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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 think implementing supervisory/leadership training for all supervisors/leaders would be a great start to distributing information, guidelines, policy, and initiating vital communication. That will hopefully lay the ground work for employee training and accountability. End goal is to have our units operating efficiently and producing audit worthy work. Faculty and Students are why we are here but Staff keep things running and without good communication and leadership we risk losing vital and valuable employees.

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I am concerned about this document. Not one item under Building on Strengths or The Evidence mentions any of the considerable strengths in the biomedical sciences in CVM or the new College of Medicine. This seems like a major oversight – or is it an indication that the new administration is not interested in building out the biomedical portfolio?

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Although I have only been employed at WSU for 8 months, compared to my previous institution, WSU’s IT infrastructure is outdated and not user friendly. From the myWSU system that students and academic advisors use, to the the AIS financial system, to the OBIEE data warehouse, to the paper timesheets that we submit (not electronic). These systems are inefficient, not very user friendly, and take a long time to learn. For an institution that has invested so much in new buildings, it seems odd that investments in IT to modernize WSU’s systems have not also been made. Investing in this area would enable the entire institution to focus more on our mission rather than trying to learn systems that are less than intuitive. I don’t mean to be negative, but if other institutions are able to implement systems that enable their employees to be efficient, rather than slow their employees down, I think WSU should be able to as well.

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If we are looking to purely at getting the word out, I would think fully staffing University Communications and Advancement would be key to most efficiently advocating for WSU. There are consistently long-standing vacancies that encourage lower quality results as there is only so much that can be done when understaffed.

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WSU Libraries aren’t mentioned at all. A top research university needs an outstanding library for support of educational and research goals.
A stellar library system for a top-25 university requires the recognition and support of the entire WSU community.

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