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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.

I would like WSU to recognize the value to the taxpayers and citizens of Washington of the extension programs. I donate a lot of time and effort to the Master Gardener program – we are recognized for our contributions every where but not by the university under whose auspices the MG program was formed.

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I think we need to take a more holistic approach in our admissions process for both undergraduate and graduate degrees and require interviews to ensure academic readiness. We need to foster a better relationship with high school and community colleges and create bridge programs so students aren’t wasting their valuable financial aid resources.

We also should tap into the Native American history and culture and work more with the tribes; their community values are unparalleled.

Lastly, the library funding issue is “critical”. And I don’t work for the libraries, it’s just an universal truth. CRITICAL.

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Differentiate yourselves by investing in public programs like the Master Gardener’s program. There is a momentum behind the local food/garden/eating scene, and you should be a go-to source for such information. I trained as an Oregon MG in the 1990s, and the public support for the work of the program was very high.

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I participated in the CAS Town hall and the staff issue came up as not being listed in the Drive to 25. I believe the Staff is throughout the Drive to 25, but they may need to have their supervisors explain how they fit into the vision. As part of annual review process, I think it would be helpful if supervisors were encouraged to share what part of the Drive to 25 the staff fits into. HR could provide some areas of the strategic plan that staff plays a role in to help supervisors navigate that conversation. Also the annual review is a great time to gather ideas of what Staff need to improve job satisfaction.

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One change that would make WSU a top 25 by 2030:
If the institution truly valued teaching (especially undergraduate instruction) as much or more than conducting research, and reflected this value in the reward and recognition of faculty. Undergraduate students, particularly in colleges with significant research activity, pay the price for absent faculty who are too consumed with bringing in grant after grant to spend adequate, consistent time providing high quality instruction to students who pay for an education (and pay only $880 less a semester than a graduate student does). Teaching assistants should be just that, assistants.

If I had unlimited dollars to invest, how would I invest it at WSU?

Programs and initiatives in every college that extend through the entire PreK-12 education system and have a dual focus on students and educators. When we tout life-long learning, we should mean it. Higher education institutions need to recognize the power they have to help educate 2 year olds, not just 20 year olds. The ROI would be significant on so many fronts, and quite sustainable.

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