2012-13 Strategic Plan Outcome Assessment Report
CORE THEME: 1. TEACHING AND LEARNING
UNIVERSITY OBJECTIVE 1.1 Enhance student success by continually improving the curricular, co-curricular, and extracurricular programs
Outcomes
1.1.1 Students will
achieve programmatic
learning outcomes
Indicators
1.1.1.1: Student
performance data and
outcomes
achievement as
described in annual
program assessment
reports and
standardized exams.
1.1.1.2: Post-grad job
and graduate school
placement
rates
Expected Performance
Level
(Criterion)
100% annual program
reporting
Responsible
Reporting Unit
Key Strategies/
Initiatives
Associate Provost
Professional
Development
(e.g., teaching and
assessment)
80% reported
programmatic outcome
attainment
At or above selected peer
averages on standardized
major field tests
Baseline to be determined
Budget/Resource
Analysis
Release time, goods
and services, and
secretary costs for
Coordinator of
Assessment
Outcome Results
100% of academic
programs reported*
72% of programs report
outcome attained*
Did not assess
standardized field
testing results
Dean of Student
Success
Cooperative
Education
Staff, goods and
services, and secretary
costs
Did not assess.
Results/Findings: * Reported measure is 2011-2012 data. Data is gathered December 1 to report on the previous year’s assessment outcomes.
(Henderson & Smith, 2013)
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2012-13 Strategic Plan Outcome Assessment Report
UNIVERSITY OBJECTIVE 1.1 Enhance student success by continually improving the curricular, co-curricular, and extracurricular programs
Outcomes
Indicators
Expected Performance
Responsible
Key Strategies/
Budget/Resource
Level
Reporting Unit
Initiatives
Analysis
(Criterion)
1.1.2 Students will
1.1.2.1: First year-to80%
Director of
Early Alert
C-Port and Student
persist to graduation
second year
Organizational
System/
Achievement Personnel
with increased efficiency persistence rates
Effectiveness
MapWorks
and rate
Faculty release, Housing
1.1.2.2: Graduation
4 yr – 30%
Director of
Living Learning
staff, goods and
rates
5 yr – 54%
Organizational
Communities
services, and secretary
6 yr – 62%
Effectiveness
costs
First Year
Experience (FYE)
1.1.2.3: Time-tograduation
High School (FTIC)
Mean: 4.6 yrs
Median: 4.2
Director of
Organizational
Effectiveness
Transfers (DTA):
Mean: 2.9 yrs
Median: 2.2
1.1.2.4 Credits-tograduation Percentage
and number of
students earning
beyond 225 credits
before graduating.
Baseline to be determined
Director of
Organizational
Effectiveness
Learning
Commons
Staff, goods and
services, and secretary
costs
Small class sizes
Cost per full-time
equivalent student
Outcome Results
2010-2011 =76.4%
2011-2012 =71.7%
2012-2013 =72.5%
Transfer (All)
2 yrs or < = 33.4%
3yrs = 53.6%
4 yrs + = 63.5%
Native
4yrs or < = 31.4%
5yrs = 49.2%
6yrs = 55.2%
Native (FTIC)
Mean = 4.13 yrs
Median = 4.0 yrs
Transfer (all)
Mean = 2.24 yrs
Median = 2.0 yrs
526 (20.3%) students
earned 225 or more
credits.
109 (4.2%) student
earned 225 or more
credits earned only at
CWU
Results/Findings:
(“Re_ Here You Go.eml,” n.d.)(“Grads Over 225 credits.eml,” n.d.)
Fall Freshman Enrollment History
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2012-13 Strategic Plan Outcome Assessment Report
UNIVERSITY OBJECTIVE 1.1 Enhance student success by continually improving the curricular, co-curricular, and extracurricular programs
Outcomes
Indicators
Expected Performance
Responsible
Key Strategies/
Budget/Resource
Level
Reporting Unit
Initiatives
Analysis
(Criterion)
1.1.3 Students and
faculty will be
increasingly engaged in
the learning process in
and outside of the
classroom.
1.1.3.1: Faculty
Survey of Student
Engagement (FSSE)
results
1.1.3.2: National
Survey of Student
Engagement (NSSE)
results
At or above selected peer
averages
Director of
Organizational
Effectiveness
Cooperative
Education
At or above selected
peer/national averages
Director of
Organizational
Effectiveness
Graduate
Assistantships
Center for Civic
Engagement
1.1.3.3: Priority
Survey of Online
Learning (PSOL)
results
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At or above selected
peer/national averages
Director of
Organizational
Effectiveness
Faculty release costs,
staff, goods and
services, and secretary
costs
Center Staff, goods and
services, and secretary
costs
Graduate assistantship
costs
Outcome Results
Data not available. See
comparison table for
student/faculty data.
NSSE
Benchmarks:
Level of
LD 53%
Academic
UD 60%*
Challenge
Active &
LD 40%**
Collaborative UD 56%*
Learning
StudentLD 36%*
Faculty
UD 44%*
Interaction
Enriching
LD 27%
Educational
UD 39%
Experiences
Supportive
LD 61%
Campus
UD 57%
Environment
Deep
LD 58%**
Approaches
UD 67%
to Learning
Strengths
 Registration for online
courses is convenient.
 Program requirements
are clear and
reasonable.
 Instructional materials
are appropriate for
program content.
 Campus item: A fair
and equitable learning
environment exists in
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2012-13 Strategic Plan Outcome Assessment Report



1.1.3.4: Student
participation in
internships,
teaching
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Internships: 15% of total
students
Career Services
Graduate Studies
Teaching assistantships:
my online course(s).
Assessment and
evaluation procedures
are clear and
reasonable.
My program advisor is
accessible by telephone
and e-mail.
Billing and payment
procedures are
convenient for me.
Challenges
 Faculty are responsive
to student needs.
 The quality of online
instruction is excellent.
Tuition paid is a
worthwhile investment.
 Faculty provide timely
feedback about student
progress.
 There are sufficient
offerings within my
program of study.
 Campus item: The
organization and design
of my online course(s)
is conducive to
learning.
 I am aware of whom to
contact for questions
about programs and
services.
A detailed strategic plan to
improve in these areas has
been developed.
 Number of students
participating coop
experiences increased
from 927 in 2011-12 to
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2012-13 Strategic Plan Outcome Assessment Report
assistantships, and
research
assistantships
135 total
Research Assistantships:
40 total
973 in 2012-13 (5%
increase)
 104 Teaching
Assistantships
 16.33 Research
Assistantships
 25 Staff Assistants
Graduate Studies is revising
its offices and strategic plan.
This number will be explored
in greater detail next year.
Results/Findings:
(“NSSE12 Executive Snapshot (CWU) PAGE_1.pdf,” n.d.)(“Re_ Data Request.eml,” n.d.)(“FSSE12 Reports (CWU).xls,” n.d.)(“FSSE_NSSE_Comparison_2012.pdf,” n.d.)
* CWU higher than Far West Public Institutions
** CWU lower than Far West Public Institutions
Supporting Docs/PSOL 2013 (CWU vs Peers) Strategic Benchmarks.docx
Online Learning Strategies (2013).docx
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2012-13 Strategic Plan Outcome Assessment Report
UNIVERSITY OBJECTIVE 1.1 Enhance student success by continually improving the curricular, co-curricular, and extracurricular programs
Outcomes
Indicators
Expected Performance
Responsible
Key Strategies/
Budget/Resource
Level
Reporting Unit
Initiatives
Analysis
(Criterion)
1.1.4 Students will be
1.1.4.1: National
At or above selected
Reported by
Cultural and
Programming and staff
increasingly engaged in
Survey of Student
peer/national averages
Director of
Student Life
costs
high quality
Engagement
Organizational
Programming and
extracurricular offerings. (NSSE) results
Effectiveness
Speaker Series
Coach, staff, goods and
Recreation and
services, and secretary
Athletic
costs
Programming
Outcome Results
NSSE Benchmarks:
Level of
LD 53%
Academic
UD 60%*
Challenge
Active &
LD 40%**
Collaborative UD 56%*
Learning
StudentLD 36%*
Faculty
UD 44%*
Interaction
Enriching
LD 27%
Educational
UD 39%
Experiences
Supportive
LD 61%
Campus
UD 57%
Environment
Deep
LD 58%**
Approaches
UD 67%
to Learning
Results/Findings:
(“NSSE12 Multi-Year Benchmark Report (CWU).xlsx,” n.d.)(“NSSE12 Executive Snapshot (CWU) PAGE_1.pdf,” n.d.)
NSSE12 Student Experience In Brief (CWU).doc
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2012-13 Strategic Plan Outcome Assessment Report
UNIVERSITY OBJECTIVE 1.2 Enhance the effectiveness of student support services.
Outcomes
Indicators
Expected Performance
Responsible
Level
Reporting Unit
(Criterion)
1.2.1 Increase student
1.2.1.1 Participant
Baseline needs to be
Dean of Student
use and impact of
usage, impact, and calculated
Success
relevant and effective
satisfaction survey
support services.
results
Key Strategies/
Initiatives
Math Center
Writing Center
SSS/WaTEP
Supplemental
Instruction
CAMP
STAR
Advising
Budget/Resource
Analysis
Programming and staff
costs
Director, staff, goods
and services, and
secretary costs
Outcome Results
Tutoring Usage in the
ARC:
Spring 2012
1169 Tutorials
Spring 2013
2233 Tutorials
Tutoring Usage
Math – 1.16 students/hr
Writing - .85 students/hr
CAMP – 89% retention
SSS – 96% retention
STAR – 68% retention
GEAR Up served 2000
students, EOC nearly
2000, and HEP nearly
150; CAMP outreached
over 3000.
The CAMP program
successfully obtained a
Dare to Dream Grant
and delivered services
June 2013.
Between 15% and 20%
of the student body
participated and availed
themselves to Student
Development Area
programs, events and
activities at any given
time throughout the
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2012-13 Strategic Plan Outcome Assessment Report
academic year.
Club and Academic
Senates funded 90% of
the student
organizations and clubs
that requested funds for
events and activities.
Results/Findings:
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2012-13 Strategic Plan Outcome Assessment Report
CORE THEME: 2. INCLUSIVENESS AND DIVERSITY
UNIVERSITY OBJECTIVE 2.1 Enhance the environment of inclusiveness for faculty, staff, and students
Outcomes
2.1.1 Increase the ability
and willingness of faculty
staff, and students to
participate in shared
governance of the
university.
Indicators
Expected Performance
Level
(Criterion)
Responsible
Reporting Unit
Key Strategies/
Initiatives
2.1.1.1:
Organizational
climate studies
Baseline
Conducted by:
Chief Human
Resource Officer;
University
committee
opportunities
2.1.1.2:
Faculty and staff
participation in
University
Committees,
Senate
Committees, and
College
Committees
2.1.1.1.1:
50% of staff participate in
shared governance.
Director of
Inclusivity &
Diversity
Director of
Diversity and
Inclusivity is
collaborating with
the BOD VP for
equity to develop
outreach to
students.
2.1.1.3:
Student
participation in
student
government and
student clubs.
2.1.1.1.3:
Annual increase of student
participation in shared
governance.
2.1.1.1.2:
85% of faculty participate in
shared governance.
Dean of Student
Success
Budget/Resource
Analysis
Costs of services, and
study costs.
Outcome Results
 Planned for COACHE
Faculty Fall 2013.
 Did not assess staff.
 Did not assess all CWU
students.
 Data not available.
There are not enough
opportunities provided
to meet this criterion.
 < 10% participated in
BOD elections (n=672)
 More than 172 student
clubs and organizations
 24 sport clubs, 654
students participating.
 All Student
Development Programs
(100%) sponsored
and/or presented
during the 2012-2013
academic year were
inclusive and targeted a
diverse student body.
 Student Development
Programs saw only a
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2012-13 Strategic Plan Outcome Assessment Report
25% increase in student
participation rates for
students from diverse
populations for the
2012-2013 academic
year. (We want to see
this rate at 30%
participation rate which
is on par with the
percentage of students
from diverse
populations attending
the university).
 Students from diverse
populations
participating in the
Students for the Dream
LLC increased by 40%
for the 2012-2013
academic year.
 All graduating students
from diverse
populations
participated in the
Ethnic Student
Graduation
Celebrations reaching a
100% participation rate
for the 2012-2013
academic year.
 The participation rate
for students from
diverse populations
participating in the
CLCE programs and
events was 13% for the
2012-2013 academic
year. (We want to see
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2012-13 Strategic Plan Outcome Assessment Report
this rate at 30% in the
future).

 Faculty and Staff participation data not available. Need to revise indicator to allow for better reflection of need.
 While fewer than 10% (672) of students participate in the election of student government (BOD members), there are over 137 student clubs and organizations for students to
engage. Specifically, in examining sport clubs alone (n=24), 654 students participated on teams.
 FSSE revealed that faculty report the institution emphasizes that students should be encouraged to attend campus events and activities 52% of the time in their lower division
classes and 54% of the time in the upper division classes; NSSE revealed students report that the institution encourages 80% of first year students and of seniors to attend
campus events including cultural performances.
 COACHE will be administrated to faculty 2013-2014.
UNIVERSITY OBJECTIVE 2.2 Increase faculty, staff, and student diversity by active programs of recruitment and retention for members of underrepresented groups.
Outcomes
2.2.1 Increase the
number of and seniority
of faculty and staff from
underrepresented
groups
Indicators
2.2.1.1:
Recruitment and
retention results
Expected Performance
Level
(Criterion)
Exceeds Federal Diversity
reporting standards in
recruitment and hiring.
2.2.1.2: Faculty and
staff workplace
satisfaction study
Increased retention of
underrepresented groups
in senior positions
Baseline data needs to be
collected to determine
expected performance level
Responsible
Reporting Unit
Key Strategies/
Initiatives
Budget/Resource
Analysis
Outcome Results
Chief Human
Resource Officer
Established OEO
process to ensure
compliance with
federal guidelines
$156,000.00 for
salaries and benefits
for OEO office
Meets Federal
guidelines.
Director of
Inclusivity &
Diversity and the
Chief Human
Resource Officer
None identified
Not currently funded
COACHE Faculty to be
implemented Fall 2013
Results/Findings:
2.2.1.1
2013 Impact Ratio Analysis establishes baseline for group movement through hiring process Impact Ratio Analysis
Diversity of hiring pools meets federal diversity reporting standards (http://www.opm.gov/diversityandinclusion/reports/DIAgencySpecificStrategicPlanGuidance.pdf)
2.2.1.2
COACHE study implemented Fall 2013 and will establish baseline data for trend analysis for faculty satisfaction.
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2012-13 Strategic Plan Outcome Assessment Report
UNIVERSITY OBJECTIVE 2.2 Increase faculty, staff, and student diversity by active programs of recruitment and retention for members of underrepresented groups.
Outcomes
Indicators
Expected Performance
Responsible
Key Strategies/
Budget/Resource
Outcome Results
Level
Reporting Unit
Initiatives
Analysis
(Criterion)
2.2.2 Increase diversity of students by
active program recruitment and
retention of underrepresented groups.
2.2.2.1:
Recruitment,
retention,
and
graduation
results
2.2.2.2:
Student
satisfaction
studies
Annual increase in the
percentage of students
from underrepresented
groups recruited,
retained and graduated.
75% of students are
satisfied with their
experiences at CWU.
Director of
Organizational
Effectiveness
Dean of Student
Success
C-Port to identify
and target
specific groups
for recruitment.
Camp, SSS, STAR
advising programs
that help to retain
students from
underrepresented
groups.
CDSJ
collaborating with
Colleges and units
to increase
participation in
co-curricular
programming.
FSSE/NSSE
Cost of C-Port and
staff: $200,000.00
CAMP - $424,986.00
SSS $260,000.00
STAR - $365,610.00
Recruitment and
retention data—Not
available.
See table below for
completion
(graduation) rates.
Students
80% UD
Positive
relationship
with:
Other
students
75% LD
Faculty
NSSE/FSSE:
$10,000.00
76% LD
78% UD
60% LD
56% UD
Administration
Findings/Results:
 FSSE/NSSE data : 79% of faculty report that students in lower division classes have positive relationships with other students, 80% of students have positive relationship
with faculty members, while only 38% of faculty think that students have a positive relationship with administrative personnel. The findings remain about the same with
upper division courses, 81% of faculty report that students have positive relationships with other students, 80% with faculty and 44% with administrative personnel.
Students also report that they have positive relationships with groups on campus, 76% of first year students report positive relationships with other students, 75%
report positive relationships with faculty, and 60% report positive relationships with administrative personnel. Again, the results are similar for seniors, 80% report
positive relationships with other students, 78% report positive relationships with faculty, and 56% report positive relationships with administrative personnel.
NSSE12 Student Experience In Brief (CWU).doc
NSSE12 Multi-Year Benchmark Report (CWU).xlsx
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2012-13 Strategic Plan Outcome Assessment Report
6 yr Grad Rate
2005-2006
54.6
56.7
52.3
55.6
50.5
41.1
31.6
67.9
48.7
51.0
72.2
56
Total
Females
Males
No Pell
Pell
Asian
Black
CAMP Hispanic
Non-CAMP Hispanic
Multi-ethnic
Native American/American Indian
White
CWU Total
5 Yr. Grad Rate
2005-2007
48.1
51.4
44.4
49.4
43.1
39.2
25.9
49.3
41.4
41.3
62.1
49.9
4 Yr. Grad Rate
2005-2008
26.2
30.7
21.2
27.4
21.1
18
10.6
19.1
20.8
22.2
13.2
27.9
Enrollment
Gender
Rank
Academic
Year
GRAD
2010-2011
373
297
2011-2012
378
305
2012-2013
385
314
2010-2011
284
208
2011-2012
238
204
2012-2013
228
2010-2011
2011-2012
PBAC
UGRD
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Ethnicity
African
American
Asian
Hispanic
/ Latino
Multi
Ethnic
Native
American
Pacific
Islander
White
Ethnicity
Unknown
Military
17
46
29
30
16
1
486
45
2
1
13
52
28
32
11
504
44
6
1
15
61
21
38
7
513
45
11
15
51
17
27
5
330
47
11
1
12
46
13
25
3
311
33
15
211
2
11
49
11
35
4
1
290
40
21
5737
5683
43
342
594
680
896
69
46
8031
805
134
5689
5736
44
359
652
676
1009
58
44
7849
822
230
Females Males
Gender
Unknown
13
2012-2013
5695
5604
51
340
702
766
1112
2012-13 Strategic Plan Outcome Assessment Report
74
48
7497
811
336
UNIVERSITY OBJECTIVE 2.2 Increase faculty, staff, and student diversity by active programs of recruitment and retention for members of underrepresented groups.
Outcomes
Indicators
Expected Performance
Responsible
Key Strategies/
Budget
Outcome Results
Level
Reporting Unit
Initiatives
(Criterion)
2.2.3 Increase the
number of students
who have served in
the military of the
United States by
active recruitment
and retention
programs.
2.2.3.1: Recruitment,
retention, and
graduation results
2.2.3.2: Student
satisfaction studies
Annual increase in % of
veterans students, increase in
retention and graduation rates
Maintain status as veteran
friendly campus.
Director of
Organizational
Effectiveness
Conducted by
the Dean of
Student
Success
Central
Washington
University has
been named a
military-friendly
school by Victory
Media in its 2013
edition of its G.I.
Jobs magazine ().
Central has been
identified as on of
the top 15 schools
that provide
comprehensive
services to military
veterans including
a variety of
programs aimed at
veterans and their
families.
Staff, goods and
services, and secretary
costs
Increased number of
veterans and
graduating veterans.
Did not apply for
Veteran- Friendly
Campus.
Did not single out
veterans for
satisfaction studies.
Results/Findings:
 CWU had 136 Veterans and Veterans’ dependents graduate from summer 2012 to spring 2013. 68 of those graduated spring quarter 2013
 Veteran Students Historical-SUM.xlsx
 Recruitment for the winter 2013 through summer 2013 was up 36 students from the same time frame (winter 2012 through summer 2012). Fall numbers will not be
finalized until after the change of schedule period for the quarter, however it looks like we should be on target.
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2012-13 Strategic Plan Outcome Assessment Report
UNIVERSITY OBJECTIVE 2.2 Increase faculty, staff, and student diversity by active programs of recruitment and retention for members of underrepresented groups.
Outcomes
Indicators
Expected Performance
Responsible
Key Strategies/
Budget
Outcome Results
Level
Reporting Unit
Initiatives
(Criterion)
2.2.4 Increase the
number of international
students by active
recruitment and retention
programs.
2.2.4.1:
Recruitment,
retention, and
graduation results
Annual increase in the
percentage of international
students enrolled, retained
and graduated
Director of
Organizational
Effectiveness
Active recruitment
of International
students by the
Assistant Vice
President of
International
programs.
Provided space on
CDSJ website to
report Bias
Incidents to
Director of
Diversity and
Inclusivity
2.2.4.2: Student
satisfaction studies
Annual increase in
International student
satisfaction with CWU
Decrease number of
student bias complaints
Dean of Students
Success
None defined
International Student
Recruiter: $54,100.00
Operating Budget:
$25,000.00
Global Services &
Initiatives Director
Operating Budget:
$25,000.00
OISP AVP Operating
Budget: $25,000.00
Total: $129,100.00 per
year
Recruitment and
retention data—Not
available.
See table below 2.2.2
for completion
(graduation) rates.
Student satisfaction
studies not currently
funded.
None budgeted
No universal
assessments
conducted.
Results/Findings:
 2012_13 International Students
 2011_13 International Students

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2012-13 Strategic Plan Outcome Assessment Report
UNIVERSITY OBJECTIVE 2.3 Ensure that CWU has an inclusive and diverse curriculum
Outcomes
Indicators
2.3.1 Increase the
2.3.1.1: Number of
number of
students and faculty
students and
engaged in study
faculty who
abroad and student
engage in
and faculty
international
exchange programs
exchanges or
to and from CWU
experiences.
Results/Findings:
International engagement
2011-2
CWU Students
209
Visiting Students
19
Faculty led programs
90
Expected Performance
Level
(Criterion)
Annual increase in the
number of faculty and
students who participate in
exchange programs to and
from CWU.
Responsible
Reporting Unit
Reported by the
AVP for
International
Programs
Key Strategies/
Initiatives
International
Programs recruiting
students to intern in
China. Building
other exchange
programs.
Budget/Resource
Analysis
$129,100.00 per year
total budget
Outcome Results
Several challenges in the
Office of International
Studies and Programs
prevented this from
meeting expected levels.
NSSE analysis
2012-2013
132
19
17
August 2012
NSSE: 3% of first year and 9% of seniors students report that they have participated in study abroad; while 37% of first year students and 9% of seniors report that they plan to
participate in study abroad.
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2012-13 Strategic Plan Outcome Assessment Report
UNIVERSITY OBJECTIVE 2.3 Ensure that CWU has an inclusive and diverse curriculum
Outcomes
Indicators
Expected Performance
Responsible
Level
Reporting Unit
(Criterion)
2.3.2 Increase the
2.3.2.1: Number and Increase in the number of
Reported by
inclusion and
type of courses
courses that include
Director of General
integration of
reflecting
international/global
Education,
international
international/global perspectives
Curriculum, and
cultural
integration as
Program Planning
perspectives in the identified by
curriculum.
NSSE/FSSE
Key Strategies/
Initiatives
Budget/Resource
Analysis
Outcome Results
Developing
operational definition
of international
cultural perspectives.
The minimum average
cost for these courses
is 4500.50 per 5 WLU at
overload rate. Class
size varies from 3WLU
to 5WLU.
Results: In AY 20112012, CWU had 197
courses identified as
including
international/global
perspectives. In AY
2012-2013, CWU had
262 courses identified
as including
international/global
perspectives,
increasing the number
of courses by 65.
NSSE/FSSE: 10,000
Results/Findings:
2012
 FSSE results demonstrate that 49% of CWU faculty that teach lower division classes report that students should engage in study abroad; 40% of faculty who teach upper
division courses report that students should engage in study abroad.
 NSSE results reflect that 3% of first year CWU students have completed study abroad and 37% plan to; while only 9% of seniors have completed study abroad and 9%
report that they plan to.
4/15/20 3:05 PM
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2012-13 Strategic Plan Outcome Assessment Report
UNIVERSITY OBJECTIVE 2.3 Ensure that CWU has an inclusive and diverse curriculum
Outcomes
2.3.3: Increase the
inclusion and
integration of
underrepresented
group perspectives
in the curriculum
Indicators
2.3.3.1.Number
and type of
courses
reflecting
diverse group
integration.
Expected Performance
Level
(Criterion)
Integration of minor programs
that focus on diverse groups
under one umbrella.
Responsible
Reporting Unit
Reported by Director
of General Education,
Curriculum, and
Program Planning
Key Strategies/
Initiatives
None identified
Budget/Resource
Analysis
Not currently funded.
Increase the number of
courses that include a diverse
perspective on an annual basis
Outcome Results
Results: In AY 20112012, CWU had 363
courses identified as
including a diverse
perspective. In AY 20122013, CWU had 368
courses identified as
including a diverse
perspective, increasing
the number of courses
by 5.
Results/Findings:
The following interdisciplinary minors existed at CWU in AY 2012-2013:







Africana and Black Studies Minor
American Indian Studies Minor
Asia/Pacific Studies Minor
Ethnic Studies Minor
International Studies Minor
Latino and Latin American Studies Minor
Women’s and Gender Studies Minor
2012-2013
80% of CWU peer institutions as identified on the CWU IR website https://www.cwu.edu/institutional-research/peer-institutions have a diversity core component (2-3 courses)
in the general education program. (CWU has one course.).
FSSE/NSSE August 2012 : Diverse Class Content
University emphasizes contact among students from different economic, social, and racial/ethnic backgrounds
In academic coursework emphasize understanding people of other racial and ethnic backgrounds
Class discussions or writings that include diverse perspectives (different races, religions, genders, political beliefs etc.)
4/15/20 3:05 PM
Faculty
41% LD*
44% UD
37% LD*
48% UD
44% LD*
57% UD*
Students
56% LD
52% UD
52% LD
53% UD
59% LD
67% UD
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2012-13 Strategic Plan Outcome Assessment Report
Have serious conversations in courses with students of a different race or ethnicity than their own
22% LD*
52% LD
41% UD*
56% UD
*Substantial differences exist between what faculty report students in their courses do, and what students report they plan to do (LD) or have done (UD) in their courses.
4/15/20 3:05 PM
19
2012-13 Strategic Plan Outcome Assessment Report
CORE THEME: 3. SCHOLARSHIP AND CREATIVE EXPRESSION
Objective 3.1 Increase the emphasis on and the opportunities for students, faculty, and staff to participate in research, scholarship, and creative expression.
Outcomes
Indicators
Expected Performance
Responsible
Key Strategies/
Budget/Resource
Outcome Results
Level
Reporting Unit
Initiatives
Analysis
(Criterion)
3.1.1 Sustain
3.1.1.1:
Majority (at least 51%) of
Reported by ARC
SEED grants ($2,000
$16,0000 (8 awards)
Awaiting Faculty 180
participation by
Number and
scholarship and creative
(Stuart Boursma)
merit-based awards
data
faculty, students,
quality (i.e.,
expression peer reviewed –
for faculty research
and staff in quality peer reviewed) Category A).
pilot programs)
research,
of
$10,000 (to be held in
scholarship, and
publications,
Majority (at least 51%) of
Bridge funds (these
reserve)
creative
presentations, scholarship and creative
are funds used to
expression.
and
expression disseminated
sustain a faculty
performances
nationally and internationally.
member’s research
at the local,
enterprise when one
regional,
grant ends and the
national, and
next one does not
$0
international
immediately
levels.
commence)
3.1.1.2:
Number of
posters,
presentations,
and
performances
by students,
faculty and
staff The
Symposium on
University
Research and
Creative
Expression
(SOURCE)
4/15/20 3:05 PM
% of total undergraduates;
graduate students; and faculty
members. Baseline still to be
determined.
Reported by the
SOURCE Committee
Chair (Kara Gabriel)
Faculty travel to
conference awards
(see Explanation of
Changes)
Reported by the
SOURCE Committee
Chair (Kara Gabriel)
$41,000 (.47 release
time)
1) There were 337 total
CWU-affiliated SOURCE
presentations.
2) Of those 337, 16 had
a faculty/staff first
author, 53 had a
graduate student first
author, and 268 had an
undergraduate first
author.
3) Of those 337
presentations, there
were an additional 159
listed co-authors (status
unknown).
20
2012-13 Strategic Plan Outcome Assessment Report
4) In addition to the
primary faculty mentor
on each student
presentation, there
were an additional 57
listed faculty comentors.
3.1.1.3:
Number and
amount of
Internal
Undergraduate
and Graduate
Research
Fellowships
awarded.
Baseline is to be determined.
3.1.1.4:
Number of
faculty
members and
students who
utilize the
services of
Research and
Grants
We would expect that all
faculty members who receive
research release time (and/or
who receive research seed
funds from SPURS) would
utilize the services of SPURS.
We would expect that any
student who receives research
funds from GS would utilize the
services of Research and
Grants
Dean of Graduate
Studies
SPURS
Merit-based
fellowships for
research and
conference travel that
are reviewed by crossdisciplinary
committee. Students
who receive research
or travel fellowships
must present at
SOURCE.
SPURS Workshops
(one per quarter)
Undergraduate:
36 applied, 31 awarded.
Graduate:
52 applied, 19 funded.
See tables below.
Ledger 1. Baseline needs
to be determined.
Data is not collected.
ARC Faculty
Development Day
(SPURS presentation)
Meet with all
departments every
year
Individual meetings
with faculty
Individual meetings
with students
Results/Findings:
4/15/20 3:05 PM
21
2012-13 Strategic Plan Outcome Assessment Report
Summary of 2012-2013 Undergraduate Award Activity
Competition
Date
10/31/2012
01/31/2013
03/01/2013
Total
No.
Applications
5
10
3
18
Research
Amount
Requested
2,074.00
4,205.45
1,482.00
7,761.45
No.
Awards
3
9
2
14
Amount
Awarded
1,384.00
1,815.45
982.00
4,181.45
No.
Applications
3
9
6
18
Travel
Amount
Requested
3,202.80
10,000.00
3,471.76
16,674.56
No.
Awards
3
8
6
17
Amount
Awarded
2,902.80
3,990.00
2,000.00
8,892.80
Total Amount
Awarded
4,286.80
5,805.45
2,982.00
13,074.25
Graduate Student Fellowship Awards 2012 - 2013
MROCAa
Competition
Date
11/15/12
04/15/2013
No. Applications
11
12
Total
23
Amount
Requested
7,451.23
8,095.00
15,546.23
GSSRb
No.
Awards
5
6
11
Amount Awarded
3,500.00
3,897.00
7,397.00
No. Applications
0
29
29
Amount
Requested
0
81,200.00
81,200.00
No. Awards
0
8
8
Amount
Awarded
0.00
22,400.00
22,400.00
a MROCA, Master's Research or Creative Activity.
b GSSR, Graduate Student Summer Research.
Total Student
Awards:
$29,797.00
4/15/20 3:05 PM
22
2012-13 Strategic Plan Outcome Assessment Report
Objective 3.1 Increase the emphasis on and the opportunities for students, faculty, and staff to participate in research, scholarship, and creative expression.
Outcomes
Indicators
Expected Performance
Responsible
Key Strategies/
Budget/Resource
Outcome Results
Level
Reporting Unit
Initiatives
Analysis
(Criterion)
3.1.2 Sustain the
3.1.2.1:
Departments (100%) offer
Reported by Director Research Methods
Undetermined at this
Only six academic
number of courses Number and
courses or components of
of Academic
courses within majors. time.
departments do not
that include
type of courses courses that include research,
Programs
have courses that reflect
research,
reflecting
scholarship and creative
Delivery of
scholarship and creative
scholarship and
research,
expression skills as key
Independent and
expression
creative expression scholarship,
outcomes.
Individual Studies
skills as key
and creative
courses.
outcomes.
expression.
Enrollment in
these courses.
Results/Findings:
The following departments do not have courses that include research, scholarship and creative expression skills as key outcomes:
 Accounting
 Aviation
 Educational Foundations and Curriculum
 Finance and Supply Chain Management
 Geography
 Teaching Elementary Adolescent and Young Children
UNIVERSITY OBJECTIVE 3.2 Increase the external funding received for research, scholarship, and creative expression by faculty, staff, and students
Outcomes
3.2.1 Sustain
the number of
applications
and total
awards
obtained by all
academic
colleges and
divisions for
4/15/20 3:05 PM
Indicators
3.2.1.1: Number
of competitive
grants submitted
(and on which
level,
local/state/region
al/national/intern
ational)
Expected Performance
Level
(Criterion)
Baseline needs to be
determined since prior
research funding numbers
included fee-forservice/contract work.
Responsible
Reporting Unit
Reported by the
Director of SPURS
Key Strategies/
Initiatives
Budget/Resource
Analysis
Faculty and SPRUS
staff member travel to
technical workshops
and training meetings
Start-up funds for new
faculty
$15,000
Grant-related
subscriptions and
memberships
$18,000
$0
Outcome Results
Grants funded during
this fiscal year totaled
$9,453,197.
 120 grants were
submitted to
external funding
sources (135 last
year) by
 65 individual faculty
and staff (70 last
23
2012-13 Strategic Plan Outcome Assessment Report
external
funding having
local, regional,
national, and
international
impact for
research,
scholarship, and
creative
expression by
faculty, staff,
and students.
Number of grants
awarded (and by
which agency
[local/state/regio
nal/national/inter
national] and the
dollar amount for
each)
Sponsored research
for matching funds
$55,000
Director of SPURS
$81,548.50

Salary subvention for
IRB, IACUC, and
McNair.



$20,000; $10,000;
$10,000, respectively).
year)
requested a total of
$13,043,075
($14,278,650 last
year).
79 funded
21 not funded
20 pending funding
Results/Findings:
Summary of 2012-2013 Faculty Development and Research Council Award Activity
Faculty Grant Awards
Competition
Date
Faculty Research Appointment
Award
Applications
s
Amount
Applications
GAPa
Award
s
Amount
Seed
Award
Applications
s
10/15/2012
0
0
0.00
0
0
0.00
1
1
01/15/2013
3
2
20,000.00
0
0
0.00
1
1
03/15/2013
0
0
0.00
0
0
0.00
2
1
Total
3
2
20,000.00
0
0
0.00
4
3
Amount
2,000.0
0
2,000.0
0
2,000.0
0
6,000.0
0
SOARb
Award
Applications
s
Amount
0
0
0.00
1
1
8,500.00
3
2
17,000.00
4
3
25,500.00
a GAP, Getting Another Proposal.
b SOAR, Scholarly Opportunities for Academic Researchers.
Total Faculty
Awards:
$51,500.00
Graduate Student Fellowship Awards
Competition
Date
MROCAa
Applications
4/15/20 3:05 PM
Award
GSSRb
Amount
Applications
Award
Amount
24
2012-13 Strategic Plan Outcome Assessment Report
s
11/15/12
04/15/2013
Total
11
12
23
5
6
11
s
3,500.00
3,897.00
7,397.00
0
29
29
0
8
8
0.00
22,400.00
22,400.00
Please see the report referenced below for a full and robust reporting of external funding.
(Guggino, 2013)
CORE THEME: 4. PUBLIC SERVICE AND COMMUNITY ENGAGEMENT
OBJECTIVE 4.1 Enhance the commitment and the level of collaboration between the university and external communities.
Outcomes
Indicators
Expected Performance
Responsible
Key Strategies/
Level
Reporting Unit
Initiatives
(Criterion)
4.1.1 Optimize the
many cultural,
educational, service,
and recreational
events, such as
performances,
exhibitions, and
sporting events, that
are available to the
CWU campuses and
external
communities and
increase campus and
community
participation in
these events
4/15/20 3:05 PM
4.1.1.1:
Number of
cultural,
educational,
service, and
recreational
events, such
as
performances,
exhibitions,
and sporting
events, that
are available
to the CWU
campuses and
external
communities
Optimize the number of
events in each category
Reported by
Managers of Events
Outreach units,
CLCE, Diversity and
Inclusivity, Residence
Life, New Student
Programs, University
Centers, President’s
Office, SURC
Scheduling, Public
Affairs, Commercial
Activity Council,
ASCWU BOD,
Chimpanzee
Institute, Brooks
Library, Continuing
Education, Academic
Colleges, Centers
using Resource 25 for
event scheduling
(JFS)
Tabulate the number
of cultural,
educational, service,
recreational events
and meetings,
indicating whether the
program is new,
recurring or dropped.
Budget/Resource
Analysis
Staff, goods and
services, and secretary
costs for offices
identified as responsible
for cultural, educational,
service, and recreational
events, such as
performances,
exhibitions, and sporting
events. In order to
develop more robust
and usable data
collection and analysis a
central depository for
data is needed.
Organizational
Effectiveness and
Institutional Research
are the departments
that are intuitively the
best choices as
managers for University
data collection and
analysis. Human and
financial resources need
to be committed to data
collection, analysis and
Outcome Results
Requested and getting
data from Cherie
Wilson.
25
2012-13 Strategic Plan Outcome Assessment Report
management within the
strategic planning
process to allow all units
to more successfully
track their progress
toward goals.
Results/Findings:
Number of times rooms have been scheduled by organization type FY 2012-2013
S&A (ie. Student Clubs and departments funded by S&A monies) - 7766
Departments (all other departments on campus) - 12505
Conferences (conferences scheduled through the Conference Center) - 361
Off-Campus Groups (ie. community events, wedding receptions, state agencies, etc.) - 485
TOTAL - 21117
Number of times students have checked out laptops from the Information Center (Data from Sept. 01, 2012 - Aug. 30, 2013)
34,463
Number of monthly entries into the SURC (including weekends)
Oct. - 336,912
Nov. - 249,620
Dec. - 136,126
Jan. - 298,615
Feb. - 267,008
Mar. - 217,882
Apr. - 326,723
Types of events put on by off-campus organizations
Rodeo Royal Court Banquet
Rodeo Hall of Fame Banquet
CareNet Banquet
Ellensburg Film Festival
Anderson Hay and Grain Holiday Banquet
Ellensburg High School Graduation
Ellensburg High School Prom
Ellensburg High School Senior Party
State Solo
Kittitas Valley Community Hospital Fund raiser
Hope Source Banquet
Various Wedding Receptions
Lots of State Agencies - Fish and Wildlife, DNR, etc.
Also see SURC Use Data Tables
4/15/20 3:05 PM
26
2012-13 Strategic Plan Outcome Assessment Report
4/15/20 3:05 PM
27
2012-13 Strategic Plan Outcome Assessment Report
OBJECTIVE 4.1 Enhance the commitment and the level of collaboration between the university and external communities.
Outcomes
4.1.2 Increase the
number of
collaborations and
partnerships with
external community
entities and
organizations
Indicators
4.1.2.1 The
number of
positive
collaborations
/partnerships
with external
communities
entities and
organizations,
to build good
will between
the University
and the
communities,
and serve the
best interest
of both.
Expected Performance
Level
(Criterion)
Increase the number of
collaborations in each
category.
Responsible
Reporting Unit
Director of
Continuing
Education,
Dean of Student
Success,
Dean of Graduate
Studies and
Research,
Public Affairs,
Commercial
Activities Council,
All Deans and
Directors
Provost
President
Key Strategies/
Initiatives
In annual PDP’s,
require year end
reports from Deans,
Directors and AVP’s to
include information
about how many
collaborations have
been forged or
strengthened.
Budget/Resource
Analysis
Staff, goods and
services, and secretary
costs for offices
identified as responsible
for cultural, educational,
service, and recreational
events, such as
performances,
exhibitions, and sporting
events. In order to
develop more robust
and usable data
collection and analysis a
central depository for
data is needed.
Organizational
Effectiveness and
Institutional Research
are the departments
that are intuitively the
best choices as
managers for University
data collection and
analysis. Human and
financial resources need
to be committed to data
collection, analysis and
management within the
strategic planning
process to allow all units
to more successfully
track their progress
toward goals.
Outcome Results
No data.
Results/Findings:
4/15/20 3:05 PM
28
2012-13 Strategic Plan Outcome Assessment Report
OBJECTIVE 4.2 Increase participation in university sponsored life-long learning opportunities between the University and external communities
Outcomes
4.2.1: Increase the
number of class and
certificate program
offerings that meet
the needs and
satisfaction of the
CWU campuses and
external
communities.
4/15/20 3:05 PM
Indicators
4.2.1.1:
Number of
classes and
certificate
program
offerings and
course
evaluations,
location,
enrollments.
Expected Performance
Level (Criterion)
Increase number of classes
and certificate program
offerings, and enrollments at
respective campuses.
Responsible
Reporting Unit
Reported by the
Director of
Continuing
Education,
Library,
Health Education,
Career Services,
Registrar
All Deans and AVP’s
Library Staff
Student
Achievement
Key Strategies/
Initiatives
Individual units
maintain records of
their class and
certificate offerings by
location/site and
suggest areas for
expansion and
development.
All University
departments who offer
classes, courses, and
certificate programs
must survey
stakeholders for
program satisfaction
and to determine
current/future needs
and report those data
annually.
Budget/Resource
Analysis
Outcome Results
45 Certificates awarded
to already certified
teachers that came back
for a second
endorsement
34 students enrolled in
Ed2Go Training
Programs
18 Enrolled in Ed2Go
Instructor Led Courses
192 Credit Hours earned
in VESi courses
29
2012-13 Strategic Plan Outcome Assessment Report
Results/Findings:
Certificate Completions
Craft Beer Trade Certificate
Wine Trade Professional Certificate
Professional Sommelier Certificate
AY 11-12
Completions
7
29
15
AY 12-13
Completions
9
26
6
Ed2Go Career Training Programs
Course Title
3ds max
Entrepreneurship: Start-Up and Business Owner Management
Medical Billing and Coding + Medical Terminology
Administrative Medical Specialist with Medical Billing and Coding + Medical
Terminology
Six Sigma Black Belt
Web Design Certificate
Administrative Professional with Microsoft Office Specialist 2007 Training
Clinical Dental Assistant
Administrative Medical Specialist with Medical Billing and Coding
Cisco CCNA Certification Training
Advanced Coding for the Physicians Office
HVAC Technician
Professional Bookkeeping with QuickBooks 2010
Management Training
Professional Bookkeeping with QuickBooks 2012
Freight Broker/Agent Training
Travel Agent Training
Advanced Hospital Coding and CCS Prep
Carpentry
Microsoft Access 2007
Advanced Personal Fitness Trainer
Project Management
Administrative Professional with Microsoft Office Specialist 2010
4/15/20 3:05 PM
AY 11-12
Enrollments
2
1
2
AY 12-13
Enrollments
0
2
1
7
2
3
1
2
2
2
1
1
2
1
2
1
1
1
1
1
2
1
1
2
2
0
0
0
1
0
0
1
0
0
2
0
0
0
0
0
0
2
0
30
Emergency Management Training for First Responders
CompTIA Network+ Certification Training
Microsoft Certified IT Professional: Enterprise Desktop Support Technician 7 (MCITP)
Certified Mediator
Certified Alternative Dispute Resolution Specialist
AutoCAD 2011 With AutoCAD 3D
Search Engine Marketing
Digital Arts Certificate
Project Management with Microsoft Project 2007
Microsoft SharePoint 2010 Certification Training
Non-Profit Management
Lean Mastery
ICD-10 Medical Coding
Paralegal
Certified Bookkeeper
Advanced Microsoft Certified Technology Specialist (MCTS) SQL Server 2008
Child Development Associate Training
Microsoft Excel 2010 Certification Training
Entrepreneurship: Start-Up and Business Owner Management
Chartered Tax Professional
1
1
1
1
1
2
0
0
0
0
0
0
0
0
0
0
0
0
0
0
47
2012-13 Strategic Plan Outcome Assessment Report
0
0
0
0
0
0
3
1
4
1
1
1
1
2
1
1
1
1
2
1
34
Ed2Go Instructor Lead Courses
Course Title
Fundamentals of Supervision and Management
Introduction to PC Troubleshooting
Creating Web Pages
Introduction to Windows XP
Introduction to CSS and XHTML
Introduction to Microsoft Excel 2007
Intermediate CSS and XHTML
Teaching Students With Autism: Strategies for Success
Introduction to Dreamweaver CS5
Introduction to Microsoft Access 2010
Introduction to Networking
Start Your Own Edible Garden
4/15/20 3:05 PM
AY 11-12
Enrollments
1
1
1
1
1
1
1
1
1
0
0
0
AY 12-13
Enrollments
0
0
0
0
0
1
0
0
0
1
1
1
31
2012-13 Strategic Plan Outcome Assessment Report
Explore a Career in Medical Coding
Intermediate Microsoft Excel 2010
Intermediate Networking
Photoshop Elements 10 for the Digital Photographer
Accounting Fundamentals
Administrative Assistant Fundamentals
Grammar Refresher
Wireless Networking
Accounting Fundamentals II
Introduction to PC Security
Marriage and Relationships: Keys to Success
0
0
0
0
0
0
0
0
0
0
0
9
1
2
1
1
3
1
1
1
1
1
1
18
VESi - Teacher Professional Development Courses
Course Title
Clock Hour Enrollments - 9/1/12 thru 8/31/13
Advanced Classroom Management: Children as Change Agents
Attention Deficit Disorder: Information & Interventions for Effective Teaching
Autism & Asperger's Disorder: Information & Effective Intervention Strategies
Behavior is Language: Strategies for Managing Disruptive Behavior
Child Abuse: Working with Abused & Neglected Children
Drugs & Alcohol in Schools: Understanding Substance Use & Abuse
Early Childhood Education: Family-Centered Services
Early Childhood Education: Observation & Assessment
Early Childhood Education: Program Planning
Early Childhood Education: Typical & Atypical Development
Educational Assessment: Assessing Student Learning in the Classroom
Ethics & Safety in Education: Guidelines for Teachers & Administrators
Harassment, Bullying & Cyber-Intimidation in Schools
Inclusion: Working with Students with Special Needs in General Education Classrooms
Infant & Toddler Mental Health: Issues & Information for Educators
Learning Disabilities: Practical Information for the Classroom Teacher
Reading & Writing in Content Area
Reading Fundamentals #1: An Introduction to Scientifically-based Research
Reading Fundamentals #2: Laying the Foundation for Effective Reading Instruction
4/15/20 3:05 PM
AY 11-12
AY 11-12
AY 12-13
AY 12-13
Credit
Clock Hour
Credit
Clock Hour
Enrollments Enrollments Enrollments Enrollments
15
9
18
16
11
16
4
6
5
6
15
7
17
7
0
13
4
9
12
3
7
5
20
10
3
3
2
0
2
1
3
5
1
0
5
1
2
1
9
5
9
14
5
13
4
4
3
3
4
7
14
10
3
10
9
1
1
3
5
6
16
0
4
0
2
4
3
2
1
9
2
0
2
4
3
3
32
Reading Fundamentals #3 : The Elements of Effective Reading Instruction & Assessment
Talented & Gifted: Working with High Achievers
Teaching Diversity: Influences & Issues in the Classroom
Teaching Elementary Math Conceptually: A New Paradigm
Traumatized Child: The Effects of Stress, Trauma & Violence on Student Learning
Try DI!: Planning & Preparing a Differentiated Instruction Program
Understanding Aggression: Coping with Aggressive Behavior in the Classroom
Violence in Schools: Identification, Prevention & Intervention Strategies
Why DI?: An Introduction to Differentiated Instruction
Total
4/15/20 3:05 PM
9
20
12
5
12
0
12
12
22
294
2012-13 Strategic Plan Outcome Assessment Report
3
0
3
5
9
2
1
10
1
4
5
4
4
6
1
0
8
1
9
9
4
5
1
6
12
7
106
192
93
33
2012-13 Strategic Plan Outcome Assessment Report
OBJECTIVE 4.3 Enhance the efforts of members of the university community to strengthen the economic base of the region and state.
Outcomes
Indicators
Expected Performance
Responsible
Key Strategies/
Budget/Resource
Level
Reporting Unit
Initiatives
Analysis
(Criterion)
4.3.1 Increase
4.3.1.1:
4.3.1.1 Increase number over
Reported by
Include businesses in
Current staffing to
support for area
Number of
baseline
Dean of Graduate
university/institution
compile the required
economic
grants and
Studies; President
sponsored business
data is limited.
development
contracts with
for CWU Research
training opportunities;
Adequate levels of
local agencies
4.2.1.2 Increase number over
Foundation; and
Collaborate with area
support need to be
and businesses baseline
Executive Director
development agencies
established in order to
of I4IE
for speaker series;
determine the ongoing
4.3.1.2:
AVP for Enrollment, Collaborate with area
satisfaction
Number of
AVP Business and
development agencies
measurements of the
businesses or
Finance, Provost,
for business incubation campuses and external
jobs created as 4.3.1.3 Increase enrollments
President, Director
support.
communities. In order to
a result of
at CWU in Ellensburg and at
of Continuing
develop more robust
efforts of
the University Centers
Education
Sustain formal ties with and usable data
members of
the Ellensburg Business collection and analysis a
the university
Incubator, Chamber of
central depository for
community
Commerce, EDBA,
data is needed.
Kittitas EDBC, and
Organizational
4.3.1.3 Number
similar organizations by Effectiveness and
of enrolled
encouraging CWU
Institutional Research
students at
employees to serve on
are the departments
CWU in
their boards and by
that are intuitively the
Ellensburg and
fostering development best choices as
at the
of mutually beneficial
managers for University
University
projects.
data collection and
Centers
analysis. Human and
Track contractual
financial resources are
agreements at the
needing to be
University/Auxilliary
committed to data
Services with
collection, analysis and
community resources.
management within the
strategic planning
Continue to foster
process to allow all units
business/university
to more successfully
collaborations and
track their progress
parnerships at the
toward goals.
University Centers.
4/15/20 3:05 PM
Outcome Results
Econcmic impact report
was conducted in 2009,
and again in 2014. Here
is the link to the 4014
report.
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2012-13 Strategic Plan Outcome Assessment Report
Results/Findings:
http://www.cwu.edu/president/sites/cts.cwu.edu.president/files/documents/economic%20impact%20brochure%20final2.pdf
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2012-13 Strategic Plan Outcome Assessment Report
CORE THEME 5: RESOURCE DEVELOMENT AND STEWARDSHIP
OBJECTIVE 5.1: Maximize the financial resources to the university, and assure the efficient and effective operations of the University through financial stewardship.
Outcomes
5.1.1: Provide accurate
and effective revenue
and expense
forecasting at the
division and unit levels.
5.1.2: Maximize
strategies and
practices that optimize
resource availability.
5.1.3: Provide effective
use of university
resources.
4/15/20 3:05 PM
Indicators
5.1.1.1: A six-year rolling
balanced budget that
incorporates revenues,
expenses, and planned
reserves as reported to by the
Vice President for Business and
Financial Affairs.
5.1.2.1: Monthly and annual
report of core, service, and
ancillary revenues
disaggregated by function
(Instruction, Student Services,
Service Unites); as compared to
projections and as reported by
the Vice President for Business
and Financial Affairs.
5.1.3.1: Monthly and annual
report of core, service, and
ancillary revenues
disaggregated by function
(Instruction, Student Services,
Service Unites); as compared to
projections and as reported by
the Vice President for Business
and Financial Affairs.
5.1.3.2: Participate in and
report on results of benchmark
studies that are available and
applicable as reported by the
Vice President for Business and
Financial Affairs.
Expected
Performance
Level
(Criterion)
Responsible
Reporting Unit
Key Strategies/ Initiatives
Budget/Resource
Analysis
Outcome Results
CFO/VP for Business
and Financial Affairs
CFO/VP for Business
and Financial Affairs
CFO/VP for Business
and Financial Affairs
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2012-13 Strategic Plan Outcome Assessment Report
OBJECTIVE 5.1: Maximize the financial resources to the university, and assure the efficient and effective operations of the University through financial stewardship.
Outcomes
5.1.4: Ensure
University strategies
align with legislative
goals.
5.1.5: Increase the
amount of
philanthropic
support through
gifts from alumni,
friends,
corporations, and
foundations.
Indicators
5.1.4.1: Applicable data as
reported by the appropriate
university official and as
reported by the Vice President
for Business and Financial
Affairs.
5.1.5.1: Meeting gift targets as
reported by the Director of
university Advancement.
Expected
Performance
Level
(Criterion)
Responsible
Reporting Unit
Key Strategies/ Initiatives
Budget/Resource
Analysis
Outcome Results
CFO/VP for Business
and Financial Affairs
Director of
University
Development
Results/Findings:
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2012-13 Strategic Plan Outcome Assessment Report
OBJECTIVE 5.2: Develop and implement enrollment management and marketing plans that meet the enrollment objectives of the university.
Outcomes
5.2.1: Maximize
revenues enrolling the
optimal number and
type of student (e.g.,
in-state, out-of-state;
domesticinternational;
freshman-transfer;
undergraduate–
graduate; residentialcenters, etc.).
5.2.2: Position CWU
for increased
enrollment.
Indicators
5.2.1.1: Meeting enrollment
targets as reported by the
Associate Vice President for
Enrollment Management.
5.2.1.2: Meeting fiscal targets
(cost of attendance, average
financial need and average
financial aid awarded accepted
and dispersed), and
institutional aid effectiveness
targets (tuition discount rate,
and cost per new and
continuing FTE) as reported by
the Associate Vice President
for Enrollment Management.
5.2.2.1: Opinion surveys of key
stakeholders conducted by the
Director of Public Relations.
5.2.2.2: Number and quality of
prospects and applicants,
admission selectivity and
enrollment yield rates as
reported by the Associate Vice
President for Enrollment
Management.
Expected
Performance
Level
(Criterion)
Responsible
Reporting Unit
Key Strategies/ Initiatives
Budget/Resource
Analysis
Outcome Results
Within +/- 1% of
projected
Results/Findings:
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2012-13 Strategic Plan Outcome Assessment Report
OBJECTIVE 5.3: Ensure the University has human resources necessary to accomplish all university objectives.
Outcomes
Indicators
5.3.1: Ensure the
University has
human resources
necessary to
accomplish all
university objectives.
5.3.1.1: 1-year and 5-year
forecasting reports as reported
by the Chief Human Resources
Officer.
5.3.1.2: Variance report of
forecast to actual as reported
by the Chief Human Resources
Officer.
5.3.2.1: Monthly and annual
report of performance
development plans reports as
reported by the Chief Human
Resources Officer.
5.3.2: Establish
methods and
systems to measure
the quality of impact
by staff.
5.3.3: Establish
methods and
systems to provide
the best HR support
and guidance to
staff.
5.3.4: Increased
strategies and
practices that obtain
and retain the best
human resources
available.
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Expected
Performance
Level
(Criterion)
Responsible
Reporting Unit
Key Strategies/ Initiatives
Budget/Resource
Analysis
Outcome Results
5.3.3.1: Monthly and annual
report of programs and
services as reported by the
Chief Human Resources
Officer.
5.3.3.2: Participate in and
report on results of benchmark
studies as reported by the
Chief Human Resources
Officer.
5.3.4.1: Reporting on the
percentage of candidate pools
that exceed basic standards as
reported by the Chief Human
Resources Officer.
5.3.4.2: Reporting on the
percentage of hiring made
from top 2 applicant choices as
reported by the Chief Human
Resources Officer.
5.3.4.3: Reporting on the
reasons for separation through
regular exit interviews as
reported by the Chief Human
Resources Officer.
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2012-13 Strategic Plan Outcome Assessment Report
5.3.5: Enhance
university
constituent (e.g.
students, parents,
alumni, internal
staff) service
standards
5.3.4.4: Biannual reporting on
strategies to address key
retention issues found through
exit interviews as reported by
the Chief Human Resources
Officer.
5.3.5.1: Results of constituent
service summary as reported
by the Chief Human Resource
Director, Director of University
Advancement, and Director of
Public Affairs.
Results/Findings:
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2012-13 Strategic Plan Outcome Assessment Report
OBJECTIVE 5.4: Provide the facility and technology infrastructure and services appropriate to meet the university objectives, while maximizing sustainability and
stewardship.
Outcomes
Indicators
Expected
Responsible
Key Strategies/ Initiatives Budget/Resource
Outcome Results
Performance
Reporting Unit
Analysis
Level
(Criterion)
5.4.1.1: Facility Expense to
5.4.1: Enhance
No data.
Budget Annual Financial Report
financial
as reported by the Assistant
accountability and
sustainable practices Vice President for Facilities.
5.4.1.2: IT Expense to Budget
No data.
for construction,
Annual Financial Report as
maintenance, and
reported by the Assistant Vice
operations of CWU
President for Information
facility and
Technology.
technology
infrastructure.
5.4.2: Provide facility 5.4.2.1: Capital Budget Report
No data.
(Minor Works: Health/Lifeand technology
Safety) as reported by the
infrastructures that
Assistant Vice President for
are accessible, safe,
Facilities.
and secure for all
5.4.2.2: Semi-Annual
No data.
visitors, students,
Technology Resource Report
faculty, and staff.
(Security Indicators, EMS Test
Assessment, System
Availability/ Downtime, etc.) as
reported by the Assistant Vice
President for Information
Technology.
5.4.2.3: Annual Clery Report as
reported by the Public Safety
and Police Services.
5.4.2.4: EH&S Report as
reported by the Chief Human
Resource Officer and the EH&S
Manager.
4/15/20 3:05 PM
Annual Cleary Report
No data.
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2012-13 Strategic Plan Outcome Assessment Report
OBJECTIVE 5.4: Provide the facility and technology infrastructure and services appropriate to meet the university objectives, while maximizing sustainability and
stewardship.
Outcomes
Indicators
Expected
Responsible
Key Strategies/ Initiatives Budget/Resource
Outcome Results
Performance
Reporting Unit
Analysis
Level
(Criterion)
5.4.3.1: Facility Condition Index
5.4.3: Strategically
No data.
as reported by the Assistant
operate, preserve,
Vice President for Facilities.
and improve the
5,4,3,2: Annual Technology
No data.
functionality and
Resource Report (age to
values of state
lifecycle, Availability of Need,
physical assets,
etc.) as reported by the
buildings, and
Assistant Vice President for
infrastructure.
Information Technology
5.4.4.1: Bi-annual Technology
5.4.4: Provide
No data.
Needs Assessment Survey
information
(related to CWU Goals) as
technology
reported by the Assistant Vice
infrastructure,
President for Information
systems, and
Technology.
services necessary
5.4.4.2: Customer & Training
No data.
for all CWU
Services (CaTS) Quarterly
departments to
Quality Feedback Report as
achieve their
reported by the Assistant Vice
President for Information
objectives and the
Technology (Manager CaTS).
objectives of the
university.
5.4.5.1: Estimated Total
5.4.5: Provide
No data.
Preservation Backlog as
facilities, campus
reported by the Assistant Vice
buildings, and
President for Facilities.
grounds that are
5.4.5.2: Facilities Condition
No data.
welcoming, and
Index as reported by the
present the best
Assistant Vice President for
possible physical
Facilities.
appearance, and
5.4.5.3: Facility Services
No data.
that are necessary
Quarterly Customer Feedback
for departments to
Report as reported by the
Assistant Vice President for
achieve their
Facilities.
objectives.
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2012-13 Strategic Plan Outcome Assessment Report
References
FSSE_NSSE_Comparison_2012.pdf. (n.d.).
FSSE12 Reports (CWU).xls. (n.d.).
Grads Over 225 credits.eml. (n.d.).
Guggino, J. (2013, September). 2012-2013 Report of Annual Grant Activity. Graduate Studies and Research. Retrieved from
http://www.cwu.edu/masters/sites/cts.cwu.edu.masters/files/documents/ogsr_grants_2012_2013.pdf.pdf
Henderson, T., & Smith, B. P. (2013, September 6). Yearly Review. Associate Provost Yearly Review. Retrieved November 21, 2013, from
https://www.cwu.edu/associate-provost/yearly-review
NSSE12 Executive Snapshot (CWU) PAGE_1.pdf. (n.d.).
NSSE12 Multi-Year Benchmark Report (CWU).xlsx. (n.d.).
Re_ Data Request.eml. (n.d.).
Re_ Here You Go.eml. (n.d.).
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