Executive Leadership Team
- Buy into EWU
- Morale
- Accountability/assessment/data – informed decision making
- Financial forecasting
- Budget development
- DEI infrastructure
- Organization development/talent development
Directors and Administrators
- Student retention
- Semester/quarter/online academic calendars / make a decision as to which one, not offer both
- Campus experience for students
- Senior leadership
- Focus/prioritization
Faculty Group 1
- Catalyst building – lack of utility as classroom/overburdening processes
- Doing SRA 2 years after PRD
- Reorganization – put folks in positions of leadership without support or mentoring
- Too much funding in athletics and not enough in academics
- Faculty and staff burnout
- Retain/replace/recruit staff and faculty
Academic Deans
- We are very risk averse
- Right sizing the regional public university
- Morale
Faculty Senate Leadership
- Need more effective/invested leadership
- Need more diverse Board of Trustee members
- Administration reluctant to spend money to make money and need institutional incentive structure that benefits the university
- Recognition for student advising
- Merit pay for grant work
- Workload for add on service (accreditation, strategic plan, etc.)
- Relationship between campus and community groups could be improved
- DEI/Social Justice – no institutional, long term offers to change environment; “check the box” mentality with no vision
- Retention of faculty and staff of color
Community Diversity Leadership
- Activism to support community
- Connect with youth in schools
- Build programs to support / drive local youth to EWU
- Establish DEI training during student orientation
- Improve the internal culture
- Improve community exposure
- Improve the value alignment around diversity
- Improve the support for students from diverse populations
Community Forum
- Staffing and class offerings
- Increased focus on student centric thinking
- Remove obstacles to enrollment/graduation
- Genuinely engaged and dedicated president
- Spokane strategy / develop / students / alumni / businesses
- Indecisiveness – we change strategy every two years
Staff Group
- Staff retention / employee burnout and retention
- Living by the value(s)
- Cooperation vs competition
- Resources
- Too many priorities
Athletics
- Facilities out dated
- Campus housing
- Financial management processes
- Business practices / processes
- Training table
- Retention
- Alumni disconnect
- Hiring process
- Onboarding
- Professional development – staff / salaries
Student Leaders
- Lack of agreement on major requirements
- Inconsistent admission requirements for programs/poor advising
- Students of color treated differently by faculty
- No response to discrimination complaints / lack of support for students of color
- Inconsistent caring and performance of faculty
Internal Diversity Leadership
- Facilities
- Housing
- Recruitment/retention/staff, faculty, students
- DEI (Staff/faculty and students)
- Morale (especially staff and faculty)
- Support staff
Department Chairs
- Help for lecturers/senior lecturers / professional development support + opportunities / staff positions – not enough funding to hire more faculty
- Marketing and branding at the micro level
- Transparency, cost/budget/leadership
- Stable leadership
- One system
- Improve campus experience / ownership of buildings downtown
Faculty Group 2
- Improving the internal communication, marketing and advertising / consistency between department websites
- More transparency and connection between Spokane campus and main Cheney campus such as quarter semester scheduling, recruiting employees, training, faculty, training, mentoring / onboarding, faculty workload, etc.
- Better advising – confusing process and needs more training / student support
- Communication with CAAR and department schools
- Value faculty advising
- Stability
- Administrative / leadership
- Permanent to interim
- Retention of faculty and staff
- Reward exceptional service
- From bottom up
Union Leadership
- Infrastructure problems
- University doesn’t support mental / physical health of employees
- Employee turnover burnout
- Desperate need to right size athletics
- Stop cuts to DEI/Affinity groups as these are major areas to recruit students
- Management stability
- Inadequate student recruitment
Alumni Association Board
- Enrollment/student recruitment
- Fund raising
- Clarity of Goals/direction
- Invest in high enrollment programs/disinvest in low enrollment programs
- Buildings/infrastructure
- Community Partnerships/engagement
Campaign Cabinet
- Focus and alignment
- Target high impact programs with resources
- More Advancement staff focusing on major gifts, principal gifts, and planned gifts
- Marketing University and its successes
