Strategic Planning at WSU: Achieving Excellence and Impact

1. Strategic Planning at WSU Update Spring 2018

2. WSU is mission driven and publicly accountable • To our university and local communities • To the state of Washington • To the U.S. Department of Education • Northwest Council on Colleges and Universities • To discipline-specific oversight bodies

3. Strategic planning is beneficial and also required

4. Developing and using a strategic plan creates and fulfills opportunities Providesdirectionandfocus Enablesaccountability Facilitates celebrationof accomplishments

5. Vision = How we contribute Washington State University will be one of the nation’s leading land-grant universities, preeminent in research and discovery, teaching, and engagement.

6. Mission = Why we exist(Directs how we achieve our vision) • Washington State University is a public research university committed to its land grantheritage and tradition of service to society. Our mission is threefold: • To advance knowledge… • 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.

7. Values = How we operate • Quality and Excellence • Integrity, Trust, and Respect • Research, Innovation, and Creativity • Diversity and Global Citizenship • Freedom of Expression • Stewardship and Accountability

8. Washington State University will be recognized as one of the nation’s leading universities, preeminent in research and discovery, teaching, and engagement. • Theme 1: Exceptional Research, Innovation, and Creativity • Theme 2: Transformative Student Experience • Theme 3: Outreach and Engagement • Theme 4: Institutional Effectiveness: Diversity, Integrity, and Openness

9. Parts of the strategic plan • Themes = Summarize intentions • Goals = Directions to pursue • Initiatives = Examples of relevant strategies • Metrics = Measures that demonstrate progress • Peers = Relevant institutions for comparison

10. Themes: 1.____ 2.____ 3.____ 4.____ Mapping of Themes, Goals Sub-goals, Initiatives and Metrics Goals: 1.____ 2.____ 3.____ Sub-goals: 1.____ 2.____ 3.____ 4.____ Initiatives: 1.____ 2.____ 3.____ 4.____ Metrics: 1.____ 2.____ 3.____ 4.____

11. Institutional Effectiveness Council • WSU’s strategic planning implementation oversight; • Helps colleges, campuses, areas map to the plan; • Has defined quantitative benchmarks for each of the 57 metrics; • Is facilitating annual progress reports.

12. Mapping on to the plan

13. The Drive to 25:To be recognized as a top-25 public research university by 2030 • AAU metrics • Federal research and development expenditures • Faculty awards • National Academy membership • Citations of faculty scholarship • Peer-comparisons • Total research and development expenditures • Doctorates awarded • Annual giving • 6-year graduation rate • WSU-specific metrics • % of undergraduates involved in research, scholarship, and creative discovery • Placement rate of graduates • % of underrepresented minority faculty, staff, and students

14. IEC steering committee for 2018 Co-Chairs – Provost, Dan Bernardo (Represented by Vice Provost, Erica Austin) Theme 1 Subcommittee Chair – Vice President for Research, Chris Keane Accreditation Liaison Officer & Theme 2 Subcommittee Chair – Vice Provost,Erica Austin Theme 3 Subcommittee Co-Chair – Vice President for External Affairs and Government Relations, Colleen Kerr Theme 3 Subcommittee Co-Chair – Vice President for University Communication, Phil Weiler Theme 4 Subcommittee Co-Chair –Academic Dean, Michael Trevisan Theme 4 Subcommittee Co-Chair – Vice President for Finance & Administration, Stacy Pearson Supervisor of Institution-Level Metrics Collection – Executive Director of Institutional Research, Fran Hermanson Campus Chancellor – Spokane,Daryll DeWald Faculty Senate – Chair, Judi McDonald Oversight of System and Policy Issues – Craig Parks

15. Strategic plan peer institutions • Colorado State University-Fort Collins • Iowa State University • Louisiana State University and A&M • Mississippi State University • North Carolina State University Raleigh • Oregon State University • Purdue University-Main • University of Georgia • University of Maryland-College Park • University of Missouri-Columbia • University of Nebraska-Lincoln • University of Tennessee-Knoxville • Virginia Tech Public Land Grant institutions, “Very High Research” Institutions, Veterinary school, within 50% above or below WSU’s enrollment size, within 100% +/- WSU’s research and development expenditures

16. Other types of peer institutions • Legislative Peers – Public, Land Grant, with Veterinary School • e.g., UC Davis, Colorado State*, Purdue*, U Georgia*, U Tennessee* • Global Challenge State Peers – Public Research Institutions in the “top-8 performing states” • e.g., Colorado State*, UC Davis, Rutgers, V. Tech* • AAU Public Institutions –Invited Membership • e.g., Iowa State U*, U Illinois, Purdue*, Texas A&M, U Oregon • Top-25 Public American Research Institutions – Metrics tracked by the Center for Measuring University Performance • UC Davis, Purdue*, Rutgers, NC State U*, U Maryland*,Virginia Tech*, U Tennessee*, U Oregon*SP Peer

17. Implications of the Drive to 25 • Commitment to full Strategic Plan • Extra emphasis on subset of goals and metrics • sharpens our focus • provides context to better understand inter-relationships implied by the plan • Institutions for comparison are complementary • Key metrics already exist in our plan

18. Let’s compare CMUP, AAU with Strategic Plan

19. Let’s compare CMUP, AAU with Strategic Plan

20. How are we doing? • Update for 2017 in process • Seven-year accreditation site visit just completed • DT25 teams developing plans

21. WSU participates in regular reviews to reaffirm its accreditation. A complete university review cycle is seven years based on expectations for continuous improvement. The 7-year review includes an on-site evaluation. Accreditation review process WSU’s Year Seven Visit was completed April 9-11, 2018; Results final in late June

22. WSU has received five preliminary commendations • For rapidly building a reputation for transparency and inclusiveness in decision-making, and the administration, faculty, staff, and students for working together to maintain open communication. • For fostering a strong esprit de corps among its students, alumni, faculty, and staff.

23. Preliminary commendations (cont.) • For effective initiatives to improve student access and success, particularly that of underrepresented groups, through coordinated and collaborative efforts of Enrollment Management and Student Financial Services, Student Affairs, the Office of the Provost and the Academic Success and Career Center, and other units across the University. The Student Success Council is recognized for facilitating this work.

24. Preliminary commendations (cont.) • For planning to revitalize classrooms to serve today's learners. A notable result is The Spark, a state-of-the-art facility, which enables faculty to use innovative technology to help motivate students to engage deeply in learning. • For focusing research on the Grand Challenges of sustaining health, sustainable resources, opportunity and equity, smart systems, and national security, using interdisciplinary and collaborative approaches to serve society.

25. WSU also has received preliminary recommendations That Washington State University's comprehensive planning process is informed by the collection of appropriately defined data, which can be disaggregated to identify differences among campuses, learning modalities, and other subdivisions of this large and complex institution.

26. Preliminary recommendations (cont.) That Washington State University' s planning includes fully comprehensive emergency preparedness and contingency planning for continuity and recovery of operations at all campuses. That results of core theme assessments and results of assessments of programs and services are more consistently used for improvement, by informing planning, decision making, and allocation of resources and capacity. Final outcomes and report coming this summer

27. Drive to 25 shared vision Washington State University will be recognized as one of the nation’s top 25 public research universities, preeminent in research and discovery, teaching, and engagement by 2030. The Drive to 25 builds on the cornerstones of our institutional Strategic Plan and its two pivotal goals: WSU will offer a transformative educational experience to undergraduate and graduate students WSU will accelerate the development of a preeminent research portfolio

28. Thank you! • The successful pursuit of Washington State University’s mission requires the efforts of our entire community. • strategicplan.wsu.edu • wsu.edu/drive-to-25 • accreditation.wsu.edu

29. This has been a WSU Training Videoconference If you attended this live training session and wish to have your attendance documented in your training history, please notify Human Resource Services within 24 hours of today's date: hrstraining@wsu.edu