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Strategic Plan Archives

2008-2013 Strategic Plan

Achieve National and International Preeminence in Innovation, Discovery, and Creativity.

  • Attract and retain a diverse faculty and staff of the highest academic stature.
  • Promote programs of discovery and creativity that are broad and robust.
  • Invest in and promote identified and emerging areas of preeminence.
  • Support interdisciplinary programs that foster integrative and collaborative scholarship.

INNOVATION, DISCOVERY, AND CREATIVITY

Progress will be benchmarked by:

  • AAU indicators1 at or above AAU peer institutional averages
  • Faculty productivity/quality indicators at or above peer average2
  • Center  and program project grants compared to target
  • Academic  expenditures at or above AAU peer average
  • Library expenditures per faculty FTE3 compared to peer average
AAU indicators
  • Competitively funded federal research support
  • Membership in the National Academies
  • National Research Council faculty quality ratings
  • Faculty arts and humanities awards, fellowships, and memberships
  • Citations
  • USDA, state, and industrial research funding
  • Postdoctoral appointees
  • Endowment assets
  • Annual giving
Faculty Productivity/Quality Indicators
  • Faculty in leadership positions or with fellowship status in societies
  • Juried, adjudicated, or externally vetted performances, shows, and designs
  • Sponsored research expenditures per faculty FTE
  • Publications/citations per faculty FTE

PROVIDE A PREMIER EDUCATION AND TRANSFORMATIVE EXPERIENCE THAT PREPARES STUDENTS TO EXCEL IN A GLOBAL SOCIETY.

  • Develop and support outstanding graduate programs.
  • Ensure an infrastructure that supports excellence and adapts to advances in knowledge and technology.
  • Provide high-impact learning experiences that engage students.
  • Foster core competencies in our learners.
  • Significantly improve retention and graduation rates of our students.

A TRANSFORMATIVE STUDENT EXPERIENCE

Progress will be benchmarked by:

  • AAU, NSSE4 , and student experience indicators at or above AAU/peer average
  • State accountability measures at or above target
  • SAT scores of entering first-time freshmen compared to peers
  • Graduate enrollment as a percent of total enrollment compared to target
  • Library expenditures per student FTE compared to peer average
AAU, NSSE, and Student Experience Indicators
  • Distribution of Ph.D.’s across broad disciplinary categoriesAAU
  • Ph.D.’s awarded annuallyAAU
  • Student-to-faculty ratioNSSE
  • Student-to-faculty interactionsNSSE
  • Level of academic challengeNSSE
  • Active collaborative learningNSSE
  • Enriching educational experiencesNSSE
  • Supportive campusNSSE
  • Bachelor’s graduates with one or more of the following learning experiences: research, scholarly, and creative activities that are mentored, original, appropriate to the discipline, and disseminated; internship or practicum experience; international experience; and civic engagement activity
State Accountability Measures
  • Professional degrees awarded
  • Bachelor’s degrees awarded
  • Graduate degrees awarded
  • High-demand bachelor’s degrees awarded
  • Six-year graduation rate
  • Three-year graduation rate
  • Freshman retention
  • Undergraduate efficiency

LEAD IN RELEVANT LOCAL, NATIONAL, AND GLOBAL OUTREACH AND ENGAGEMENT.

  • Market our premier education to a diverse and global audience.
  • Consult with, assist, and learn from Washington and international businesses and organizations.
  • Aid informed decision-making and progressive public policy development that leads to better-informed governments.
  • Fuel the new economy with innovative ideas.

RELEVANT LOCAL AND GLOBAL ENGAGEMENT

Progress will be benchmarked by:

  • Curricular engagement5 indicators at or above target
  • Outreach6 and partnership7 indicators at or above target
  • Faculty conducting engaged scholarship8 compared to peer average
Curricular Engagement Indicators
  • Academic courses with community-based learning
  • Distance degree students earning bachelor’s degrees
  • Distance degree students earning advanced degrees
  • International programs and student participation
Outreach and Partnership Indicators
  • Public service expenditures as reported to IPEDS9
  • Endowment funds earmarked for community engagement
  • Extramural international development dollars
  • Partnerships with external organizations aligned with WSU areas of expertise
  • Extension and professional education offerings
  • Volunteer enrollment in WSU community-based programs
  • Small Business Development Center client hours, loans/capital obtained
  • Invention disclosures received
  • Licenses/options executed
  • Start-up businesses resulting from WSU research
  • Impact on societal needs (qualitative and illustrated by examples)

EMBRACE AN ENVIRONMENT OF DIVERSITY, INTEGRITY, AND TRANSPARENCY.

  • Be a responsible big enterprise known for best practices and high ethical standards and for providing an exemplary environment for scholarship, learning, and work.
  • Create an institutional culture in which diversity is the norm.

AN ENVIRONMENT OF DIVERSITY, INTEGRITY, AND TRANSPARENCY

Progress will be benchmarked by:

  • Best practices at or above target
  • Responses to employee survey at or above target
  • Diversity indicators at or above target
Best Practice Indicators
  • Administrative
  • Financial
  • Social (students, employees, communities, constituents)
  • Ethical
  • Transparency (University governance, policies, and procedures)
Employee Survey
  • Results of regular employee surveys on communication, accessibility of University information, and institutional integrity
Diversity Indicators
  • Underrepresented undergraduate students
  • Underrepresented graduate/professional students
  • Bachelor’s degrees awarded to underrepresented students
  • Graduate/professional degrees awarded to underrepresented students
  • High-demand bachelor’s degrees awarded to underrepresented students
  • Retention rates for underrepresented freshmen compared with overall freshman retention rate
  • Six-year graduation rates for underrepresented students compared with overall six-year graduation rate
  • Three-year graduation rates for underrepresented transfer students compared with overall three-year graduation rate
  • Undergraduate efficiency for underrepresented students compared with overall undergraduate efficiency
  • Mean percentile ranking compared to other institutions on selected diversity questions in NSSE
  • Underrepresented faculty and staff as compared with other universities in Washington

  1. Indicators used by the Association of American Universities to assess the quality of an institution and its faculty
  2. Land-grant universities with colleges of veterinary medicine
  3. Full-time equivalent
  4. National Survey of Student Engagement
  5. Knowledge-based teaching/learning, research, and service for the direct benefit of external audiences
  6. Teaching, learning, and scholarship that engages faculty, students, and community in mutually beneficial and respectful collaboration, addresses community-identified needs, deepens students’ civic and academic learning, enhances community well-being, and enriches scholarship of the institution
  7. Application and provision of institutional resources for community use with benefits to both campus and community
  8. Collaborative interactions with community and related scholarship for the mutually beneficial exchange, exploration, and application of knowledge, information, and resources
  9. Integrated Postsecondary Education Data System of the National Center for Education Statistics