from how to prevent AI use to how do we prepare everyone to use AI well. He expanded workshop offerings to include understanding CWU’s AI guidelines, exploring AI across disciplines, accessibility applications, sustainability concerns, and talking with students about AI. This academic year 2025-2026, Mr. Tester shifted his focus to AI Literacy for both faculty and students. He partnered with a startup company named LM Studio to pilot the educational use of AI models locally and not through cloud processing, which eliminated some of the concerns around environmental impacts of data centers and issues of privacy and data minding. He is currently in the process of creating an AI computer lab on campus at the Multimodal Education Center. In addition, he began discipline-specific programming this year with a professional development series for the College of Business covering prompt engineering, AI literacy and courses, and assessment redesign. To increase opportunities for faculty and students to gain AI-specific skills, Mr. Tester built a formal AI Literacy Essentials workshop series grounded in four pillars: • What genAI is and how it works • How to critically evaluate genAI output • Effective and efficient use of genAI • Ethical and environmental concerns involving genAI Looking ahead, the centerpiece of this year’s AI literacy focus is on the AI Literacy Institute. It launches in June. It condenses the five-week series into two focused immersive days with faculty. In partnership with the Provost’s Office, Multimodal has secured funding to offer stipends to faculty badge earners who complete course redesigns integrating AI literacy for students. This approach builds networks and departmental expertise and creates tangible, ready-to-use course deliverables. It also aligns directly with CWU’s strategic plan across student success, engagement, belonging, and stewardship. Shared Governance Leaders Updates Chair Hensler reminded the group of the parameters for their updates: What key initiatives are you working on to move the mission, vision, and strategic plan forward? What metrics are you using to measure success? What are the next steps to move this forward and what is the time? • ASCWU Board of Directors ASCWU President Hondo Acosta-Vega began by explaining that the ASCWU Bylaws that are their governing documents are approved by the branches of student government, but the revisions to the ASCWU Constitution are required to be approved by the Board of Trustees. The constitution can only be modified once per year, which is done during spring elections. Basically, the ASCWU Constitution is the “what” and the Bylaws are the “how.” ASCWU President Acosta-Vega gave a summary of the revisions in the Constitution, which the Board of Trustees will vote on at their meeting on Friday, May 22. Key initiatives of the ASCWU Student Government include reconstruction of all governing documents using the shared governance document, focusing more on student engagement and being more visible on campus and more engaged in the community, being more accessible with ADA compliance in their office, and revising their website so information can be found easily. The group is also trying to find ways of navigating budget cuts by rethinking the work. Wrapping up the year, they are hosting student appreciation events, transitioning the new student government positions on June 16, and working on building an alumni association for ASCWU Board of Directors.
• Faculty Senate
9 Board of Trustees Minutes May 21-22, 2026
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