WSU System Strategic Plan
2020-2025
Institutional Effectiveness Council retreat dialogue notes 2.20.19
Q1. Assumptions (internal)
- Must use resources efficiently
- Challenges of student mental health
- Tight budget constraints
- Issues of academic freedom, inclusion
- Too much is personality driven
- President has decided to run a metric-driven university
- Our change cannot be low; we must be faster to market
- We have a system, and place matters
- We have to enable people to do what they need to do
- Opportunity for change management and accountability
- Strategy drives structure
Q2. Assumptions (External)
- More ethnically and economically diverse
- More competition for students
- Need for accountability
- Higher ed has PR problem -people value but don’t see the value
- Must keep up with technology
- Federal funding declines
- State funding declines (or not increases)
- Declining recognition of higher ed value
- Consumerism of higher ed
- Can do more if do fewer things
- Must have a tighter focus
Q3. Increased emphasis
- Things that grow us
- DT25
- We are not good at identifying what we’re not good at
- UGeducation major funding but lose $ on every engineering student
- Need to see (and honor) $ brought in by NTT faculty
- $62M brought in for research but only $32M in reimb costs
- Need to harness power of the system
Q4. Continued importance
- Need culture to support change
- Culture eats strategy for lunch
- Each unit has to contribute to DT25 but not to all areas
- They must figure out what they contribute to
- Criteria-based way to make decisions
- Mission, goals; competition-wise; resources to do i.e. people, systems
- Market share
- Bottom line
Q5. Decreased emphasis
- Need to develop process to assess, prioritize and resource programs
- Move away from personality-driven decisions and constituent, advocacy-driven process and zero sum mentality
- To knowledge, evidence-based data, core competency and strategy; transparent; collaborative; positive (not just taking away)
- Investment orientation
Q6. How world will be better because of what WSU does
- What do the values mean?
- How do we live them?
- DT25 needs the WHY
- Kirk: reputation and value of degree
- In-state requires 2 flagship Us
- High tech economy provides opportunity
- People are great; even if culture needs change
Beliefs and assumptions, important next steps
IEC steering is keepers of the process; conveners and interpreters
Next steps
- Engaging the stakeholders
- Design engagement strategies and calendar
- Discuss Jean’s draft