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Strategic Plan 2014-2019

Institutional Effectiveness

  1. Goal 1: Create and sustain a university community that is diverse, inclusive, and equitable.
  2. Goal 2: Cultivate a system-wide culture of organizational integrity, effectiveness, and openness that facilitates pursuit of the institution’s academic aspirations.
  3. 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

  1. Recruit, retain, and advance a diverse intellectual mix of faculty, staff, and students, including women and those from underrepresented groups.
  2. Maintain respectful, inclusive, and equitable behavior in all university environments.
  3. Increase employee productivity and satisfaction.
  4. Strengthen administrative accountability, innovation, creativity, openness, transparency, and collaboration to advance the University’s mission.
  5. Utilize institutional strategic plans, valid and reliable data, and evaluation indicators to align investments of resources with institutional priorities.
  6. Expand, diversify, and effectively steward funding to advance the University’s mission.

Theme 4 Metrics

 Sub-goalsInitiatives and TacticsMetricsOther Evidence

4.a.


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


  • Assure diversity and inclusion efforts are visibly and consistently supported at the highest levels of leadership (president, provost, chancellors, deans).

  • Continue mentoring of assistant and associate professors and successful programs from Advance aimed at the hiring and advancement of women and underrepresented faculty.

  • Develop and implement social 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.

48. Number of faculty from underrepresented groups

49. Number of staff from underrepresented groups

50. Faculty and staff retention rates

51. Number of women and faculty from underrepresented groups tenured or promoted to associate/full professor (rolling ten-year average)

  • Pell grant-eligibility data

  • McNair scholar participation rates

  • Percent of student body that is first-generation

  • Percent of students and faculty in physical and life sciences, math, and engineering who are women or from underrepresented groups

  • Annual progress on AA/EEO goals

     



4.b.


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


  • Maintain and strengthen units, programs, and spaces that promote community building, 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.

52.   Key indicators from biennial institution-wide Employee Engagement Survey


 


4.c. 


Increase employee productivity and satisfaction.


  • Improve functionality of information technology systems for administrative processes, student services, and research.

  • Recognize productivity in employee performance evaluations.

  • Communicate openly and with appropriate timeliness on issues 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.

53. Average employee satisfaction rating from Employee Engagement Survey (faculty, staff)


  • Financial support directed toward professional development of faculty and staff (Office of the Provost and Human Resources tracking)

  • Key indicators from regular institution-wide climate survey and other routine surveys (e.g., COACHE survey for faculty; HRS surveys)

     



4.d.


Strengthen administrative accountability, innovation, creativity, openness, and collaboration to advance the University’s mission.

  • Undertake regular evaluation of academic units, programs, centers, and institutes to ensure resource alignment is consistent with university goals and productivity.

  • 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.

 


  • Institutional Effectiveness Council subgroup reports evidence of streamlined procedures

  • WSU Annual Financial Report

4.e.


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

  • Engage key constituencies in decision making, governance, and strategic planning.

  • Report annually on progress toward goals of strategic plan.

  • Focus on harnessing individuals and units to partner on large, programmatic initiatives that advance WSU’s 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.

 


  • Institutional Effectiveness Council annual report

  • Strategic plan implementation committee annual report

4.f.


Expand, diversify, and effectively steward funding to advance the University’s mission.


  • Expand revenue from summer session, online education, and not-for-credit offerings.

  • 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.

54. Annual private support ($ million)

55. Endowment assets ($ million)