WSU System Strategic Plan
2020-2025
Murrow College leadership dialogue notes 3.18.19
Assumptions
- Transaction nature of students—can’t expect them to stay at one institution
- Mobility in the culture
- More reliance on online for rural and to accommodate mobility
- More competition for students
- More mental health needs
- More disparities for access (e.g. eastern WA health disparities)
- “Customer” mindset of students
- Readiness of students – not sure where that is going
- More need to partner for funding, grants
Mission
- Obligation to teach the state
- Obligation to eastern WA
- Focus currently on hard sciences—needs to include arts, com, social science
Values
- Family friendly environment
- Accountability is overshadowing everything else
- Transparency is a part of accountability
- Athletic prowess seems to be highly values
- Clash of values? E.g. Free expression, transparency, international
Drive to 25
- Are winning big games
- More research $ and support, better facilities for research and teaching
- WSU fiscal support and infrastructure
- No head butting—better research and teaching
- Students access to better teaching, lifelong learners, better job placement, giving back
- How do undergrads experience research?
- Work outside classroom in tangible ways—why it matters
- More creative spaces, elevate music
- Research not isolated
- “To be recognized” – by whom is unclear
- “Students can’t decide which teacher was most impactful” bc so many will have been
- Do we lose value of community?
- Would improve recruitment and retention of faculty
- Higher quality of life
- Engaged students, leaders in communities and legislature
- More access to information
- Improved financial viability of the state
- More perceived value of higher ed
Appreciation for the discussion—want more opportunities to consider these types of issues.