Strategic Goal 1: Build upon Western's strengths to address critical needs in the state of Washington

• Foster Economic Development in region/state

Western has a strong history of providing important economic development service to the community and region through the work of its Center for Economic Vitality (CEV) and the Small Business Development Center (SBDC).  With its human capital resources of students and faculty, Western is positioned to continue to enhance its existing work in economic development.  A second stage for creating greater leverage could be achieved by aligning both practitioners closer to campus leadership by relocating reporting of each operation within University Relations.  The third stage is tan investment in entrepreneurship that fosters and cultivates student and faculty ideas and projects, identify potential grant funding opportunities, and then helping to move projects toward patenting and commercialization.  This initiative would be partnered in University Relations as part of the economic development relocation.

• Centralize, Market and Enhance WWU Economic Development and Operations
• Position CEV and SBDC for more recognition and success

As a part of fostering economic development in the region and state, Western is committed to growing its outstanding programs in the College of Sciences and Technology.  Each of these programs are STEM related and each is either currently  helping grow economic development, or is positioned to do so in the near future, through a combination of private, state and federal support.

• Help identify and promote Western programs that respond to state needs in the STEM are:
  • Engineering/Engineering Technology, AMSEC, MSCM
• Promote/market bio-fuels and alternative energy projects
• Promote/market projects at the Technology Development Center
• Composite materials, energy, sustainability
• Expand the SMATE Program throughout the region and state

Western has a special opportunity to expand its landlocked campus to the Bellingham Waterfront and in doing so to potentially make a significant economic impact.  The conversion of the current brownfield that at one time served as the home to Georgia Pacific Paper Mill is the most unique development opportunity that currently exists on the west coast.  Western is currently engaged in planning to become a valued part of that development.

• Lead planning for continued development of Western at the Bellingham waterfront

 

Strategic Goal 2: Expand student access to rigorous and engaging baccalaureate and graduate education

• Lobby state/federal government

Building on its strong record of achieving success with decision packages, government relations will be focused in upcoming biennia on developing strategies and case statements for securing state funding to enhance or create new academic program initiatives.  Specific initiatives include:

• Secure state funding:
• CREW
• Veterans Leadership Programs
• Clean Energy
• Teach Washington
• Bilingual Education
• Faculty and staff compensation
• Mathematics and Science Teacher Education (SMATE)

While program funding has decreased significantly and the process for seeking funding has changed at the federal level, it is still the major financial resource source available for program growth and innovation.  Government relations will identify and pursue funding for academic and support services.  Specific initiatives include: 

• Secure Federal Funding
• Compass 2 Campus Program
• Canadian  Border Policy Institute
• National Center for Economic Vitality
• Veterans Programs initiatives through Washington Campus Compact

• Secure Federal Funding for Financial Assistance for students
• Enhance State Need Grant Program
• Reinstate State Work Study Program
• Enhance the Federal Work Study program
• Enhance the Federal Pell Grant program

• Foster new program ideas that the State Legislature and U.S. Congress has interest in funding.

 

• Promotion of the Comprehensive Campaign

Western is engaged in the early stages of a comprehensive campaign and successful marketing and promotion of the various components of the initiative are critically important.  University Relations will be involved in helping to provide leadership and product to help meet those multiple needs.

• Communications, marketing and outreach for the comprehensive campaign
• Successfully help constituents understand the five components of the campaign
• Successful communication of the Western brand will be very important

Strategic Goal 3: Foster and promote life-long learning and success in an ever-changing World

• Communicate the Western brand

As competition for students and public and private resources become increasingly challenging, it is important that Western present and market itself in the most cost effective and impactful ways possible.  To that end we are pursuing:

• Institution-wide integrated communications plan
• Western Today as the core

• Institution-wide integrated marketing planning
• Pool and coordinate resources to maximize marketing activities

• Production of a Western Window TV Show locally and regionally

• Position Western as the core anchor for a Bellingham cable E-Channel

• Increase video, print, and web-based technology and enhance social media outreach off campus.
• Window magazine
• Video communications
• Promotion print pieces
• Web applications

• Develop a comprehensive plan for social media marketing

• Develop a comprehensive plan for digital media production

 

• Collaborate internally/externally

Western has created a strong state-wide reputation for leadership in the creation of partnerships with other higher education entities and with organizations focused on meeting educational needs of the communities Western serves.  We strive to grow those initiatives by working to maximize opportunities in working with:

• Northwest Higher Education Coalition (State)
• Collaborative programs to maximize resources and provide best experience possible for students

• WWU Legislative Advocacy Network
• Increase in numbers and mobilize stakeholders to advocate for Western in maintaining and growing educational opportunities

• 4-year Higher Education COP Work
• Help drive state wide four-year higher education collaboration

• Community Learning Center at the Bellingham Waterfront
• This proposed high tech facility would bring partners from the higher education and not-for-profit communities of the region together to learn and share knowledge and expertise with stakeholders from the community state, nation and the world.

 

• Initiate Cloud central archive of Western internal and external communications

Storage and access to the large volume of communications that Western produces annually is an important issue for the university.  One of the potential solutions is to move the information to a cloud based archive system.

 

• Partner with Extended Education/Advancement in outreach to Seattle

As Western continues to extend its outreach efforts, primary areas of focus include Seattle and its surrounding area.  Creating both a physical presence and a visual presence are essential to growing programmatic opportunities and to building new relationships.

• Integration of Western into the greater Seattle community

• Classes, summer activities

• Development activities

 

Strategic Goal 4: Apply Western's expertise and collaborative approach to scholarship, creativity, and research in ways that strengthen communities beyond the campus

• Use of technology to reach all populations

In keeping with its commitment to meet the needs of all constituents, we are engaged in continuing efforts to be on the cutting edge in the use of communications tools.

• Establish a focused new media program that captures and promotes the essence of the Western learning experience
• Enhancement of video and social media technical needs
• Dedicated and focused marketing program

 

Strategic Goal 5: Serve as a model for institutional effectiveness, innovation, diversity, and sustainability

• Seek efficiencies, savings and best product

Western has created a strong state-wide reputation for leadership in the creation of partnerships with other higher education entities and with organizations focused on meeting educational needs of the communities Western serves.  That reputation continues to grow as we work to create new collaborations and to do so in areas that enable us to enhance quality and to creating cost savings.  In that spirit we will:

• Explore web based service model for Print and Copy Services
• Efficiency and better service;
• Project management

• Develop Comprehensive Efficiency Plan for Print and Copy Services
• Equipment Replacement
• Process for reduction in waste of energy & paper
• Develop Comprehensive Plan for use of centralized approach to: Printing, Marketing & Communications

• Work across the institution to seek out new opportunities for area higher education collaboration
• Copyright services
• Mail services

• Enhance University Emergency Communications efforts
• Policy, Software, Training
• Comprehensive crisis communication plan
• Voice annunciation system

• Collaborate in work with Port and City of Bellingham and Whatcom County in the Legislative arena

• Provide funding for Training and Professional Development for our associates within University Relations
• Equipment technology
• Personnel (leadership, team building, etc.)

• Drive business efficiency agenda for the state legislature

• Explore approaching campus centralization of services
•    Marketing
•    Public relations
•    Graphic design