Achieving Our Vision A Synopsis from the Revised Strategic Plan ( ) by Ken Vreeland, Special Assistant to the Provost and Executive VP Oct. 31, 2008

Recording date of this workshop is October 31, Some of the information discussed in this workshop is subject to change. Please check university resources before relying exclusively on this recorded presentation. Recording date of this workshop is October 31, Some of the information discussed in this workshop is subject to change. Please check university resources before relying exclusively on this recorded presentation.

What is a “Strategic Plan?” A Strategic Plan is … a framework within which each budget area has responsibility to plan and budget—and be accountable.

“Even if you are on the right track, you’ll get run over if you just sit there.” — Will Rogers

The Process Shortly after arriving in 2007, President Floyd initiated review of 2002–07 Strategic Plan. Open forums held on each campus University-wide Web survey conducted Standing Presidential Committee appointed (Oct. 2007) Strategic Plan approved by Board of Regents (Aug. 2008)

Charge of the Presidential Committee Periodically review and update the WSU Strategic Plan Solicit input on the plan from the university community Oversee implementation of the plan by reviewing progress toward goals Produce an annual strategic planning report

Shaping the Plan Internal and external reviews Undergraduate Education—Shoenberg Report (2005) Undergraduate Advising—Vowell Report (2006) Retention Council Report (2007) Graduate Education—Graduate Education Commission and Yardley Reports (2005) Academic Affairs Program Prioritization ("A2P2") ( )

Components of the Plan Revised vision, set of values, mission statement, and goals that set the direction for WSU Includes a set of strategic initiatives and progress indicators for each goal that will guide the university over the next five years

Strategic Plan: Vision Washington State University will be recognized as one of the nation's leading land-grant research universities.

Strategic Plan: 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: 1.To advance knowledge 2.To extend knowledge 3.To apply knowledge

Strategic Plan: 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 and scholarship across a wide range of academic disciplines

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

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

Strategic Plan: Values Quality and Excellence Integrity, Trust, and Respect Discovery, Innovation, and Creativity Land-grant Ideals Diversity and Global Citizenship Freedom of Expression Stewardship and Accountability

Strategic Plan: Goal One Achieve national and international preeminence in innovation, discovery, and creativity

Goal One: 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 and…

Goal One: Achieve national and international preeminence in innovation, discovery, and creativity. Invest in and promote identified and emerging areas of preeminence Support interdisciplinary programs that foster integrative and collaborative scholarship

Strategic Plan: Goal Two Provide a premier education and transformative experience that prepares students to excel in a global society

Goal Two: 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 and…

Goal Two: Provide a premier education and transformative experience that prepares students to excel in a global society. Provide high-impact learning experiences that engage students Foster core competencies in our learners Significantly improve retention and graduation rates of our students

Strategic Plan: Goal Three Lead in relevant local, national, and global outreach and engagement

Goal Three: 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 and…

Goal Three: Lead in relevant local, national, and global outreach and engagement. Aid informed decision-making and progressive public policy development that leads to better-informed governments Fuel the new economy with innovative ideas

Strategic Plan: Goal Four Embrace an environment of diversity, integrity, and transparency

Goal Four: Embrace an environment of diversity, integrity, and transparency. Be known for best practices and high ethical standards, and for scholarship, learning, and work Create an institutional culture in which diversity is the norm

The Leadership Challenge How do we plan for and implement required changes to meet our strategic priorities?

“Leadership is the art of getting someone else to do something you want done because he wants to do it.” — Dwight Eisenhower

“Don’t tell people how to do things; tell them what to do and let them surprise you with their results.” —George S. Patton

“Let me be clear: we must protect our academic priorities; we must protect our current employees; and we must never apply budget reductions across the board for to do so puts us in a circumstance of mediocrity, and mediocrity is unacceptable.” —Elson S. Floyd WSU President State of the University Address, Oct. 1, 2008

Strategic Plan: Integration and Implementation Efforts University Administration Colleges and Administrative Units Departments Faculty and Staff

Addressing the Leadership Challenge Focus on established priorities Communicate so that efforts are seen as essential to improving our institution Concentrate on developing a sense of individual responsibility in both the process and the implementation of changes

Biennial Operating Budget Request ( ) Salaries (faculty, staff, & grad students) 5% each year of the biennium Core computer systems — Phase 1, student systems $16.0 M Enrollment at all campuses $24.5 M School for Global Animal Health $6.4 M and …

Biennial Operating Budget Request ( ) Public Safety/Emergency Management $4.2M Emerging Issues in Agriculture $4.0M Graduate Program Restoration $1.6M Clean Technology Initiative, Phase I $2.0M Healthcare Informatics $2.0M

Planned Actions (Institution Wide) Implement Strategic Plan and monitor progress indicators Complete A2P2 Align budget with strategic priorities Ensure effective and timely communication Accreditation

Planned Actions (Undergraduate Education) Continue improving first-year experience for all students Assessment Promote undergraduate research Promote experiential learning Advising and retention General Education Visioning Committee (Oct. 2008)

Planned Actions (Graduate Education and Research) Strategic marketing plan for our premier graduate programs Attract a higher percentage of outstanding graduate students Strategies to address the recommendations in the Yardley and Graduate Education Commission reports Build upon our success in new programs designed to enhance collaborative research and interdisciplinary graduate training experiences; increase research expenditures Focus on areas identified for preeminence (Clean Technologies, Global Animal and Human Health, the World’s Food Supply)

What We Have Accomplished $144M in private funding 56% and a record ! Record enrollment Largest and most-qualified freshman class Four-year institutions WSU Vancouver and WSU Tri-Cities Added 11 th college Edward R. Murrow College of Communication Added new school School for Global Animal Health Salary increases and increased faculty recognition (e.g. Regents Professor and Eminent Faculty Award)

What We Have Accomplished Undergraduate Education "Programs to Look For" —WSU Learning Communities/Freshman Focus (by US News & World Report, “America’s Best Colleges 2008”) Six Learning Goals of the Baccalaureate, Convocation, and Common Reading Office of Undergraduate Education

What We Have Accomplished (FY ) Research "Very High Research Activity" 1 of 96 public and private universities (by the Carnegie Foundation, 2006) $ 156 M —research grant awards 16% $ 559 M —research grant applications A record ! $ 213 M —research grant expenditures A record ! $ 325 M —grant-funded research and public service efforts

What We Have Accomplished Capital construction (in progress or completed) Pullman— Plant Biosciences, Biotechnology Life Sciences, Compton Union Building Tri-Cities— Bioproducts, Sciences, and Engineering Laboratory Vancouver— Student Services Center, Undergraduate Classroom Building Spokane— Academic Center, Nursing Building

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