CWU - STRATEGIC PLAN
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
2.1.1.1: Organizational
climate studies
2.1.1.2:
Faculty and staff
participation in
University Committees,
Senate Committees, and
College Committees
2.1.1.3:
Student participation in
student government
and student clubs.
Expected Performance
Level
(Criterion)
Responsible Reporting
Unit
2.1.1.1.1:
50% of staff participate
in shared governance.
Conducted by:
Chief Human Resource
Officer;
2.1.1.1.2:
85% of faculty
participate in shared
governance.
Director of Inclusivity &
Diversity
2.1.1.1.3:
Annual increase of
student participation in
shared governance.
Key Strategies/
Initiatives
University committee
opportunities
Budget/Resource
Analysis
Costs of services, and
study costs.
Director of Diversity
and Inclusivity is
collaborating with the
BOD VP for equity to
develop outreach to
students.
Dean of Student Success
Results/Findings
2012-2013
Faculty and Staff participation data not available
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.
NSSE/FSSE reports 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; 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.
Revised 10/22/2013 p. 1
UNIVERSITY OBJECTIVE 2.1 Enhance the environment of inclusiveness for faculty, staff, and students
Outcomes
Indicators
Expected Performance
Responsible Reporting
Key Strategies/
Level
Unit
Initiatives
(Criterion)
2.1.2 Promote the free
and civil exchange of
information and ideas
among faculty, staff,
students, and the
community
2.1.2.1
Use of factual
information about
university policy and
data in discourse.
Annual increase of the
use in factual
information about
university policy and
data in discourse
Reported by Director of
Inclusivity and
Diversity
2.1.2.2.
Open and constructive
participation by faculty,
staff, and students in
university discourse.
Annual increase of the
constructive
participation by faculty,
staff, and students in
university discourse.
Reported by Director of
Inclusivity and
Diversity
Collaborating with
community to develop
awareness of services
that both the
community and
university offer.
New web based
engagement site.
Going-on will provide
up-to-date correct
information.
Budget/Resource
Analysis
Not currently funded
Going-On yearly license
costs ($14,000.00).
Using focus groups to
identify issues for a
university wide survey
to assess faculty, staff,
and student
participation.
Results/Findings
There is a need to define and collect baseline data.
There are multiple places within the university community that are places that faculty, staff and administrators obtain factual information in civil discourse,
which include: Faculty Senate, ADCO, Provost Council and BOT meetings. Each department is represented on the Faculty Senate, the chair of the Faculty
Senate meets with the President and sits on ** committees, the chair of ADCO meets with the Provost and sits on ** committees, The Provost council
consists of the Deans and VP”s; Each College has an executive committee that it comprised of the chairs of that college. At each of these venues, factual
information about university policy and data are discussed.
Conducting focus groups to identify the challenges that exist in participating in the university community.
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UNIVERSITY OBJECTIVE 2.1 Enhance the environment of inclusiveness for faculty, staff, and students
Outcomes
Indicators
Expected Performance
Responsible Reporting
Key Strategies/
Level
Unit
Initiatives
(Criterion)
2.1.3 Ensure the
2.1.3.1: Attendance of
Annual increase in
Reported by the Dean of Establish mechanisms
inclusiveness and
co-curricular and extra- attendance of coStudent Success
to identify the
diversity of cocurricular programming curricular and extrademographics of those
curricular and extraby diverse faculty, staff,
curricular programming
that attend cocurricular programming students and
by traditionally
curricular and
community members.
underserved groups.
extracurricular
programs
Results/Findings
Budget/Resource
Analysis
Not currently funded
Data not available
Suggested Improvements, outcomes, indicators, criterion, strategies, activities, budget
While attendance of co-curricular and extra-curricular programming is tracked, the diversity of those that attend is not.
About half of faculty (52% LD/54% UD)perceive that the institution emphasis attendance of events and activities including cultural performances. (FSSE)
67% of first year students perceive that the institution emphasizes attending campus events and activities including cultural performances very much or quite
a bit.
53% of seniors perceive that the institution emphasizes attending campus events and activities including cultural performances very much or quite a bit.
EBI: Over 80% of students who responded to the EBI reported that CWU was respectful of differences in race/ethnicity/gender/physical sex.
Educational Benchmarking Instrument
Question
I feel that CWU is respectful of people who are different than me
I feel that faculty are respectful of people of different racial/ethnic
backgrounds
I feel that staff (non-faculty) are respectful of people of different
racial/ethnic backgrounds
I feel that faculty are respectful of different gender/physical sexes
I feel that staff (non-faculty) are respectful of people of different
gender/physical sexes
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Strongly Agree
55.3%
59.9%
Agree
25.4%
24.1%
Mildly Agree
9.8%
8.1%
58.5%
25.7%
8.3%
56%
56.1%
26.2%
25.2%
9.1%
10.4%
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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 Reporting
Key Strategies/
Budget/Resource
Level
Unit
Initiatives
Analysis
(Criterion)
2.2.1 Increase the
number of and seniority
of faculty and staff from
underrepresented
groups
2.2.1.1: Recruitment
and retention results
Exceeds Federal
Diversity reporting
standards in
recruitment and hiring.
Reported by the Chief
Human Resource Officer
Increased retention of
underrepresented
groups in senior
positions
2.2.1.2: Faculty and staff
workplace satisfaction
study
Baseline data needs to
be collected to
determine expected
performance level
Established OEO
process to ensure
compliance with federal
guidelines
$156,000.00 for salaries
and benefits for OEO
office
Minority representation
on searches
Reported by Director of
Inclusivity & Diversity
and the Chief Human
Resource Officer
None identified
Not currently funded
Results and Findings
2.2.1.1 2013 Impact Ratio Analysis establishes baseline for group movement through hiring process (Data Attached)
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.
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Outcomes
Indicators
2.2.2 Increase
diversity of
students by
active program
recruitment and
retention of
underrepresente
d groups.
2.2.2.1: Recruitment,
retention, and graduation
results
Expected Performance
Level
(Criterion)
Responsible Reporting
Unit
Annual increase in the
percentage of students
from underrepresented
groups recruited,
retained and graduated.
Director of
Organizational
Effectiveness
Dean of Student Success
2.2.2.2: Student satisfaction
studies
75% of students are
satisfied with their
experiences at CWU.
Key Strategies/
Initiatives
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 cocurricular programming.
Budget/Resource
Analysis
Cost of C-Port and staff:
$200,000.00
CAMP - $424,986.00
SSS $260,000.00
STAR - $365,610.00
NSSE/FSSE: $10,000.00
FSSE/NSSE

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.
1. Recruitment data and retention data –No data available from OE disaggregated by traditionally underrepresented groups including international students and vets.
2. IPEDS comparison data not available due to government shutdown
Completion Rates
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Total
Females
Males
No Pell
Pell
Asian
Black
CAMP Hispanic
Non-CAMP Hispanic
Multi-ethnic
Native American/American Indian
White
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
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
Rank
Academic
Year
Females
GRAD
2010-2011
2011-2012
2012-2013
2010-2011
2011-2012
2012-2013
2010-2011
2011-2012
2012-2013
373
378
385
284
238
228
5737
5689
5695
PBAC
UGRD
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Gender
Males Gender
Unknown
297
305
314
208
204
211
5683
5736
5604
1
1
1
2
43
44
51
African
American
Asian
Hispanic
/ Latino
17
13
15
15
12
11
342
359
340
46
52
61
51
46
49
594
652
702
29
28
21
17
13
11
680
676
766
Ethnicity
Multi
Native
Ethnic American
30
32
38
27
25
35
896
1009
1112
16
11
7
5
3
4
69
58
74
Pacific
Islander
White
Ethnicity
Unknown
Military
1
486
504
513
330
311
290
8031
7849
7497
45
44
45
47
33
40
805
822
811
2
6
11
11
15
21
1
46
44
48
134
230
336
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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 Reporting Unit
Key Strategies/ Initiatives
Budget
Level
(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
Reported by the Director of Organizational
Effectiveness
Maintain status as veteran
friendly campus.
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 (www.gijobs.com).
Central has been identified as
one 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
Results/Findings


CWU had 136 Veterans and Veterans’ dependents graduate from summer 2012 to spring 2013. 68 of those graduated spring quarter 2013.
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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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
Responsible Reporting
Key Strategies/ Initiatives
Performance
Unit
Level
(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
Reported by the 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
Budget
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
Student satisfaction
studies not currently
funded.
2.2.4.2:
Student
satisfaction
studies
Annual increase in
International
student satisfaction
with CWU
Decrease number
of student bias
complaints
Reported by the Dean of
Students Success
None defined
None budgeted
Results/Findings:
151 students participate in International Programs
17 Faculty-led programs
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46 other types of international programs
Other data not available
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UNIVERSITY OBJECTIVE 2.3 Ensure that CWU has an inclusive and diverse curriculum
Outcomes
Indicators
Expected
Responsible
Key Strategies/
Performance
Reporting Unit
Initiatives
Level
(Criterion)
2.3.1 Increase the number of
students and faculty who
engage in international
exchanges or experiences.
2.3.1.1: Number
of students and
faculty engaged
in study abroad
and student and
faculty
exchange
programs to
and from CWU
Annual increase in
the number of
faculty and
students who
participate in
exchange
programs to and
from CWU.
Reported by the
AVP for
International
Programs
International
Programs
recruiting students
to intern in China.
Building other
exchange
programs.
Budget/Resource
Analysis
$129,100.00 per year total budget
NSSE analysis
Results/Findings
2012-2013
International engagement
CWU Students
Visiting Students
Faculty led programs
2011-2
209
19
90
2012-2013
132
19
17
August 2012
NSSE: 3% of first year and 9% of seniors students report that have participated in study abroad; while 37% of first year students and 9% of seniors report that
they plan to participate in student abroad.
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UNIVERSITY OBJECTIVE 2.3 Ensure that CWU has an inclusive and diverse curriculum
Outcomes
Indicators
Expected Performance
Responsible Reporting
Level
Unit
(Criterion)
2.3.2 Increase the
inclusion and
integration of
international cultural
perspectives in the
curriculum.
2.3.2.1: Number and
type of courses
reflecting
international/global
integration as identified
by NSSE/FSSE
Increase in the number
of courses that include
international/global
perspectives
Reported by Director of
General Education,
Curriculum, and
Program Planning
Key Strategies/
Initiatives
Budget/Resource
Analysis
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.
NSSE/FSSE: 10,000
Results/Findings
Baseline number and type of courses reflecting international/global integration:
2011-2012
According to 2011-2012 University catalog there are approximately 100 courses that appear to relate to international perspectives by title.
According to 2011-2012 University catalog there are 20 departments that offer minors, classes, or a specialization that addresses issues of diversity and
inclusivity.
No Additional data
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.
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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
Expected Performance
Level
(Criterion)
Responsible Reporting
Unit
2.3.3.1.Number and
type of courses
reflecting diverse group
integration.
Integration of minor
programs that focus on
diverse groups under
one umbrella.
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
Results/Findings
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 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.)
Have serious conversations in courses with students of a different race or
ethnicity than their own
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Faculty
41% LD
44% UD
37% LD
48% UD
57% UD
44% LD
44% LD
57% UD
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UNIVERSITY OBJECTIVE 2.3 Ensure that CWU has an inclusive and diverse curriculum
Outcomes
Indicators
Expected Performance
Responsible Reporting
Level
Unit
(Criterion)
2.3.4: Increase the
number of students and
faculty who engage with
local and regional
under-represented
communities
2.3.4.1: Number of
students and faculty
who are engaged with
local and regional
under-represented
communities.
Annual increase in the
number of faculty and
student who engage in
local and regional
community
Center for Community
Engagement and
Excellence
Key Strategies/
Initiatives
Collaborating with
Community members,
Downtown Association,
and organizations to
build relationships with
local and regional
communities.
Budget/Resource
Analysis
Not currently funded.
Dr. Pappas and a group
of scholars perform
community projects.
Results/Findings
An average of 75 faculty participate in underrepresented communities through the 20 major programs and courses on campus that include participation in the
community as part of the curriculum. These include individual courses, the Museum that works closely with the Wanapum, The Resource Management
Program that works closely with the Yakama and Wanapum. Anthropology works with the local and regional under-represented communities.
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