Goal I: Provide for an outstanding academic and student life on the Ellensburg campus.

Subgoal 1: Strengthen academic programs.

• Develop and implement an academic program review process that integrates planning, assessment, and evaluation.
• Determine and define clearly the appropriate role of graduate study at CWU.
• Review the curriculum process to ensure that appropriate standards are applied.
• Increase scholarly and creative activities of faculty.

Subgoal 2: Strengthen student performance.

• Develop programs and opportunities to strengthen mentoring of students.
• Provide quality, integrated academic advising and career development support to all students from pre-admission to graduation.
• Increase the number of academically talented students recruited to Central.
• Improve retention statistics for enrolled students.
• Improve academic success and graduation rates of students.

Subgoal 3: Provide ample opportunities for students to participate in extracurricular activities that enhance their college experience.

• Increase opportunities for and number of students participating in cocurricular and extracurricular activities.
• Provide and market a career services program designed to assist students and alumni in making educated career choices.
• Enhance the sense of community among students through improvements in residential life programs and facilities.
• Provide student orientation programs and first-year experiences that address the needs of new students.
• Create and implement a comprehensive student leadership program.

Subgoal 4:

• Improve access to information about student accounts.

Goal II: Provide for an outstanding academic and student life at the university centers.

Subgoal 1: Define the role and determine the viability of each center.

• Conduct a needs assessment and cost benefit analysis for each of the university centers.
• Create an appropriate budget mechanism for university centers' instructional and programming costs.

Subgoal 2: Develop a set of timely, dependable, and accessible academic programs at each center.

• Create a decision framework that assures timely, dependable, and accessible academic programs at each center.

Subgoal 3: Develop a set of timely, dependable, and accessible student services at each center.

• Identify an array of student services that meet needs of adult students and institute measures to provide at least one currently unavailable service.
• Develop a security plan for each of the centers, in conjunction with our community college partners.

Subgoal 4: Improve visibility of centers and center programs.

• Tie centers into the university integrated marketing plan.

Subgoal 5: Improve communication between all center sites and the Ellensburg campus.

• Use electronic and other means to include center faculty and staff in department/unit meetings.
• Increase the number of center staff, faculty, and students on university-wide committees.

Goal III: Develop a diversified funding base to support our academic and student programs.

Subgoal 1: Enhance visibility of and knowledge about the university and its programs throughout the state and the Pacific Northwest.

• Develop and implement an integrated marketing plan.
• Plan, design, and construct facilities to enhance the attractiveness of the campus to prospective and current students.

Subgoal 2: Expand Central Washington University's student base through recruiting and retention.

• Develop an enrollment management plan for the university.

Subgoal 3: Expand sources of revenue to support university initiatives.

• Institute a comprehensive campaign planning structure.
• Develop relationships with key employers of our students.
• Establish a list of fund-raising priorities for campus.
• Involve the president in more alumni and donor cultivation contacts.
• Expand the energy conservation program.
• Develop support and incentives to increase external grants and contracts.

Goal IV: Build mutually beneficial partnerships with industry, professional groups, institutions, and the communities surrounding our campus locations.

Subgoal 1: Increase contacts between the university's students and social service agencies, education, business, and industry.

• Increase percentage of students involved in volunteerism and service learning.

Subgoal 2: Increase the level of involvement of faculty and staff in social service, education, business, and industry activities.

• Place more university representatives in chambers of commerce, economic agencie,s and other community groups in locations surrounding our campuses.
• Increase percentage of faculty and staff involved in volunteerism and supporting service learning.

Subgoal 3: Enhance the relationships between Central Washington University and PK-12 schools and community colleges.

• Develop increased number of partnerships between CWU, school districts, and educational service districts.
• Establish recruitment and advocacy partnerships with key feeder community colleges.

Goal V: Strengthen the university's position as a leader in the field of education.

Subgoal 1: Excel in the preparation of professional educators in the fields of teaching, administration, school psychology, and school counseling.

• Strengthen the discipline-based content in the preparation of teachers.
• Strengthen and integrate field experience opportunities for the preparation of teachers.
• Improve the coordination of the teacher preparation curriculum through the Center for Teaching and Learning.
• Develop fast track opportunities of high quality for preservice and post baccalaureate students interested in a career in teaching.

Subgoal 2: Increase Central Washington University's leadership in the field of education.

• Develop partnerships with schools districts and ESDs.
• Improve contact with teacher education graduates.

Subgoal 3: Increase the visibility of Central Washington University's professional educator programs.

• Achieve state and national program approval.
• Publicize the success of graduates from professional educator preparation programs.

Goal VI: Create and sustain productive, civil, and pleasant campuses and workplaces.

Subgoal 1: Develop an effective sense of community throughout the university.

• Maintain a safe living and learning environment by partnering with the community to protect life, prevent crime, and resolve problems.
• Ask campus units to identify how their core values improve civility in the workplace, the classroom, and in campus life.
• Re-establish a distinguished speaker series.
• Permanently fund the ombuds office.
• Establish a means to preserve and protect the cultural heritage of the university, including cultural archives and the permanent art collection.

Subgoal 2: Reward the individual accomplishments of faculty and staff.

• Develop a stable, base level fund for equipment for instructional, scholarship, and start-up support.
• Encourage and support faculty and staff professional development.
• Finalize and incorporate the Faculty Senate's Salary Administration Board proposal into the university's budget.
• Develop a plan to bring exempt employees' salaries to the standard established by the Exempt Employees' Association.

Subgoal 3: Establish university-wide standards of professionalism.

• Finalize and implement performance-based budgeting.
• Improve accuracy and timeliness of data to support academic and personnel decision-making.
• Increase opportunities for training in PeopleSoft systems.
• Establish a center for teaching and learning excellence.
• Enhance education and monitoring efforts that ensure reliable financial accounting and reporting.
• Increase the number of courses in the curriculum which explore diversity issues.
• Provide mechanism for an annual report of Diversity Council recommendations.