CAHNRS Strategic Plan

Generate scientific discoveries that address substantial agricultural, human, and natural resource challenge

• Tactics
  • Support inventory of research programs that address the University’s Grand Challenges.
  • Support focus on overarching research themes that include health and wellness; food security and systems; food production, quality, and safety; animal health; livestock and crop breeding, production, and utilization; economics; human development; natural resources and water; and related advanced technologies.
• Benchmarks
  • Total research and development expenditures, as well as rank among public institutions. (1)
  • Number and impact of refereed publications per faculty FTE.(4)
  • Sponsored research awards to projects engaging multiple units and disciplines. (14)

Attract and retain high- quality research faculty members, system-wide

• Tactics
  • Hire and retain creative and highly productive faculty.
  • Support competitive salaries and appropriate incentives for faculty performance and retention.
• Benchmarks
  • Number and impact of publications, juried or adjudicated shows, and presentations by CAHNRS faculty. (5)
  • Number of prestigious faculty awards.(6)
  • Citations per faculty member(HIndex).(7)
  • Number of endowed research chairs and professorships filled.
  • Comparison of faculty performance to peer and aspirant institutions, by discipline.

Support infrastructure for increased research and scholarly productivity system-wide, including core laboratories and academic computing

• Tactics
  • Invest in infrastructure and provide administrative support that is closely aligned with research priorities.
• Benchmarks
  • Total capital expenditures on research and academic infrastructure.(9)
  • Square footage allocated to and utilized by research and development activities per tenure-track faculty FTE. (10)
  • Number and size of core research facilities supporting CAHNRS research efforts statewide.
  • Number of sponsored project infrastructure awards to CAHNRS statewide.

Uphold a collaborative research environment to address complex issues

• Tactics
  • Sponsor forums, symposia, and workshops for faculty focusing on collaborative partnerships.
  • Invest in collaborative seed grant programs that address Grand Challenges and overarching CAHNRS research themes.
• Benchmarks
  • Sponsored research expenditures in identified areas marked by collaborative research teams. (12)
  • Federal research and development expenditures, as well as rank among public institutions. (2)
  • Number of private-public partnerships with CAHNRS participants.

Increase engagement and productivity of graduate students, postdoctoral associates, and undergraduates in mentored research, innovative projects, and creative endeavors

• Tactics
  • Provide administrative support for collaborative ventures and large mentor-intensive activities.
  • Support seminars and capstone classes focused on research.
  • Provide travel support for student attendance and presentation of research at professional meetings.
  • Support a dynamic and diverse undergraduate research internship program.
• Benchmarks
  • Total research and development expenditures, as well as rank among public institutions. (1)
  • Sponsored research awards to projects that engage multiple units, postdoctoral associates, and graduate students. (14)
  • Number of funded trainee grants.
  • Number of pre-and post-doctoral trainees supported by competitive fellowships.
  • Number of graduate student co-authored papers published and/or delivered at professional conferences.

Advance CAHNRS’ reach both nationally and internationally in existing and emerging areas of achievement

• Tactics
  • Support efforts to promote achievement of faculty awards and recognitions.
  • Encourage and reward faculty in leadership roles in regional, national and international organizations, initiatives, editorships, and state and federal grant panels.
  • Increase two-way communication and engagement with stakeholders.
  • Increase institutional support for faculty serving as editors of prestigious and high impact journals.
• Benchmarks
  • Number of prestigious faculty awards.(6)
  • Number of funded international collaborations with CAHNRS participants.
  • Number of faculty that serve in leadership roles fornational and international initiatives and are recognized by external organizations.
  • Number of faculty advisory and management committees/councils that engage in shared governance.
  • Number of faculty serving as editors of prestigious journals.

Enhance student engagement and achievement in academics and co-curricular activities

• Tactics
  • All academic programs in CAHNRS will generate assessment data for informing continual program improvements.
  • Continually expand opportunities for undergraduates to experience an internship having research, industry or international experience as part of the curriculum.
  • The nature and content of student experiential-based learning will be informed in part by the college-supported Student Experience Advisory Council.
  • Strategically engage faculty and instructors in professional development to improve teaching quality.
  • Strategically provide additional instructor and TA support to improve classroom experiences.
  • Support, recognize, and reward innovation in teaching, learning, and student life through PhD assistantships for course builds, internships to support undergrad experiences, and immersion-based study abroad experiences.
  • Support student-led co-curricular activities, including registered student organizations.
  • Curriculum mapping for all academic programs will be completed strategically, and no less than every five years.
  • Provide course design and delivery support through workshops, online tutorials and trainings, the Office of Assessment of Teaching and Learning (ATL) and Global Campus (GC).
  • Monitor student success and satisfaction through course evaluations, advisor surveys, senior exit surveys and strategically implemented focus groups.
  • Support student job readiness skills and opportunities through the Center for Transformational Learning and Leadership (CTLL).
• Benchmarks
  • Percent of undergraduate degrees with all program assessment elements in place, including use of student learning assessment results in decision-making or planning. (16)
  • Percent of graduate degree programs using student learning assessment results in decision-making or planning. (17)
  • Bachelor’s degrees awarded (total, high-demand fields, low-income students). (18)
  • Number of graduate degrees awarded.(19)
  • Number of internship or practicum experiences.(20)
  • Enrollment in Global Campus on-line programs and courses.(37)
  • Number of CAHNRS students on the Dean’s and President’s honor rolls or in the Honors program.
  • Number of undergraduates publishing undergraduate research and/or receiving national merit and other prestigious fellowships.
  • Number of graduate student co-authored papers published and/or delivered at professional conferences.

Increase the size, diversity, and academic preparedness of undergraduate and graduate students 

• Tactics
  • Expand the number of bachelor’s and graduate degrees awarded; emphasizing enrollments in high demand and STEM fields.
  • Recruit and enroll graduate students from Tier One research institutions into graduate training programs.
  • Refine and implement strategies to support graduate recruitment.
  • Strengthen the funding platforms for graduate students.
  • Increase articulation agreements to support undergraduate graduation in four years.
  • Increase support for graduate student recruitment and mentoring initiatives for underrepresented groups.
  • Increase student scholarships and fellowships.
• Benchmarks
  • Enrollment in CAHNRS programs.(22)
  • Percent of CAHNRS student body from underrepresented groups.(23)
  • Number of CAHNRS graduate students from Tier One research institutions.
  • Number of transfer students.
  • Number of bachelor’s degrees awarded.
  • Number of graduate degrees awarded.

Produce graduates who are recruited by post- baccalaureate and post- graduate employers and graduate/professional programs, from day one

• Tactics
  • All CAHNRS units will monitor job placement and alumni survey results.
  • All CAHNRS departments will establish advisory boards for creating industry-relevant experiences and opportunities.
  • Every unit in CAHNRS will be provided opportunities to engage with CTLL.
  • Promote opportunities for students to receive career- growth external experiences prior to graduation.
  • Implement four-year pathways for students that integrate career and personal development activities.
  • Ensure faculty are informed about student competencies that are valued by employers.
• Benchmarks
  • Alumni survey: percent of graduates employed within one year, and in a job relevant to their degree. (24)
  • Employer feedback concerning the quality of CAHNRS graduates.
  • Feedback from graduates concerning career readiness.

Align student recruitment, admissions, and retention system-wide to enhance student success

• Tactics
  • Develop and use retention strategies to support retention rates in all units.
  • Strategic curriculum assessment, no less than every five years in frequency, to support undergraduate CAHNRS majors graduating within four years.
  • Develop early detection of at-risk students for all units.
  • Support programs and strategies for engaging at-risk students.
• Benchmarks
  • Freshmen retention rate(all students, low income, under represented groups, first generation). (25)
  • Four-year graduation rate(all students, low income, under represented groups, first generation). (26)
  • Six-year graduation rate(all students, low income, under represented groups, first generation). (27)
  • Percent of students who complete master’s degree within four years as compared to peers in similar disciplines.
  • Percent of students who complete doctoral degree within eight years as compared to peers in similar disciplines. (28)

Expand experiential and leadership learning within CAHNRS academic, research and extension programs

• Tactics
  • Increase the number of internships supported by CAHNRS.
  • Expand development efforts to enhance the funding pool for CAHNRS-sponsored internships.
  • Enhance development campaign to solicit industry support for graduate student experiences.
  • Partner with the WSU Writing Center on scientific writing workshops for students to improve writing skills.
  • Support a graduate leadership development experience.
• Benchmarks
  • Number of students participating in CAHNRS-sponsored internships.
  • Number of undergraduates involved in co-authoring peer-reviewed journal articles based on their research.
  • Number of graduate student co-authored papers published and/or delivered at professional conferences.
  • Enrollment in leadership trainings experiences.

Enhance the role of Research and Extension Centers in academic training functions within CAHNRS

• Tactics
  • Increase the number of research, Extension, and county faculty having student involvement, including undergraduate interns.
  • Enhance MS in agriculture program recruitment efforts for industries near the Research and Extension Centers.
  • Enhance support for summer internship experiences with research, Extension, and county faculty.
  • Provide recruitment material to all Research and Extension Centers and county Extension offices.
• Benchmarks
  • Number of facultyl ocated at RECs involved in graduate student training.
  • Number of faculty at RECs and county Extension offices mentoring undergraduate interns.

Increase and diversify the funding base for CAHNRS academic programs

• Tactics
  • Increase enrollment-based revenue to CAHNRS.
  • Enhance industry and privately-funded sponsored funding base to support academic program activities.
• Benchmarks
  • Revenue generated from the enrollment-based funding model.
  • Number and size of grants submitted and awarded within AP.
  • Amount of industry and privately-supported funding for academic programs.

Improve delivery of research-based information to clients

• Tactics
  • Create a premier CAHNRS web presence.
  • Implement a “web first” model for Extension publications.
  • Increase CAHNRS capacity to develop and support decision support tools (systems, apps).
• Benchmarks
  • Number of Extension publications, category, and measures of use. 
  • Number of news articles released.
  • Uptake of releases by national and international media; readership.
  • Number of decision support tools developed and utilized.

Increase integration of Extension and non- credit/continuing education (CE) activities to improve access to CAHNRS

• Tactics
  • Systemize the creation and delivery of online CE programs.
  • Recruit and enhance enrollments in CAHNRS-GCCE programs.
  • Create new online CE programs each year as appropriate to meet demand.
  • Grow revenue streams from fee-based CE programs.
  • Develop certification and other credentialing opportunities for CAHNRS CE offerings.
• Benchmarks
  • Revenue generated from CAHNRS continuing education programs.
  • Number of credential-granting programs offered by Extension.

Strengthen communication and engagement with external stakeholders

• Tactics
  • All CAHNRS units will convene external advisory boards.
  • Reestablish the previous AgKitchen Cabinet into a new Food and Agriculture Advisory Council.
• Benchmarks
  • Number of academic units with advisory boards that include alumni and constituency representation. (41)

Enhance faculty engagement in strategic coalitions at the local, state, and national levels

• Tactics
  • Support and recognize engagement of CAHNRS faculty, students, and professional staff with institutions, communities, and governments.
• Benchmarks
  • Amount of faculty service on key coalitions and boards establishing or informing policy.

Develop new strategies for engagement in metropolitan areas of Washington

• Tactics
  • Establish an Extension Center to serve metro areas of Washington.
  • Liaison with WSU Government Affairs and strategic communications staff on planning.
• Benchmarks
  • Center is established, meeting funding is provided, and engagement programming is designed and it impact benchmarked.

Increase annual participation in Extension programs

• Tactics
  • Improve reporting accuracy of program participation.
  • Promote and document participants’ accessing of information and use of distance delivery modes.
• Benchmarks
  • Number of participants in non-credit educational programs offered by Global Campus and WSU Extension. (34)

Improve CAHNRS ability to assess, document, and report impacts

• Tactics
  • Develop robust, quantifiable indicators of CAHNRS impacts in major programmatic areas.
  • Create an interactive, online platform to host and exhibit CAHNRS impact.
• Benchmarks
  • Number and content of published impact reports in CAHNRS.

Increase and diversify CAHNRS funding

• Tactics
  • Grow Extension expenditures annually.
  • Increase Extension and outreach funding sourced from federal competitive grants.
  • Increase capacity for grant development via faculty training and pre- and post-award support in Extension.
• Benchmarks
  • Total research and development expenditures from industry.(32)
  • Total annual expenditures in outreach/Extension.(35)
  • Percent of Extension funding from federal competitive grants.
  • Total amount of gifts and sponsorships.

Improve the student experience through internships and service learning by direct engagement in outreach

• Tactics
  • Enhance the number of undergraduate student internships in Extension programs each year.
  • Increase number of Extension program faculty advising graduate students as chair or committee members.
  • Increase Extension faculty members’ contributions to for- credit teaching programs.
• Benchmarks
  • Number of undergraduate interns in Extension programs.
  • Number of Extension faculty participating in graduate student mentoring as major advisor or committee member.
  • Number of Extension faculty contributing to for-credit teaching programs.

Build a culture of excellence for, and acceptance of, the scholarship of engagement

• Tactics
  • Increase peer-reviewed journal articles or Extension publications by Extension faculty per year.
• Benchmarks
  • Number of peer-reviewed journal articles and Extension publications overall, and per Extension faculty FTE per year.

Enhance the national rankings of CAHNRS units

• Tactics
  • Strategically target marketing of CAHNRS achievements to enhance reputation and rankings.
  • Strengthen CAHNRS strategic communications plan.
• Benchmarks
  • Unit rankings based on national standards in comparison to our peer institutions.

Increase the amount and impact of intellectual property (IP) resulting from CAHNRS activities

• Tactics
  • Increase yield on patent applications.
  • Increase number of patents awarded annually.
  • Increase royalties from CAHNRS IP in each year of the strategic plan.
  • Increase capacity to support commercialization of IP.
  • Improve faculty understanding of IP commercialization opportunities and process.
• Benchmarks
  • Patents applied for/awarded.(33)
  • Royalties and other revenue in CAHNRS from commercialization activities. (36)

Expand CAHNRS’ reach across the globe in strategic areas of excellence and impact (e.g., health, agriculture, and sustainability)

• Tactics
  • Promote participation in international engagement activities.
  • Promote undergraduate and graduate student participation in international activities.
  • Enhance opportunities to engage in intercultural exchange and outreach for faculty, students, and international partners.
• Benchmarks
  • Number of faculty participating in international activities.(45)
  • Number of students participating in study abroad and other significant international experiences. (46)

Enhance the recruitment, retention, and advancement of a diverse faculty, staff, and student body

• Tactics
  • Develop and implement a social media plan to improve outreach to underrepresented groups.
  • Assess, implement, and recognize improved recruitment of specific underrepresented groups of faculty, staff, and students.
  • Reflect minimum of state average percentage of underrepresented groups employed as faculty and staff.
  • Reflect minimum of academic peer average percentages of women and underrepresented groups tenured and promoted to associate/full professor in CAHNRS units.
• Benchmarks
  • Number of staff from unde rrepresented groups.(49)
  • Number of students from under represented groups.(50)
  • Numbers of women and faculty from under represented groups tenured or promoted to associate/full professor (rolling ten-year average) in CAHNRS units. (52)

Maintain respectful, inclusive, and equitable behavior in all CAHNRS environments

• Tactics
  • Advance units and programs that promote community building, intercultural exchange, and a diversity of voices.
  • Develop and strategically implement appropriate training.
  • Recognize contributions to an inclusive and respectful work environment in employee performance evaluations.
• Benchmarks
  • Key positive/negative indicators for CAHNRS from the biennial institution-wide Employee Engagement Survey. (53)
  • Number of letters of concern issued by CAHNRS administration.
  • Number of HRS investigations or actions involving CAHNRS faculty/staff/students.
  • Improved indicators in 360 evaluations overtime.

Increase employee productivity and satisfaction

• Tactics
  • Include explicit appreciation and recognition for high productivity in employee performance evaluations.
  • Engage in open and timely communication on issues of relevance to students, faculty, staff, and external constituencies.
  • Implement a balance among applicable competing position expectations, spanning research, teaching, outreach, support tasks, and service assignments that are appropriate for each particular faculty and staff member.
  • Use information gathered from the employee engagement survey to improve work environment.
• Benchmarks
  • Average CAHNRS employee satisfaction rating from Employee Engagement Survey (faculty, staff). (54)

Strengthen administrative accountability, innovation, creativity, openness, and collaboration to advance the CAHNRS mission

• Tactics
  • Continued development of web-based tools and standardized user interfaces to meet major financial/data/analysis needs of chairs/admins/business center staff/CAHNRS administration.
  • Strengthen financial/data/analysis tools that generate broad efficiencies within the college by automating or standardizing work performed and/or that improves the quality of key data.
  • Enhance regular evaluation of academic units, programs, centers, and institutes to ensure resource alignment is consistent with CAHNRS needs and productivity goals.
  • Continual evaluation of administrative processes.
  • Remove administrative barriers that prevent entrepreneurial innovation.
  • Improve administrative and academic analytics capabilities to improve decision making.
  • Engage in open and timely communication on issues of relevance to students, faculty, staff, and external constituencies.
  • Improve integration of research, teaching and extension activities.
• Benchmarks
  • Financial priorities addressed – PBL reconciliation, Compensated Balances, and Enhanced Revenue Management tools in place.
  • Number of Strategic Plan benchmarks implemented and completed
  • Annual assessment of CAHNRS communication to gauge and demonstrate continuous improvement
  • Evaluation criteria for research, teaching and extension that are clearly defined

Utilize CAHNRS strategic plans, data, and evaluation indicators to align investments of resources with CAHNRS priorities

• Tactics
  • Plan for full achievement of strategic goals by the end of the strategic planning period.
  • Operate fewest number of programs necessary to optimally achieve CAHNRS strategic priorities.
  • Report annually and analyze progress toward goals of strategic plan.
  • Establish a clear process for eliminating programs that no longer demonstrate viability or contribute sufficiently to achieving CAHNRS strategic initiatives and goals.
• Benchmarks
  • Annual reported progress towards goals of strategic plan.

Expand, diversify, and effectively steward funding to advance the CAHNRS mission

• Tactics
  • Expand private support and endowment assets that meets or exceeds the rate of inflation.
  • Increase revenue generated from summer session, online education, and not-for-credit offerings.
  • Support deployment of individual sand units who partner on large, programmatic initiatives that advance CAHNRS.
  • Support CAHNRS development resources at levels that will assure robust annual fund raising.
  • Develop private-public partnerships to access outside capital and increase the impact of CAHNRS.
  • Accumulate funds to upgrade and improve facilities for college research, teaching and extension programs.
  • Improve integration of research, teaching and extension activities.
• Benchmarks
  • Annual private support to CAHNRS.
  • Endowment assets for CAHNRS.
  • Capital project funding for CAHNRS.
  • MCI funding for CAHNRS.
  • Total revenue generated from summer session, online education, and not-for-credit offerings.
  • Amount of development resources, measured in terms of personnel and budget.