional nimbleness, openness, and entrepreneurial
activity that diversifies the Universitys funding portfolio. In addition, the plan reaffirms WSUs land-grant mission by
focusing greater attention system-wide on increasing access to educational opportunity, responding to the needs of
Washington state through research, instruction, and outreach, and contributing to economic development and public policy.

While the new plan retains the four key themes of the previous plan, its two central foci include offering a truly
transformative educational experience to undergraduate and graduate students and accelerating the development of a
preeminent research portfolio. Campuses, colleges, and other units will develop their own strategic plans that align with this
plan and will make decisions and investments according to structures, principles, and processes set forth herein.

Washington State Universitys long-standing commitment to provide students with a transformational experience will
continue with a focus on enhancing the quality and relevance of the learning experience, providing more personalized
student services, expanding learning opportunities outside the classroom, and developing a more cohesive student
community. The undergraduate experience will build upon WSUs nationally recognized writing, general education, and
undergraduate research programs. Support for a transformational graduate experience will emphasize opportunities to engage
in mentored research and outreach. Changes in the student experience will include increases in the size and diversity of the
undergraduate student body. Enrollment growth will occur as a result of increased freshman and transfer admissions, as well
as significant improvements in student retention.

Continued pursuit of a preeminent research portfolio will occur as a result of strategic investment in research infrastructure,
increased faculty research effort, and continued emphasis on WSUs research strengths. In addition, the University will build
out emerging areas of research excellence and interdisciplinary collaboration while emphasizing its unique responsibility
to address the particular needs of Washington state. WSUs research portfolio will be characterized by continued growth of
research expenditures, expansion in scholarly outputs, enhancement in the development of intellectual property, and growth
in graduate student enrollment, particularly doctoral students. Our progress will be measured by and against the research
productivity of outstanding American universities, and most notably against members of the Association of American
Universities (AAU) member institutions. This profile requires a broad portfolio of excellence that spans science, technology,
engineering, math, humanities, and social sciences.

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 Strategic Plan 2014-2019

Vision
Washington State University will be one of the nations leading land-grant universities, preeminent in research and discovery,
teaching, and engagement.

Mission
Washington State University is a public research university committed to its land-grant heritage and tradition of service to
society. Our mission is threefold:

To advance knowledge through creative research, innovation, and creativity across a wide range of academic
disciplines.

To extend knowledge through innovative educational programs in which students and emerging scholars are
mentored to realize their highest potential and assume roles of leadership, responsibility, and service to society.

To apply knowledge through local and global engagement that will improve quality of life and enhance the
economy of the state, nation, and world.

Values
Quality and Excellence: We are committed to providing quality and excellence in all our endeavors.

Integrity, Trust, and Respect: We are committed to ensuring trust and respect for all persons in an environment

that cultivates individual and institutional integrity in all that we do.

Research, Innovation, and Creativity: We are committed to the pursuit of inquiry and discovery and to the

creation and dissemination of knowledge.

Land-Grant Ideals: We are committed to the land-grant ideals of access, engagement, leadership, and service to

bring the practical benefits of education to the state, nation, and global community.

Diversity and Global Citizenship: We embrace a worldview that recognizes and values the importance of

domestic and global diversity, global interdependence, and sustainability.

Freedom of Expression: We are committed to the free exchange of ideas in a constructive and civil environment,

including the canons of academic freedom in research, teaching, and outreach.

Stewardship and Accountability: We are committed to serving as ethical and responsible stewards of

University resources.

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 Strategic Plan 2014-2019

Theme 1: Exceptional Research, Innovation, and Creativity

Goal 1: Increase productivity in research, innovation, and creativity to address the grand challenges and opportunities
of the future.

Goal 2: Further develop WSUs unique strengths and opportunities for research, innovation, and creativity based on its
locations and land-grant mandate to be responsive to the needs of Washington state.

Goal 3: Advance WSUs reach both nationally and internationally in existing and emerging areas of achievement.

Theme 1 Sub-goals
1.a. Grow and diversify extramural research funding.

1.b. Attract, retain, and develop high-quality research faculty members system-wide.

1.c. Develop and sustain the physical and technological infrastructure, resources, and expertise to support
increased research and scholarly productivity system-wide, with particular emphasis on core laboratories and
academic computing.

1.d. Build upon WSUs current and emerging areas of research excellence and international reputation.

1.e. Increase engagement and productivity of graduate students, postdoctoral associates, and undergraduates in
mentored research, innovative projects, and creative endeavors.

Theme 2: Transformative Student Experience

Goal 1: Provide an excellent teaching and learning opportunity to a larger and more diverse student population.

Goal 2: Provide a university experience centered on student engagement, development, and success, which prepares
graduates to lead and excel in a diverse United States and global society.

Goal 3: Improve curricular and student support infrastructure to enhance access, educational quality, and student
success in a growing institution.

Theme 2 Sub-goals
2.a. Enhance student engagement and achievement in academics and cocurricular activities.

2.b. Increase the size, diversity, and academic preparedness of the undergraduate and graduate student populations
in Pullman and at the urban campuses.

2.c. Produce graduates who are highly sought by post-baccalaureate and post-graduate employers and graduate/
professional programs.

2.d. Align student recruitment, admissions, and retention system-wide to enhance access, inclusiveness, and
student success.

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 Strategic Plan 2014-2019

Theme 3: Outreach and Engagement

Goal 1: Increase access to and breadth of WSUs research, scholarship, creative, academic, and extension programs
throughout Washington and the world.

Goal 2: Expand and enhance WSUs engagement with institutions, communities, governments, and the private sector.

Goal 3: Increase WSU faculty, staff, and students contributions to economic vitality, educational outcomes, and quality
of life at the local, state, and international levels.

Theme 3 Sub-goals
3.a. Increase the impact of WSU research, scholarship, creative, and outreach activities on quality of life and
economic development within the state and region.

3.b. Increase access to the WSU system for place-bound, non-traditional, first-generation, and other underserved and
underrepresented students.

3.c. Contribute to economic security, stability, social justice, and public policy through research, education, the arts,
extension, and citizen-based and public policy engagement.

3.d. Increase WSUs global presence and impact worldwide.

3.e. Improve WSUs reputation with external constituencies.

Theme 4: Institutional Effectiveness: Diversity, Integrity, and Openness

Goal 1: Create and sustain a university community that is diverse, inclusive, and equitable.

Goal 2: Cultivate a system-wide culture of organizational integrity, effectiveness, and openness that facilitates pursuit of
the institutions academic aspirations.

Goal 3: Steward and diversify resources invested by students, the public, and private stakeholders in a responsible way to
ensure economic viability of the institution.

Theme 4 Sub-goals
4.a. Recruit, retain, and advance a diverse intellectual mix of faculty, staff, and students, including women and those
from underrepresented groups.

4.b. Maintain respectful, inclusive, and equitable behavior in all university environments.

4.c. Increase employee productivity and satisfaction.

4.d. Strengthen administrative accountability, innovation, creativity, openness, transparency, and collaboration to
advance the Universitys mission.

4.e. Utilize institutional strategic plans, valid and reliable data, and evaluation indicators to align investments of
resources with institutional priorities.

4.f. Expand, diversify, and effectively steward funding to advance the Universitys mission.

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 Strategic Plan 2014-2019

Appendix
2014-19 Strategic Plan Performance Indicators

Introduction
The strategic plan includes an implementation plan and the establishment of an implementation committee to ensure that
initiatives are developed and executed to realize the plans goals. Quantitative metrics (benchmarks) identified for each
sub-goal, located in column 3 of the tables, will be calculated on an annual basis. The implementation committee will work
with the Office of the Provost to define quantitative targets and annual rates of progress (milestones) for these benchmarks.
Other evidence for assessing progress is included in column 4 but will not always be collected and reported annually. The
implementation committee will also collaborate with various academic and support units to identify targeted initiatives to
advance the institution in achieving the specific goals and sub-goals included in the plan. An important activity during the
initial stages of the plans implementation, and led by the Vice President for Research, will involve identifying WSUs
strategic areas of research excellence and emerging areas requiring additional investment to achieve national and
international prominence. With the assistance of the implementation committee, an annual report of progress will be issued
by the Office of the Provost at the conclusion of each calendar year. Campuses, colleges, and other units will be expected to
identify and report annually on their progress toward metrics consistent with, and whose attainment will contribute to, the
institution-level plan.

Theme 1: Exceptional Research, Innovation, and Creativity

Goal 1: Increase productivity in research, innovation, and creativity to address the grand challenges and opportunities
of the future.

Goal 2: Further develop WSUs unique strengths and opportunities for innovation, discovery, and creativity based on its
location and land-grant mandate to be responsive to the needs of Washington state.

Goal 3: Advance WSUs reach both nationally and internationally in existing and emerging areas of achievement.

Potential Initiatives Other types of evidence

Theme 1 Sub-goals Quantitative Metrics (qualitative, progress
and Tactics indicators, diagnostics)

Sub-goal 1.a. Invest in strengthening the 1. Total research and development

Grow and diversify extramural most successful centers and expenditures (reported to NSF)
research funding. institutes. and rank among public institu-
tions
Enhance administrative
infrastructure to support grants 2. Federal research and devel-
and contracts procurement and opment expenditures (reported
management. to NSF) and rank among public
institutions
Cultivate mutually beneficial
strategic alliances with partners 3. Number of cross-disciplinary
in the United States and abroad, and multi-institution grant
to extend WSU faculty expertise interdisciplinary awards (tracked
and to address gaps in equipment, by eREX and org/budget numbers,
infrastructure, and/or expertise. OGRD)
Foster greater collaboration
across colleges, campuses, and dis-
ciplines through use of incentives
and eliminating barriers to the
pursuit of large opportunities.

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 Strategic Plan 2014-2019

Potential Initiatives Other types of evidence

Theme 1 Sub-goals Quantitative Metrics (qualitative, progress
and Tactics indicators, diagnostics)

Sub-goal 1.b. Recruit high-quality faculty 4. Number of refereed publications National/international

Attract, retain, and develop through opportunistic searches, per faculty FTE invitations for research/teaching
high-quality research faculty targeted hiring of senior faculty, papers and presentations, shows,
5. Number of publications, juried
members system-wide. and expanding the number of and performances (college reports)
or adjudicated shows, and
endowed chairs.
performances by arts and ADVANCE data on external
Define and enforce high humanities faculty (college mentors
scholarship expectations across all reports)
academic units.
6. Number of prestigious faculty
Expand research and creative awards
outputs typically associated with
7. Citations per faculty member
the arts, humanities, and design
(H Index)
disciplines.
8. Number of National Academy
Facilitate hiring that creates
members
critical mass for high-priority
initiatives.
Invest in professional
development activities aimed at
increasing research productivity.

Sub-goal 1.c. Develop funding mechanisms to 9. Total capital expenditures on State funded building
Develop and sustain the physical maintain equipment and provide academic infrastructure projects
and technological infrastructure, necessary staff support in core
10. Square footage allocated to Sponsored project infrastructure
resources, and expertise to support labs.
research and development per awards
increased research and scholarly
Continue to invest in modern tenure-track faculty FTE
productivity system-wide, with Annual report from Information
research buildings structured to
particular emphasis on core 11. Number of labs, classrooms, Technology on investments and
facilitate collaboration.
laboratories and academic and conference rooms equipped upgrades
computing. Enhance academic computing for virtual collaboration
capability on all campuses.
Invest in communication tools
enabling virtual collaboration on a
global scale.

Sub-goal 1.d. Invest in identified areas of 12. Sponsored research expendi- Faculty hires in priority areas
Build upon WSUs current and research excellence, such as health tures in identified areas of research (college reports)
emerging areas of research sciences at the human-animal excellence
Faculty hires in emerging areas
excellence and international interface, clean technology, food
13. Sponsored research awards of research excellence (college
reputation. security, and biomedical research.
expenditures in emerging areas of reports)
Assess and respond to emerging research excellence
Media tracking by University
opportunities through strategic
14. Sponsored research awards to Communications of coverage for
investment in new areas of
projects that engage multiple units areas of emphasis
research excellence (e.g.,
promoting and sustaining health,
water resources, computing, and
data analysis).
Continue the expansion of
health science research programs,
with emphasis on the build-out
of programs and facilities on the
Spokane campus.
Establish a stimulus fund for
investment in priority research
initiatives.

Sub-goal 1.e. Expand graduate student 15. Number of publications Number of presentations
Increase engagement and enrollment and engagement at the coauthored by graduate students, at SURCA and GPSA annual
productivity of graduate students, urban campuses. postdoctoral associates, and research presentation events and
postdoctoral associates, and undergraduate students professional meetings
Enhance opportunities for
undergraduates in mentored
graduate student research awards Number of Honors theses
research, innovative projects, and
and scholarships. completed (Honors College report)
creative endeavors.
Reward graduate students for
high scholarship and creative
activities.

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 Strategic Plan 2014-2019

Theme 2: Transformative Student Experience

Goal 1: Provide an excellent teaching and learning opportunity to a larger and more diverse student population.

Goal 2: Provide a university experience centered on student engagement, development, and success, which prepares
graduates to lead and excel in a diverse United States and global society.

Goal 3: Improve curricular and student support infrastructure to enhance access, educational quality, and student
success in a growing institution.

Potential Initiatives Other types of evidence

Theme 2 Sub-goals Quantitative Metrics (qualitative, progress
and Tactics indicators, diagnostics)

Sub-goal 2.a. Enhance the physical and 16. Percent of undergraduate Honors enrollment
Enhance student engagement and technological infrastructure to degrees with all six program
Students on Presidents Honor
achievement in academics and support and facilitate innovation assessment elements in place,
Roll (3.5 and above) each semester
cocurricular activities. in teaching and learning. including use of student learning
assessment results in decision- Student satisfaction: percent
Augment the resources and
making or planning of seniors and graduate students
technical expertise available to
satisfied with academic experience
faculty and staff to improve 17. Percent of graduate degree
(Educational Benchmarking
teaching and learning. programs using student learning
Incorporated Survey)
assessment results in decision-
Increase, recognize, and reward
making or planning National Survey of Student
innovation in teaching, learning,
Engagement, alumni surveys,
and student life. 18. Bachelors degrees awarded
senior survey
(total, high-demand fields, low-
Improve retention through
income students) Research, scholarly, and creative
an enriched set of student
activities conducted with a faculty
experiences. 19. Graduate degrees awarded
member outside of course or
(masters, doctoral, professional,
Provide support services that program requirements (National
high-demand and STEM fields)
facilitate the achievement of Survey of Student Engagement)
high academic performance 20. Number of internship or
Course-based civic engagement
expectations in a focused area practicum experiences (National
activities (National Survey of
of study. Survey of Student Engagement
Student Engagement)
and college reports)
Provide inclusive, responsive,
UCORE assessments of quality
and student-led cocurricular 21. Percentage of classrooms
(Office of Assessment of Teaching
activities, including registered meeting benchmark quality
and Learning)
student organizations, student standards
government, and Residence Life International Programs
activities. report on clubs, international
internships, Global Case
Competition, community service
activities
eLearning and other relevant
grants
Percent of students satisfied
with facilities and equipment in
classrooms and labs
Housing services survey
(Educational Benchmarking
Incorporated)
Number of graduate students
on external fellowships (Graduate
School)
LibQual and other library service
assessments

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 Strategic Plan 2014-2019

Potential Initiatives Other types of evidence

Theme 2 Sub-goals Quantitative Metrics (qualitative, progress
and Tactics indicators, diagnostics)

Sub-goal 2.b. Build a stronger support 22. Total university enrollment

Increase the size, diversity, and structure to recruit and retain (bachelors, masters, doctoral,
academic preparedness of the transfer students. professional)
undergraduate and graduate
Develop stronger outreach and 23. Percent of student body
student populations in Pullman
recruitment for high-achieving from underrepresented groups
and at the urban campuses.
underrepresented students. (undergraduate, graduate,
professional)
Invest in effective recruiting
programs for high-achieving out-
of-state students.
Invest in graduate student
recruitment and mentoring
initiatives and programs for
underrepresented groups.

Sub-goal 2.c. Assess and respond to emerging 24. Alumni survey: percent of Career Center reports:
Produce graduates who are highly opportunities through strategic graduates employed within 1 year employer activity at career
sought by post-baccalaureate and investment in new programs. in a job relevant to their degree expos, hiring, interviews
post-graduate employers and internship data
Broaden student engagement
graduate/ professional programs. Student activity as logged in
with cultures, ideas, and artistic
the career database
expression of people of our diverse
nation and world. Evidence of relevant
programming (college reports)
Facilitate student engagement in
high-impact learning experiences. National Survey of Student
Engagement survey items on
Expand international dual
global perspectives
degree programs in graduate
education. Info Literacy module
results from the Educational
Devise four-year pathways for
Benchmarking Incorporated
students that integrate career and
(Housing) reports
personal development activities
with academic degree plans. Common Reading and Freshman
Focus assessments
Ensure that faculty have
ready access to information Office of International Programs
regarding student achievement of report on global competencies of
fundamental competencies valued students
by employers (writing, critical
thinking, problem-solving, etc.).

Sub-goal 2.d. Support and encourage 25. Freshmen retention rate Student progress indicators
Align student recruitment, engagement in wellness, safety, (all students, low income, on state dashboard (Public
admissions, and retention artistic, and civic programs and underrepresented groups, first Centralized Higher Education
system-wide to enhance access, activities. generation) Enrollment System)
inclusiveness, and student success.
Support and encourage 26. Four-year graduation rate Percent of direct-from-high-
programming that cultivates and (all students, low income, school students completing
supports healthy decision making underrepresented groups, first college-level math and English
and academic skills. generation) within two years
Augment the resources and 27. Six-year graduation rate Percent of first-year students
technical expertise to support and (all students, low income, who complete a full or part-time
assess data-informed enrollment underrepresented groups, first load in first year
management and student support generation)
Course completion (percentage
programming.
28. Percent of students who of credit hours completed out of
Support innovations in advising complete: those attempted)
technology and processes that masters degree within four
increase time spent advising years as compared to peers in
relative to time spent on similar disciplines
enrollment logistics. doctoral degree within eight
years as compared to peers in
similar disciplines
29. Average SAT of incoming
freshmen

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 Strategic Plan 2014-2019

Theme 3: Outreach and Engagement

Goal 1: Increase access to and breadth of WSUs research, scholarship, creative, academic, and extension programs
throughout Washington and the world.

Goal 2: Expand and enhance WSUs engagement with institutions, communities, governments, and the private sector.

Goal 3: Increase WSU faculty, staff, and students contributions to economic vitality, educational outcomes, and quality
of life at the local, state, and international levels.

Potential Initiatives Other types of evidence

Theme 3 Sub-goals Quantitative Metrics (qualitative, progress
and Tactics indicators, diagnostics)

Sub-goal 3.a. Increase integration of extension 30. Estimated annual economic Impact statements from WSU
Increase the impact of WSU and continuing education impact of WSU activities Extension
research, scholarship, creative, and activities throughout the
31. Number of start-up businesses Digital collection numbers from
outreach activities on quality of institution to bolster the reach
from WSU research and outreach WSU Libraries
life and economic development and impact of WSU.
within the state and region. 32. Total research and WSU Research and Exchange
Increase the amount and impact
development expenditures from Repository
of intellectual property resulting
industry (reported to NSF)
from WSU research. Engagement in state and
33. Patents applied for/awarded regional Extension and continuing
Develop new strategies for
education activities (WORQs)
outreach in urban areas of 34. Number of participants in
Washington and the western non-credit educational programs Extension contacts with industry
United States. offered by Global Campus and to increase awareness of WSU
WSU Extension programs
Increase capacity to support
effective program impact 35. Total annual expenditures in Internships from alumni and
assessment. Extension constituency representatives

Repurpose and repackage 36. Royalties and other revenue

extension programs into from commercialization activities
continuing education and
for-credit offerings through the
Global Campus.

Sub-goal 3.b. Respond to the unique 37. Enrollment in and numbers

Increase access to the WSU system educational needs of urban of Global Campus programs and
for place-bound, non-traditional, campus communities and regions courses
and other underserved and through academic and research
38. Total undergraduate and
underrepresented students. programs.
graduate enrollment (minority,
Prepare faculty to effectively first-generation, low-income)
uilize alternative, technology, and
39. Urban campus enrollment
distributed delivery methods in
(Spokane, Tri-Cities, Vancouver)
instruction.
40. Enrollment at other sites (e.g.,
Cultivate faculty and staff ability
Bremerton, Everett)
and motivation to cognitively and
affectively connect with a diverse
student audience.
Significantly expand the number
and diversity of online degree
programs offered through the
Global Campus.
Support full access for
students with disabilities
through appropriate and timely
accommodations for housing and
dining, academic coursework, and
cocurricular experiences.

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 Strategic Plan 2014-2019

Potential Initiatives Other types of evidence

Theme 3 Sub-goals Quantitative Metrics (qualitative, progress
and Tactics indicators, diagnostics)

Sub-goal 3.c. Increase and recognize 41. Number of academic units International Programs-led
Contribute to economic security, engagement of WSU faculty, or programs with advisory projects that allow faculty,
stability, social justice, and students, and professional staff boards that include alumni and students, and staff to become
public policy through research, with institutions, communities, constituency representatives involved globally (Global Campus)
education, the arts, extension, and governments, other educational
42. Service hours, service courses, Research and engagement
citizen-based and public policy partners, and the for-profit and
and service learning projects activities with institutions,
engagement. nonprofit sectors.
linked to the Center for Civic communities, governments, and
Encourage and incentivize short- Engagement and similar programs the private sector (center reports,
term faculty-industry exchange OGRD)
43. Total annual university
programs.
operating and capital expenditures Office of Economic Development
Enhance extension program reports
delivery to underrepresented
Number of programs including
audiences.
community internships
Number of faculty conducting
research that involves community
partners (college reports)
Service hours spent on
engagement activities (e.g., CEE,
Cougsync, NEW Pathways to
Success)
IP service learning metrics

Sub-goal 3.d. Increase opportunities to engage 44. International student Immersion opportunities for
Increase WSUs global presence in intercultural exchange and enrollment students whether abroad or local
and impact worldwide. outreach for faculty, students, and (IP report)
45. Number of faculty
international partners.
participating in international International Programs-led
Expand WSUs footprint activities projects that allow faculty,
across the globe in strategic students, and staff across the
46. Number of students
areas of excellence and impact institution to become involved
participating in study abroad and
(e.g., health, agriculture, and globally (IP report)
other significant international
sustainability).
experiences Internships that offer
intercultural opportunities (IP
report)
Number of grants with
international/intercultural foci (IP
Report)

Sub-goal 3.e. Increase strategic 47. USNWR institutional WSUs ranking and reputation
Improve WSUs reputation with communication with key external reputation score scores in reputable national and
external constituencies. stakeholders and between internal global university rankings
stakeholders about the impact
Periodic surveys conducted
of WSU research, education, and
by WSU to assess its image and
outreach.
reputation within Washington
Increase and recognize state
engagement of WSU faculty,
students, and professional staff
with institutions, communities,
governments, and the for-profit
and nonprofit sector.
Continue to develop and
actively participate in strategic
coalitions at the local, state, and
national levels.
Work collaboratively with
federal, state, and local policy
leaders to engage WSU in research,
education, and outreach that
addresses important policy issues.

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 Strategic Plan 2014-2019

Theme 4: Institutional Effectiveness: Diversity, Integrity, and Openness

Goal 1: Create and sustain a university community that is diverse, inclusive, and equitable.

Goal 2: Cultivate a system-wide culture of organizational integrity, effectiveness, and openness that facilitates pursuit of
the institutions academic aspirations.

Goal 3: Steward and diversify resources invested by students, the public, and private stakeholders in a responsible way to
ensure economic viability of the institution.

Potential Initiatives Other types of evidence

Theme 4 Sub-goals Quantitative Metrics (qualitative, progress
and Tactics indicators, diagnostics)

Sub-goal 4.a. Assure diversity and inclusion 48. Number of faculty from Pell grant-eligibility data
Recruit, retain, and advance efforts are visibly and consistently underrepresented groups
McNair scholar participation
a diverse intellectual mix of supported at the highest levels
49. Number of staff from rates
faculty, staff, and students, of leadership (president, provost,
underrepresented groups
including women and those from chancellors, deans). Percent of student body that is
underrepresented groups. 50. Faculty and staff retention first-generation
Continue mentoring of
rates
assistant and associate professors Percent of students and faculty
and successful programs from 51. Number of women and faculty in physical and life sciences, math,
Advance aimed at the hiring and from underrepresented groups and engineering who are women
advancement of women and tenured or promoted to associate/ or from underrepresented groups
underrepresented faculty. full professor (rolling ten-year
Annual progress on AA/EEO
average)
Develop and implement social goals
media tools to improve outreach
to underrepresented groups.
Assess and reward data-informed
efforts by colleges and areas to
improve recruitment outreach to
underrepresented groups.

Sub-goal 4.b. Maintain and strengthen 52. Key indicators from biennial
Maintain respectful, inclusive, units, programs, and spaces that institution-wide Employee
and equitable behavior in all promote community building, Engagement Survey
university environments. intercultural exchange, and a
diversity of voices.
Develop and implement system-
wide training.
Recognize contributions to
an inclusive and respectful
work environment in employee
performance evaluations.

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 Strategic Plan 2014-2019

Potential Initiatives Other types of evidence

Theme 4 Sub-goals Quantitative Metrics (qualitative, progress
and Tactics indicators, diagnostics)

Sub-goal 4.c. Improve functionality of 53. Average employee satisfaction Financial support directed
Increase employee productivity information technology systems rating from Employee Engagement toward professional development
and satisfaction. for administrative processes, Survey (faculty, staff) of faculty and staff (Office of the
student services, and research. Provost and Human Resources
tracking)
Recognize productivity
in employee performance Key indicators from regular
evaluations. institution-wide climate survey
and other routine surveys (e.g.,
Communicate openly and with
COACHE survey for faculty; HRS
appropriate timeliness on issues
surveys)
of relevance to students, faculty,
staff, and external constituencies.
Reduce the administrative
burden on high-performing
faculty and staff.
Regularly review current work
environments and processes for
improvement.
Use data/information gathered
from the employee engagement
survey to improve work
environment.
Provide resources for university-
wide professional leadership
development.

Sub-goal 4.d. Undertake regular evaluation of Institutional Effectiveness

Strengthen administrative academic units, programs, centers, Council subgroup reports
accountability, innovation, and institutes to ensure resource evidence of streamlined
creativity, openness, and alignment is consistent with procedures
collaboration to advance the university goals and productivity.
WSU Annual Financial Report
Universitys mission.
Conduct evaluation and
implement improvement of
administrative processes to
ensure maximum efficiency and
effectiveness.
Remove administrative barriers
that prevent entrepreneurial
innovation.
Improve administrative and
academic analytics capabilities to
improve decision making.
Improve day-to-day
communication from university
and college level administration.

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 Strategic Plan 2014-2019

Potential Initiatives Other types of evidence

Theme 4 Sub-goals Quantitative Metrics (qualitative, progress
and Tactics indicators, diagnostics)

Sub-goal 4.e. Engage key constituencies in Institutional Effectiveness

Utilize institutional strategic decision making, governance, and Council annual report
plans, valid and reliable data, and strategic planning.
Strategic plan implementation
evaluation indicators to align
Report annually on progress committee annual report
investments of resources with
toward goals of strategic plan.
institutional priorities.
Focus on harnessing individuals
and units to partner on large,
programmatic initiatives that
advance WSUs intended
institutional profile.
Establish a clear process for
eliminating programs that no
longer demonstrate viability.
Map institutional priorities to
state and federal plans such as the
Student Achievement Council.

Sub-goal 4.f. Expand revenue from summer 54. Annual private support
Expand, diversify, and effectively session, online education, and ($ million)
steward funding to advance the not-for-credit offerings.
55. Endowment assets ($ million)
Universitys mission.
Maintain development resources
at levels of campaign to assure
annual fund raising in excess of
$100 million per year.
Develop private-public
partnerships to access outside
capital and increase the impact
of WSU.

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