Skip to main content Skip to navigation
Strategic Plan 2014-2019

Outreach and Engagement

  1. Goal 1: Increase access to and breadth of WSU’s research, scholarship, creative, academic, and extension programs throughout Washington and the world.
  2. Goal 2: Expand and enhance WSU’s engagement with institutions, communities, governments, and the private sector.
  3. 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

  1. Increase the impact of WSU research, scholarship, creative, and outreach activities on quality of life and economic development within the state and region.
  2. Increase access to the WSU system for place-bound, non-traditional, first-generation, and other underserved and underrepresented students.
  3. Contribute to economic security, stability, social justice, and public policy through research, education, the arts, extension, and citizen-based and public policy engagement.
  4. Increase WSU’s global presence and impact worldwide.
  5. Improve WSU’s reputation with external constituencies.

Theme 3 Metrics

 Sub-goalsInitiatives and TacticsMetricsOther Evidence

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.


  • Increase integration of extension and continuing education activities throughout the institution to bolster the reach and impact of WSU.

  • Increase the amount and impact of intellectual property resulting from WSU research.

  • Develop new strategies for outreach in urban areas of Washington and the western United States.

  • Increase capacity to support effective program impact assessment.

  • Repurpose and repackage extension programs into continuing education and for-credit offerings through the Global Campus.

30. Estimated annual economic impact of WSU activities

31. Number of start-up businesses from WSU research and outreach

32. Total research and development expenditures from industry (reported to NSF)

33. Patents applied for/awarded

34. Number of participants in non-credit educational programs offered by Global Campus and WSU Extension

35. Total annual expenditures in Extension

36. Royalties and other revenue from commercialization activities

  • Impact statements from WSU Extension

  • Digital collection numbers from WSU Libraries

  • WSU Research and Exchange Repository

  • Engagement in state and regional Extension and continuing education activities (WORQs)

  • Extension contacts with industry to increase awareness of WSU programs

  • Internships from alumni and constituency representatives

3.b.


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

  • Respond to the unique educational needs of urban campus communities and regions through academic and research programs.

  • Prepare faculty to effectively utilize alternative, technology, and distributed delivery methods in instruction.

  • Cultivate faculty and staff ability 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.

37. Enrollment in and numbers of Global Campus programs and courses

38. Total undergraduate and graduate enrollment (minority, first-generation, low-income)

39. Campus enrollment for: Spokane, Tri-Cities, Vancouver

40. Enrollment at other sites (e.g., Bremerton, Everett*) Note: Everett became a campus in 2016

 


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.

  • Increase and recognize engagement of WSU faculty, students, and professional staff with institutions, communities, governments, other educational partners, and the for-profit and nonprofit sectors.

  • Encourage and incentivize short-term faculty-industry exchange programs.

  • Enhance extension program delivery to underrepresented audiences.

41. Number of academic units or programs with advisory boards that include alumni and constituency representatives

42. Service hours, service courses, and service learning projects linked to the Center for Civic Engagement and similar programs

43. Total annual university operating and capital expenditures

  • International Programs-led projects that allow faculty, students, and staff to become involved globally (Global Campus)

  • Research and engagement activities with institutions, communities, governments, and the private sector (center reports, OGRD)

  • Office of Economic Development reports

  • Number of programs including 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

     



3.d.

Increase WSU’s global presence and impact worldwide.
  • Increase opportunities to engage in intercultural exchange and outreach for faculty, students, and international partners.

  • Expand WSU’s footprint across the globe in strategic areas of excellence and impact (e.g., health, agriculture, and sustainability).

44. International student enrollment

45. Number of faculty participating in international activities


46. Number of students participating in study abroad and other significant international experiences
  • Immersion opportunities for students whether abroad or local (IP report)

  • International Programs-led projects that allow faculty, students, and staff across the institution to become involved globally (IP report)

  • Internships that offer intercultural opportunities (IP report)

  • Number of grants with international/intercultural foci (IP Report)

3.e.


Improve WSU’s reputation with external constituencies. 


  • Increase strategic communication with key external stakeholders and between internal stakeholders about the impact of WSU research, education, and outreach.

  • Increase and recognize 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.

47.  Education and research performance average rankings
(Education: Average percentile score for USNWR UG, Forbes,
and Washington Monthly
Research: Average rank among ARWU,
THE, Taiwan, Leiden,
QS, and USNWR Global)


 


  • WSU’s ranking and reputation scores in reputable national and global university rankings

  • Periodic surveys conducted by WSU to assess its image and reputation within Washington state