Strategies are the specific approaches or methods that EWU has identified in order to achieve the goals of the strategic plan. They represent the overarching pathways that guide the organization’s efforts, providing a roadmap for decision-making and resource allocation. Each strategy is aligned with specific objectives, ensuring that all actions taken by the organization are purposeful and contribute directly to the achievement of these goals. By defining clear strategies, EWU can focus its efforts, and systematically work toward its desired outcomes. Additionally, strategies help to prioritize initiatives, allocate resources effectively, and set the stage for the development of more detailed action plans, which outline the specific steps needed to implement each strategy.
Student Success and Experience
Outcomes
Strategies
1. Annually increase first to second year retention rate by 1 percentage point, closing structural equity gaps for targeted student populations 1.5-3 percentage points, while growing new student enrollment by 0.5 percent and targeted student populations 1 percent.
2. Annually, increase overall graduation rate by 0.5 percentage points while closing structural equity gaps for targeted populations 1 percentage point.
3. By 2026-2027, develop a multi-dimensional model of well-being (e.g., financial well-being, academic well-being, etc.) that is integrated campus wide to improve the student positive mental health score as indicated in the Healthy Minds survey by 10% in five years.
4. By 2028-2029, decrease the DFW (Drop, Fail, and Withdrawal) rates in courses with historically high DFW rates and reduce the DFW rates for all courses to less than 20%.
5. Incorporate in experiential learning opportunities (including practicum, internships, research projects, community engagement) in undergraduate degree curriculum, by cataloging current opportunities by the end of 2024-25 with 100% of programs reaching experiential learning integration by 2028-29.
| Revamp First Year Experience, starting with strong pre-student programming, including New Student Orientation and Summer Bridge Programs. (1,2) |
| Implement targeted support programs and initiatives focused on academic, financial, and social resources specifically designed to address the unique challenges faced by historically marginalized student populations. (1,2) |
| Strengthen cross-divisional collaborative partnerships to provide students with holistic and supportive experiences. (1,2,3) |
| Develop and implement the strategic enrollment management plan. (1,2) |
| Conduct an inventory and needs assessment to enhance academic support services and develop opportunities, such as Supplemental Instruction, across the university. (1,2,3,4) |
| Conduct a detailed analysis of the past five years to identify courses with high DFW rates and develop effective interventions and ongoing assessment of these courses. (1,2,4) |
| Expand the use of Open Educational Resources (OER) to reduce costs and increase access to learning materials. (1,2,3,4) |
| Simplify degree pathways to ensure clarity and ease of progression toward graduation, including identifying and eliminating bottleneck courses that hinder student progress and timely graduation. (1,2,3,4) |
| Review and optimize course scheduling practices to better accommodate student needs and preferences. (1,2,3,4) |
| Leverage the comprehensive campaign to expand scholarship opportunities and support student financial needs. (1,2) |
| Create a cross-divisional task force to develop and implement a Comprehensive Campus-Wide student Well-Being Program. (3) |
| Establish an office of applied learning and community engagement to develop, coordinate, and promote internships, co-ops, service-learning, and undergraduate research in collaboration with academic departments, community partners, and employers. (1,2,5) |
Belonging Through Justice, Equity, Diversity, and Inclusion
Outcomes
Strategies
1. By 2025-2026, all university and academic policies, including those specific to individual units, will undergo an equity-minded audit to identify policies and practices contributing to inequitable outcomes for historically underrepresented students/faculty/staff.
2. By 2027-2028, all academic and student support units will implement equity-minded accountability and assessment practices and an annual reporting instrument that includes measures such as the participation and/or success rates of students disaggregated by race/ethnicity, socioeconomic status, and gender.
3. By 2026-2027, the number of students who participate in a university mentoring program or university support service will increase by 10% and participants will have a 10% greater outcome (measured by retention and graduation) than those who did not participate in a mentorship opportunity.
4. By 2027-2028, 100% of faculty and staff will have participated in formal training opportunities to support their growth in culturally responsive teaching and learning support, emphasizing curricular and co-curricular learning spaces (e.g., Inclusive Teaching Academy).
5. By 2027-2028, all of EWU will have an improved sense of belonging by improved student journey mapping, onboarding, and training experiences to include surveys of satisfaction and exit interview feedback to increase sense of belonging for all.
6. Beginning in 2024, increase alumni engagement by 20% each year through various means of time (e.g., volunteerism on boards, etc.), talent (e.g., utilizing their profession), and treasures (e.g., giving), further, investing in an active alumni culture.
| Select a self-auditing process and offer training to unit-level participants. The audit process will be developed, trained, and monitored. (1,2) |
| Based on the audit findings, develop and implement comprehensive action plans to revise policies, promote inclusivity, and ensure equitable opportunities and outcomes for all students, faculty, and staff. (1,2) |
| Create a directory of DEI experts across campus and a repository of DEI resources. (2,5) |
| Develop an annual reporting instrument to track DEI progress closing equity gaps by each division and college. (2) |
| By the end of the 2027 academic year, EWU will establish a framework to effectively communicate, coordinate, support, track, and assess mentorship and university support service opportunities (3) |
| Implement online synchronous and asynchronous, as well as in-person opportunities that allow faculty and staff to grow in culturally responsive teaching and inclusive learning, while educating participants about co-curricular offerings available to students. (3,4) |
| Create detailed student journey maps from admission to graduation using satisfaction surveys and using feedback to continuously refine policies and practices to foster a more inclusive and supportive environment. (5) |
| Develop resources for university employees for successful onboarding and integration into university and community. (5) |
| Expand alumni engagement through athletic and community events (on campus and off campus), career development, mentorship programs, volunteer opportunities, fundraising campaigns, professional expertise programs, regular events, and a recognition program to foster a vibrant alumni community. (6) |
| Utilizing private funds raised through a comprehensive campaign to name centers, schools, and programs, and identifying corporate partners or philanthropic gift(s) to name our stadium and gymnasium (6). |
Investing in People and Places
Outcomes
Strategies
1. Increase retention of employees for all permanent EWU positions by 1 percentage point annually and targeted employees by 2.5 percentage points to reflect the EWU student population.
2. Increase the recruitment of qualified applicants for all permanent EWU positions by 1% annually, and align employee demographics with the diversity of the EWU student population.
3. By 2025-2026, EWU will develop a campus master plan, which will explicitly incorporate residence halls, and include a vision for both Cheney and Spokane locations.
4. Overall campus Climate Survey score will increase by 10% in 2027-2028 and meet or exceed other peer and national institutions.
5. By 2026-2027, 100% of staff will participate in a professional development opportunity annually
| EWU will analyze faculty and staff turnover to develop, implement, and evaluate programs to improve recruitment and increase retention. (1,2) |
| EWU will create an onboarding and training program that ensures new employees and those in new roles are integrated, understand their unit’s goals, and have immediate access to essential resources and tools. (1,4) |
| Enhance faculty and staff well-being and resilience with a data-informed approach (1,4) |
| Implement targeted recruitment initiatives that actively seek out qualified applicants from diverse backgrounds, and collaborate with diverse professional organizations to widen the pool of potential candidates. (2) |
| Our facilities and technology will support excellence in education and provide an intentional and predictable roadmap for development, remain flexible to respond to educational demands, strengthen our IT infrastructure, and become a model for other institutions. Incorporate campaign funds to enhance campus facilities and technological infrastructure, supporting excellence in education and fostering community integration. (3) |
| EWU will identify a vision for all campuses (SIERR, Catalyst, Health Science/WSU), have targeted events, and integrate the Campuses into Cheney where appropriate. (3) |
| Develop robust residential life plan including physical structure, programs and assessment. (3) |
| EWU will cultivate a community of practice that invests in a workplace culture that provides resources for the continuous learning and professional development of all employees. (1,5) |
| Offer staff in service programs and an annual faculty retreat (1,5) |
Regional Anchor / Regional Impact
Outcomes
Strategies
1. By the end of 2024-2025, EWU will finalize its decarbonization plan which will describe how the University will eliminate its greenhouse gas emissions and improve the University’s climate resilience. By the end of 2025-2026 the plan will be updated to describe how students, faculty and staff will be involved in plan development and implementation.
2. By 2025-2026, EWU will develop a comprehensive brand and identity marketing plan that supports the future of the university.
3. By 2025-2026, EWU will complete a comprehensive regional economic profile using data-driven analytics and use that profile to promote academic offerings that benefit our region in preparation for the development of an academic master plan.
4. By 2026-2027, 25% of the faculty will participate in community engagement activities, increasing to 75% by 2028-2029.
5. By 2026-2027, EWU will identify, prioritize, and fund at least one major sustainability focused initiative as it establishes itself as the regional sustainability leader.
6. By 2026-2027, 75% of programs will have assessed alignment between program content, student learning outcomes, and regional skills needs; by 2029, 90% of programs will have completed such an assessment.
7. By 2028-2029, EWU will develop a multi-year investment and change-management plan that coordinates major state and institutional infrastructure investments with the development of faculty, student, and community engagement programs.
| Establish a cross-functional sustainability task force to develop and finalize a decarbonization plan that ensures involvement of students, faculty, and staff. (1) |
| EWU will align its programmatic offerings with regional economic activities by identifying top in-demand jobs and their required skills, creating a catalog of these skills, and then updating existing programs or developing new ones to incorporate these skill sets. (3,4,6,7) |
| EWU will invest in programmatic offerings that align with regional economic activities. (3,6) |
| EWU will develop a joint urban planning framework with Cheney and the West Plains to align campus development with regional growth, fostering professional partnerships and student opportunities. (3,6) |
| Enhance EWU’s brand recognition and reputation by creating a unified and compelling brand message that resonates with prospective students, alumni, and the community. (2) |
| Establish and/or strengthen programs and commitment to community engagement (e.g., applied learning, alumni and philanthropic engagement, etc.) (4,6,7) |
| Enhance applied learning opportunities with specific fundraising for these student opportunities. (4,6,7) |
