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Your ideas and constructive criticism related to the Drive to 25 initiative is invited. In fact, it’s essential to our success. Achieving Top 25 stature truly requires an ongoing dialogue and the involvement of the entire WSU community.

So please share examples of Top 25-like WSU achievements, ideas about how we can better communicate our successes, and other thoughts, such as:

  • If you could make one change that would make WSU a top 25 by 2030, what would it be?
  • Is there a topic, research area, partner, or student success opportunity that you think WSU should be engaging but isn’t? What is it and why?
  • Imagine you had unlimited dollars to invest, and the only requirement was that you had to use the money to help WSU do a better job of fulfilling its land-grant mission of teaching, research, and engagement. How would you spend that money?

We look forward to publishing comments in this space. You may share your input anonymously. If you prefer to email your thoughts, please send them to

Note: Feedback of any nature is welcome. Comments regarding the Drive to 25 initiative will be published here. All other input will be forwarded separately to the Office of the President for consideration.

Thank you for sharing your thoughts with us! Your feedback is awaiting moderation.

Retention and recruitment of faculty.

It’s not a secret that WSU cannot match the salaries many other institutions offer. We’ve lost potential scholars in the hiring process as well as faculty members who opted for greener pastures. The administration has admitted as such in the past. IF WSU is to achieve this ambitious goal (basically becoming an AAU type of school), how does WSU plan on retaining and recruiting faculty?

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It is not clear how simply having a Teaching Academy will help WSU reach the goal of a top 25 ranking as a public research institution. The T.A. must establish objectives with measurable outcomes. Resources allocated to T.A. should depend on achievement of those outcomes. It is my impression that the T.A. is not well-organized and is administratively top-heavy.

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This is an extremely ambitious goal (which is good), but I would like to see more details of the plan. What are some metrics? What are some of the concrete short term goals so that you can convince me this is possible and show change/progress? I went to a top 25 school for twelve years and the difference is palpable.

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– Cooperation between Allen School, Vet School, and Medical School to share research priorities.
– Resolving health insurance access for grad students teaching and researching.
– Engage with Pullman community, improve relationship between university and town.

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How will the teaching mission be maintained? Will we increase faculty lines to meet the needs of an ever increasing student enrollment? Will there be resources made available to help support undergraduate research and creative activity? Engaged students are retained student. But engaged student need mentors and resources. Of the “deck” we received here, just three directly and concretely address education.

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