professional development resources. An Associate Provost for Extended Learning and Outreach was also hired, and there is currently a search underway for an Executive Director of Interactive Instruction and Innovative Delivery to lead the multimodal efforts across the university. The workgroup identified a need for a strategic vision, broader appeal to faculty, and more consistent accountability. Achievements and Next Steps: The relocation of Multimodal Learning to the new Samuelson STEM Building creates a central space on campus that includes state-of-the-art equipment and infrastructure to ensure quality support for faculty and students. The close proximity of Multimodal Learning to the Professional Development Center encourages collaboration. Support continues from Online and Multimodal Learning to help incentivize the creation of online and hybrid courses for students as well as innovative strategies for using instructional technology effectively across all course types and deliveries. Key Focus Areas and Goals: Access, student achievement, retention, persistence, innovative and emergent pedagogies Transfer Students The transfer students workgroup recommended developing a transfer center to improve recruitment, marketing, and transfer processes for students. Specifically, they highlighted the need for better marketing and web resources, expanded advising for transfer students, and availability of courses for transfers. In Fall 2018, a transfer center subcommittee was launched in support of focused area of the Retention Committee to address these recommendations. Achievements and Next Steps: A space in Bouillon has been identified and reserved for the new Transfer and Transition Center. A consultant is visiting the campus January 7 through February 8, helping to draft a plan for the center that will allow us to launch before Fall Quarter 2019 and scale up gradually as resources allow. Key Focus Areas and Goals: Retention, recruitment, access, student achievement, persistence University Centers The university centers workgroup indicated a need for a clear and dedicated marketing plan, careful assessment of competition, strategic program offerings, and more consistent and robust services for the transfer student population. The workgroup also highlighted a need for better connections between the centers and Ellensburg campus in terms of IT support, training and orientation for NTT faculty, support for program implementation, and centralized scheduling. Achievements and Next Steps: The Associate Provost for Extended Learning and Outreach has created and funded a position to be housed in Public Affairs, with an indirect reporting line to Extended Learning and Outreach, focused on marketing for the University Centers. In addition, the associate provost has reorganized management of the centers in order to ensure comprehensive oversight of the enterprise, as well as focused attention on unique center operations. Currently, the associate provost is working with the VP of Operations in order to ensure that IT needs are met and, in collaboration with faculty, has launched several market analyses for possible new program offerings, especially at CWU-Sammamish. Key Focus Areas and Goals: Access, student achievement, retention, persistence, innovative pedagogy
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