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)<\/td><\/tr><\/tbody><\/table><\/figure>\n<\/div>\n<\/div>\n\n\n\nBelonging<\/strong><\/p>\n\n\n\n\n
\n
Outcomes<\/strong><\/p>\n<\/div>\n\n\n\n\n
\n\n
Strategies<\/strong><\/p>\n\n<\/div>\n<\/div><\/div>\n<\/div>\n\n\n\n\n
\n
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.<\/p>\n\n\n\n
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.<\/p>\n\n\n\n
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.<\/p>\n\n\n\n
4. By 2027-2028, 100% of faculty and staff will have participated in formal training opportunities to support the needs of all students their growth in culturally responsive teaching and learning support, including emphasizing curricular and co-curricular learning spaces (e.g., Inclusive Teaching Academy).<\/p>\n\n\n\n
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.<\/p>\n\n\n\n
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.<\/p>\n<\/div>\n\n\n\n
\n
Select a self-auditing process and offer training to unit-level participants. The audit process will be developed, trained, and monitored. (1,2)<\/td><\/tr> 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)<\/td><\/tr> Create a directory of DEI experts across campus and a repository of DEI resources. (2,5)<\/td><\/tr> Develop an annual reporting instrument to track DEI progress closing equity gaps by each division and college. (2)<\/td><\/tr> 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)<\/td><\/tr> 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)<\/td><\/tr> 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)<\/td><\/tr> Develop resources for university employees for successful onboarding and integration into university and community. (5)<\/td><\/tr> 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)<\/td><\/tr> 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).<\/td><\/tr><\/tbody><\/table><\/figure>\n<\/div>\n<\/div>\n\n\n\nInvesting in People and Places<\/strong><\/p>\n\n\n\n\n
\n
Outcomes<\/strong><\/p>\n<\/div>\n\n\n\n\n
\n\n
Strategies<\/strong><\/p>\n\n<\/div>\n<\/div><\/div>\n<\/div>\n\n\n\n\n
\n
1. Increase retention of employees for all permanent EWU positions by 1 percentage point annually and, targeted employees by 2.5 percentage points to meet the needs of the EWU students, increase retention of employees in key student-facing service areas by 2.5 percentage points. reflect the EWU student population.<\/p>\n\n\n\n
2. Increase the recruitment of qualified applicants for all permanent EWU positions by 1% annually, and align employee’s training and experience with EWU’s mission. demographics with the diversity of the EWU student population.<\/p>\n\n\n\n
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.<\/p>\n\n\n\n
4. Overall campus Climate Survey score will increase by 10% in 2027-2028 and meet or exceed other peer and national institutions.<\/p>\n\n\n\n
5. By 2026-2027, 100% of staff will participate in a professional development opportunity annually<\/p>\n<\/div>\n\n\n\n
\n
EWU will analyze faculty and staff turnover to develop, implement, and evaluate programs to improve recruitment and increase retention. (1,2)<\/td><\/tr> 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)<\/td><\/tr> Enhance faculty and staff well-being and resilience with a data-informed approach (1,4)<\/td><\/tr> 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)<\/td><\/tr> 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)<\/td><\/tr> 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)<\/td><\/tr> Develop robust residential life plan including physical structure, programs and assessment. (3)<\/td><\/tr> 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)<\/td><\/tr> Offer staff in service programs and an annual faculty retreat (1,5)<\/td><\/tr><\/tbody><\/table><\/figure>\n<\/div>\n<\/div>\n\n\n\nRegional Anchor \/ Regional Impact<\/strong><\/p>\n\n\n\n\n
\n
Outcomes<\/strong><\/p>\n<\/div>\n\n\n\n\n
\n\n
Strategies<\/strong><\/p>\n\n<\/div>\n<\/div><\/div>\n<\/div>\n\n\n\n\n
\n
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\u2019s 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.<\/p>\n\n\n\n
2. By 2025-2026, EWU will develop a comprehensive brand and identity marketing plan that supports the future of the university.<\/p>\n\n\n\n
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.<\/p>\n\n\n\n
4. By 2026-2027, 25% of the faculty will participate in community engagement activities, increasing to 75% by 2028-2029.<\/p>\n\n\n\n
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.<\/p>\n\n\n\n
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.<\/p>\n\n\n\n
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.<\/p>\n<\/div>\n\n\n\n
\n
Establish a cross-functional sustainability task force to develop and finalize a decarbonization plan that ensures involvement of students, faculty, and staff. (1)<\/td><\/tr> 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)<\/td><\/tr> EWU will invest in programmatic offerings that align with regional economic activities. (3,6)<\/td><\/tr> 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)<\/td><\/tr> 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)<\/td><\/tr> Establish and\/or strengthen programs and commitment to community engagement (e.g., applied learning, alumni and philanthropic engagement, etc.) (4,6,7)<\/td><\/tr> Enhance applied learning opportunities with specific fundraising for these student opportunities. (4,6,7)<\/td><\/tr><\/tbody><\/table><\/figure>\n<\/div>\n<\/div>\n\n\n