Board of Trustees Meeting Agenda | Feb 17-18, 2022

February2022

CWU TRUSTEES QUARTERLY BOARD MEETING February 17-18, 2022

Thursday, February 17 Board Work Session SURC 301

10:00 CALL TO ORDER

• Approval of the Agenda • Approval of October Minutes • Official Communications • Public Comment

PRESIDENT’S REPORT

BUDGET WORK SESSION

RESEARCH PRESENTATION

TRUSTEES LUNCH University House (No business)

Reconvene – 1:30 PM (SURC 301)

HIGH IMPACT PRACTICES

UNIVERSITY CENTER ANALYSIS

UNIVERSITY ADVANCEMENT UPDATE

DINNER University House (No business)

Central Washington University Board of Trustees February 17, 2022

ACTION – Approval of the minutes of the regular meetings of October 21-22, 2021.

We recommend the following motion: The Board of Trustees of Central Washington University hereby approves the minutes of the regular meetings of October 21-22, 2021.

Submitted:

Linda Schactler Chief of Staff

Approved for Submittal to the Board:

Jim Wohlpart President

Board of Trustees Minutes Sid W. Morrison Board Room October 21-22, 2021 October 21, 2021

WORK SESSION Vice Chair Conner convened the board work session at 10:02 a.m. Trustees Present: Robert Nellams, Chair (via Zoom) Ray Conner, Vice Chair Erin Black Gladys Gillis Paige Hall Jeff Hensler Zabrina Jenkins (via Zoom) Staff to the Board: Jim Wohlpart, President Linda Schactler, Board Secretary & Chief of Staff Joel Klucking, Board Treasurer & Vice President for Business & Financial Affairs Kim Dawson, Executive Assistant to the President/Board of Trustees Alan Smith, Assistant Attorney General (via Zoom) Executive Faculty & Staff: Andreas Bohman, Vice President for Operations Kandee Cleary, Vice President for Diversity, Equity, & Inclusivity Michelle DenBeste, Provost/Vice President for Academic & Student Life Paul Elstone, Vice President for University Advancement Approval of Agenda

Motion 21-38: Ms. Gillis moved that the Board of Trustees of Central Washington University approve the agenda of the meetings of October 21 and 22, 2021. Ms. Black seconded the motion, which the board unanimously approved. Approval of Minutes Motion 21-39: Ms. Gillis moved that the Board of Trustees of Central Washington University approve the minutes from the meetings of July 28 and 29, 2021. Mr. Hensler seconded the motion. The motion was approved.

PUBLIC COMMENT No one signed up for public comment. COMMUNICATIONS 1. Letter, September 17, 2021, from CWU alumni soccer players/community supporters, regarding the resignation of Women’s Soccer Coach. 2. Letter, September 20, 2021, from a student, regarding a class issue. 3. Letter, September 21, 2021, from CWU alumni soccer players and graduate assistants, regarding the resignation of Women’s Soccer Coach. 4. Email, October 11, 2021, Julee Simmons, regarding vaccination exemptions. PRESIDENT’S REPORT President Wohlpart reviewed the agenda and updated the board on strategic planning. The university community and external supporters responded to our survey to gather input regarding the development of a new vision and mission. The steering committee will now spend time analyzing and coding the feedback in order to make certain all voices are heard in the process. Open forums on draft vision and mission statements will be held during winter quarter. PROVOST’S REPORT Provost DenBeste reported that a central strategy for improving student retention and overall success is the use of “high-impact” practices (HIPs) in teaching and research. HIPs engage students by providing richer more lasting, and more personal connections to subject matter. HIPs demand considerable investments of time and effort by students and often highlight “real-world” applications and relevance. The approach offers meaningful interactions between faculty and students, frequent and substantive feedback, as well as collaboration across disciplines and cultures. Examples of these practices include capstone courses and projects, study abroad, internships, community-based learning/service learning, undergraduate research, writing intensive coursework, common intellectual experiences, first year seminars, ePortfolios, and collaborative assignments and projects. CWU provides an excellent array of such opportunities, but they are not necessarily organized in an intentional way, nor are they accessible to all students. In order to improve graduation rates, enhance students’ sense of belonging, and ensure they are prepared for the workplace, universities must ensure that all students have access to more than one high-impact practice during their university careers. BUDGET WORK SESSION Vice President Klucking gave a budget update. Fall-quarter enrollment is the official benchmark used by the state and the university for budgeting. As student enrollment is CWU’s main budgetary driver, fall- quarter data allows us to evaluate the assumptions made during the budget development process throughout the preceding months. In July, the board reviews and approves a draft budget, including proposed investments, estimated enrollment, and other factors. The budget is finalized in October based on official enrollment data.

2 Board of Trustees Minutes October 21 and 22, 2021

Each year after the tenth day of classes, when students have added or dropped classes and enrollment has stabilized, staff create a fresh revenue forecast for the remainder of the year for all fund groups. Historically, this has provided a very accurate prediction of the full-year financial activities. VP Klucking said we have taken the same care with this year’s forecast as in the past, but need to insert some cautionary notes; the change in instructional modality, on-campus residency, and potential COVID-19 activity presents a higher level of uncertainty in the ability to predict enrollment and budget for the balance of the year. Fall 2021 enrollment was originally projected to be down about 4% compared to the prior fall, due mostly to circumstances created by the global pandemic. Actual enrollment at Fall 2021 10 th day census was 10,212, down 8.8% from the prior year. The majority of the decline is the result of lower first-year and new transfer students; continuing student persistence remained relatively strong. This overall enrollment is projected to result in relatively minor adjustment to revenues and related operating expenses. The work session ended at 11:45 a.m. Board members and President and Mrs. Wohlpart had lunch at University House. No business was conducted.

The work session reconvened at 1:30 p.m.

HIGH IMPACT PRACTICES Provost DenBeste introduced guests from CWU’s Teach STEM program. During this portion of the board meeting, students and faculty in this program will demonstrate some of the ways that the principles of high impact practices are integrated in to their degree program. CWU Teach STEM is the only UTeach program in Washington state. The program is an innovative teacher preparation model that includes collaboration between sciences and education that supports students seeking teaching certification in science and mathematics fields. The STEM Teaching Program uniquely supports students, who can immediately apply what they learn in K-12 classrooms, from their first course throughout the entire program. The following faculty and students also participated in the presentation to the board: • Jennifer M. Dechaine, professor in the Departments of Science and Mathematics Education and Biological Sciences, Science and Mathematics Education chair, and co-director of CWU’s UTeach program. • Allyson Rogan-Klyve, Assistant Professor of Science and Mathematics Education • Darin Knapp, Associate Director for CWU Des Moines and Clinical Faculty in Science and Mathematics Education.

• Matthew Changer, CWU Teach STEM and Geology • Tiffany “Casey” Casey, CWU Teach STEM (Des Moines) • Yaheely Ruiz, CWU Teach STEM and Biology

CULTURE OF INCLUSION Dr. Cleary lead the group in a discussion about new initiatives to help student and employees to feel included and welcomed, and to promote and support diversity and equity in everything we do. Sigrid Davison and John Vasquez joined Dr. Cleary to present on the Equity Score Card, both a process and a data tool. It combines a theoretical framework with practical strategies to initiate institutional change

3 Board of Trustees Minutes October 21 and 22, 2021

that will lead to equitable outcomes for students of color. It is a change process to solve the problem of inequitable educational outcomes and it is based on research and interdisciplinary scholarship. CWU will use the Equity Score Card to assess and make meaning of disaggregated, identify structural barriers to student success and implement best practices in removing those barriers. The implementation of the Equity Scorecard will inform the expansion of the objectives and outcomes identified in Theme II of the university Strategic Plan. This will be followed by college diversity strategic plans and an equity audit. Finally, throughout the 2021-2022 academic year we will use the Scorecard to assess our progress and develop recommendations by which to increase equity for students and employees of color. EXECUTIVE SESSION The board convened in executive session at 3:35 p.m. for one hour for the purpose of reviewing the performance of a public employee, per RCW 42.30.110(1)(g). Executive session ended at 4:02 p.m. October 22, 2021 BOARD RETREAT Trustees and the Executive Leadership Team participated in a retreat discussion centered on George Keller’s book Transforming a College at Hotel Windrow from 8:30-10:30 a.m. BUSINESS MEETING Vice Chair Conner convened the business meeting at 10:45 a.m. Trustees Present Robert Nellams, Chair (via Zoom) Ray Conner, Vice Chair Erin Black

Kim Dawson, Executive Assistant to the President/Board of Trustees Alan Smith, Assistant Attorney General (via Zoom) Executive Faculty & Staff: Michelle DenBeste, Provost/Vice President for Academic & Student Life Andreas Bohman, Vice President for Operations Kandee Cleary, Vice President for Diversity, Equity and Inclusivity Paul Elstone, Vice President for University Advancement

Gladys Gillis Jeff Hensler Paige Hall Zabrina Jenkins (via Zoom) Staff to the Board: Jim Wohlpart, President

Linda Schactler, Board Secretary & Chief of Staff Joel Klucking, Board Treasurer & Vice President for Business & Financial Affairs

BOARD PLANNING Vice Chair Conner explained that the president’s contract and best practices require the board to assess the president’s performance each year, generally at our summer meeting. Over the past several months the president has met with each board member, with university leadership, and with employees and students, to develop recommended goals for himself. President Wohlpart then walked through the goals and metrics with the group. Vice Chair Conner noted the board had a draft motion before them to adopt the goals and metrics as presented.

4 Board of Trustees Minutes October 21 and 22, 2021

Approval of President’s Goals and Metrics Motion 21-40: Ms. Gillis moved that the Board of Trustees of Central Washington University approves the proposed performance governance, student engagement, and external relations goals and metrics for President A. James Wohlpart, pursuant to the requirements of Section IV of the contract between the Board and Dr. Wohlpart signed January 14, 2021. Ms. Black seconded the motion, which the board unanimously approved. Vice Chair Conner asked that the board secretary create a communication from the board to the university community articulating these goals and metrics. ACTION AGENDA Approval of Consent Agenda The formal recognition of employees is contained in our consent agenda. Motion 21-41: Ms. Black moved that the Board of Trustees of Central Washington University hereby approves the consent actions items submitted October 22, 2021. Mr. Hensler seconded the motion. The motion was approved. Approval of Route Easement for the Palouse to Cascades State Park Trail Motion 21-42: Mr. Hensler moved that the Board of Trustees of Central Washington University hereby grants the City of Ellensburg a trail and utility easement for Palouse to Cascades State Park Trail Reconnection Route Extension, which is located at Portion Section 36, Township 18 North, Range 18 East, Willamette Meridian. Ms. Black seconded the motion. The motion was approved. Approval of Final FY 22 Budget Motion 21-43: Ms. Gillis moved that the Board of Trustees of Central Washington University hereby approves the final budget for Fiscal Year 2022 as presented. Mr. Hensler seconded the motion. The motion was approved.

The next regularly scheduled meeting of the board will be February 17-18, 2022.

Meeting adjourned at 11:08 a.m.

Linda Schactler, Secretary to the

Robert Nellams, Chair CWU Board of Trustees

CWU Board of Trustees

5 Board of Trustees Minutes October 21 and 22, 2021

CENTRAL WASHINGTON UNIVERSITY Board of Trustees February 17, 2022 EXECUTIVE SUMMARY – Board Communication Report The Board acknowledges receipt of the following communications:

1. Letter, October 28, 2021, from anonymous CWU Employees, regarding mandatory COVID-19 testing. 2. Email, December 31, 2021, from David Utting, regarding Nick Zentner.

Submitted:

Linda Schactler Chief of Staff

Approved for Submittal to the Board:

Jim Wohlpart President

From: David Utting <david@davidutting.com> Sent: Friday, December 31, 2021, 11:26 PM To: Linda Schactler Subject: For the attention of the board of trustees Dear Linda Secretary to the board of trustees

Can you please draw the board’s attention to the letter below that I have submitted to your local newspaper for publication? I think the contribution made by Nick Zentner is so outstanding that he should be considered for the awarding of a PhD through an alternative pathway other than research. I live in Western Australia which is often confused with Washington due to our WA abbreviation, but make no mistake Nick’s contribution has reverberated around the world. Please see below a letter I have written to the local newspaper and I look forward to learning a lot more about Ellensburg and the state of Washington and the Pacific Northwest through Nick’s tireless work.

From: David Utting <david@davidutting.com> Date: 1 January 2022 at 3:09:46 pm AWST To: letters@kvnews.com Subject: Letter to the editor Dear Editor,

I know so much about Ellensburg and in particular its geology through my viewing and listening to Professor Nick Zentner’s prolific viewings on YouTube and various audio podcasts.

His services to education and community engagement stands out as a truly outstanding achievement.

Some academics make their careers through research and others through education and teaching.

Could I humbly suggest that the University of Central Washington award a PhD To Nick in recognition of his hard and smart work which has really identified Ellensburg as a true centre of community care and academic excellence. This has a very serious side with people understanding more about earthquakes and vulcanism - This is not ivory tower academe but a very practical and useful contribution by Nick and the University of Central Washington.

I live in Western Australia and look forward to visiting your state once Covid subsides.

Cheers,

David Utting Bachelor of science, graduate diploma in journalism, master of arts in literature and communication Nedlands Perth Western Australia +61 416 187 462

Central Washington University Board of Trustees February 17, 2022 EXECUTIVE SUMMARY – FY22 Budget Presentation

Over the past several years there has been a significant amount of time and effort discussing budgets and financial outcomes across campus and to a lesser extent with the Board of Trustees. Despite the emphasis on budget and finance across campus, largely due to the implementation of the RCM/ABB budget model, we collectively lack comprehension or “sense making” of budget and financial issues. Business and Financial Affairs staff have re-designed our approach to the presentation of budget and financial concepts to better match the desire for more consumable information to non-financial users.

Submitted:

Approved for Submittal to the Board:

Joel Klucking, Vice President Business and Financial Affairs

Jim Wohlpart

President

CENTRAL WASHINGTON UNIVERSITY Board of Trustees February 17, 2022

EXECUTIVE SUMMARY – Research Presentation: Geological Sciences and Sustainability Practices Susan Kaspari, Ph.D., is a professor in the Department of Geological Sciences. She also teaches in Environmental Studies and for CWU’s Sustainability Certificate and is currently serving as a Provost Faculty Fellow focusing on sustainability. Dr. Kaspari has spent the past twenty years using ice cores retrieved from mid-latitude glaciers and polar regions to reconstruct climate and environmental change. She also investigates how light-absorbing particles (e.g., dust and black carbon from fossil-fuel burning and wildfires) deposited on snow and glaciers accelerates melt and impacts the availability of water resources. She has conducted research in Antarctica, the Himalayas and Tibetan Plateau, Tajikistan, New Zealand, Switzerland, and Washington State, and will be conducting research in the Arctic (Svalbard) in fall 2022. CWU undergraduate and graduate students are actively involved in her research program. Dr. Kaspari’s students regularly present at CWU’s Symposium on Undergraduate Research and Creative Expression (SOURCE). Dr. Kaspari will present on her current research related to climate and environmental change, including information on how important CWU students are to this research. Following the presentation, she will provide a short tour of the Ice Core and Murdock Laboratories in Discovery Hall. In addition to Professor Kaspari, Dr. Angela Halfpenny, Murdock Laboratory Manager, and Department of Geological Sciences engineering technician students will be participating in the tour. CWU students Erliana Acob and Trent Adams also will be present.

Submitted:

Approved for Submittal to the Board

Michelle DenBeste

Jim Wohlpart

Provost/Vice President for Academic and Student Life

President

CENTRAL WASHINGTON UNIVERSITY Board of Trustees February 17, 2022 EXECUTIVE SUMMARY – High Impact Practices in the Supply Chain Management Program Once an obscure term, “supply chain” now appears daily in news stories and discussions ranging from shortages in grocery staples to impacts on global trade and financial markets. The references are so frequent that “supply chain” holds the number ten spot on the 2022 Banished Words List compiled by Lake Superior University. At CWU, Supply Chain Management as a business concentration emerged in the early 2000s. The program benefits from a tradition of collaboration between the professional community and academic institutions. These relationships provide opportunities to innovate in the areas of program development and delivery. Today, students from CWU’s team “No Chain, No Gain!” will share their experience and success in a regional supply chain case competition hosted by the Boeing company. The team members will share their backgrounds, discuss the competition experience and their success, and what lies ahead for them. We will then highlight other high impact practices we employ to prepare CWU graduates for their future careers and help them develop and maintain important industry and peer connections.

The presentation to the board will involve the following students: • Eli Washburn

• Felicia Johnson • Lindsay Smith • Makinzie Packwood • Wendell Jopson

In addition to the students, the following faculty also will participate in the presentation to the board: • Carlo Smith, Chair, Department of Finance and Supply Chain Management • Rob Ogburn, Lecturer, Department of Finance and Supply Chain Management and Boeing Case Competition Team Facilitator

Submitted:

Approved for Submittal to the Board

Michelle DenBeste

Jim Wohlpart

Provost/Vice President for Academic and Student Life

President

CWU UNIVERSITY CENTERS AND INSTRUCTIONAL SITES Strategic Values and Assets, Challenges and Opportunities

February 9, 2022

Executive Summary Since 1974, CWU has launched several satellite service locations in order to meet regional needs for baccalaureate education. Once reliant on Interactive television and face-to-face program delivery, CWU University Centers and instructional sites now serve students through Web-Ex, some face-to-face instruction, and programs that use a hybrid model of delivery—both face-to-face and virtual. Over the same period of time and for the same reason—to provide baccalaureate opportunity to time- and place-bound students--the state has • created six, urban-area branch campuses associated with the state’s research institutions; branch campuses offer full bachelor’s and master’s degrees programs; • authorized community colleges to offer baccalaureate degrees and Bachelor of Applied Science degrees; • authorized dozens of out-of-state institutions to offer degrees in Washington; and • launched Western Governors University-Washington, offering competency-based degree programs. In summer 2021, the Board of Trustees asked for an analysis of satellite campuses in order to inform long-term planning. In response, staff undertook an analysis of the impact of the operation of University Centers and instructional sites on the state tuition fund, Fund 149. The analysis does not consider general overhead costs for accounting and payroll and other services. Nor does it consider costs and revenue associated with fees students pay at satellite locations for the general use of student programs (Services & Activities Fee, Technology Fee, etc.). Key Findings Overall, tuition (Fund 149) generated exceed Fund 149 expenditures at University Centers/sites by $500,677. Increasingly the University Centers have been pinched by competition from neighboring branch campuses, online programs and community colleges. Because program offerings are controlled by individual academic colleges—which, generally are not specifically funded for satellite programming—University Centers/sites lack a cohesive strategy for responding to program demand and a corresponding strategy and budget for marketing. University Centers are, however, instrumental in generating transfer enrollment , currently accounting for 23% of CWU’s 10,006 undergraduate students. In AY20-21 total fall transfers were 3,985, of which 2,310 came from partner community colleges or 58% of all transfer students. About 40% of CWU’s undergraduates are transfer students. The overall tuition contribution for host college transfer students has been approximately $14 million each year. This includes students transferring to the CWU Ellensburg campus, University Centers, instructional sites, and online. For fall 2021, CWU’s six University Centers were top Washington sources of transfer students:

Fall 2021 CWU Top Transfer-Student Institutions

1. Yakima Valley CC 2. Pierce College

85 73 59 33 33 32 30 27 26 24 22 21

13. Shoreline Community College

20 17 15 14 14 13 12 11 11 10 10

14. Olympic College

3. Wenatchee Valley College 4. Edmonds Community College 5. Highline Community College 6. Big Bend Community College 7. Green River Community College

15. South Puget Sound Comm College 16. University of Washington 17. Grays Harbor College 18. Eastern Washington University

19. Skagit Valley College 20. Spokane Falls CC

8. Bellevue College

9. Everett Community College 10. Tacoma Community College 11. Columbia Basin College 12. Washington State University

21. Clark College

22. Centralia College

23. Western Washington University

Facilities are modern and in desirable locations. CWU has led the work to secure state funding for University Centers in partnership with host colleges. As well, CWU has used bond funds to improve facilities at Lynnwood and 148 (self-support) funding to lease facilities at Sammamish. The higher education centers at the colleges all are excellent facilities. And the shift to Web-Ex from ITV has improved the virtual experience for students. CWU has the opportunity to leverage the significant state and CWU investment in University Centers/sites by: • optimizing class size for face-to-face classes • creating a strategic plan that includes budget and operations structures that support local decision-making and marketing for program offerings • Creating and funding a marketing plan to support University Center goals.

Please see detailed recommendations on page 21.

BACKGROUND CWU provides upper-division academic programs and certificates at University Centers co-located with community colleges in six locations. CWU also operates instructional sites at Sammamish and at Joint Base Lewis-McChord (JBLM). CWU-Sammamish is providing Running Start (high school) courses as well as degree completion courses. CWU JBLM is providing certificates and courses in Supply Chain Management. University Centers were launched in the 1970s in response to the demand of time- and place-bound individuals for degree programs. Once sited in store fronts, high schools, and prefabricated buildings, the University Centers now are located in state of the-art buildings on community college campuses. Funding requests for the facilities were made through the CWU capital budget process, including a 20- year certificate of participation at Lynnwood CWU continues to retire at the rate of $360,000 per year. University Center buildings are “owned” and maintained by community colleges, which receive state funding for operating costs. The use of all classrooms is shared by CWU and the host community college. CWU leases the Sammamish site. Initially, programs at University Centers were offered face-to-face and through once state-of-the-art distance-education technology—Interactive TV. CWU slowly migrated away from this old, relatively costly technology and since 2017 has provided distance education solely through WebEx. The Dean of Extended & Global Education oversees University Centers/sites, as well as continuing education, international studies and programs, multimodal learning, and high school partnerships program; the Executive Director of Extended Learning manages operations and staff at University Centers/sites. CWU employs one site director at each western Washington location—Des Moines, Pierce, and Lynnwood/Sammamish (one position for both locations). Two directors coordinate the activities of the three eastern Washington campuses. The directors manage the activities of the facilities to which they are assigned. As well they are charged with developing strong ties to the community colleges where they are co-located and with building networks within their communities to understand local economic opportunities and challenges. Academic colleges decide which degree programs they will offer or eliminate at a University Center/site. The college pays instructional costs for program delivery. Payments for online connectivity through the state K-20 network come from the CWU Division of Operations; WebEx licensing is funded by a mandatory fee paid by all students and managed by the CWU Multimodal Education Center. University Center student populations are very diverse. Table 1. provides the demographic profile of students at University Centers.

Table 1. Overall Demographic Profile University Centers and Sammamish Instructional Site

First Year Freshman Ellensburg

Transfer Students

Ellensburg

Univ Center

Online

Age

U18-19

97%

38% 48% 10% 51% 49% 41% 38% 55% 45%

20-24 25-34 35-49

44%

35% 36%

23.5%

15% 71% 29% 57% 40% 39% 61%

20.5%

Gender

Female

52% 48% 42% 37% 56% 44%

68% 32% 40% 48% 55% 45%

Male

Traditionally Under-represented Groups of Students

Pell Eligible

European, Middle Eastern, White

Black, Indigenous, People of Color

University Center and Instructional Site Timeline

CWU Pierce County (1974) : CWU’s first University Center partnership was with Pierce College, which operates two campuses: one in Puyallup and one in Fort Steilacoom. CWU launched programs at Fort Steilacoom in 1974 with a focus on teacher preparation programs. In 2005, CWU requested state capital funding to move CWU programs out of the portable units and into a new facility, “Olympic Building.” Pierce is CWU’s third largest University Center and second highest transfer sending institution. Education, Social Sciences, and Law and Justice were the primary program offerings; the BAS Information Technology and Administrative Management (ITAM) and BS Interdisciplinary Studies (IDS) were later added in an FTE-sharing agreement with Pierce College in 2006, which continues today: the state pays Pierce College for FTE targets in ITAM, IDS and Social Services, then a portion of the FTE dollars are paid to CWU based on CWU-Pierce County hitting enrollment targets. CWU-Lynnwood (1975): The Lynnwood campus was established in 1975 with a focus on business, accounting, law and justice, and education. In 2001, CWU received a state capital appropriation of $5.875 million for the construction of Snoqualmie Hall on the campus of Edmonds Community College. In August 2002, CWU entered a 20-year lease/purchase agreement for $5.145 million with the Office of the State Treasurer to pay for a portion of an instructional building at Edmonds Community College to house the CWU-Lynnwood Center. Average annual payments are $384,000 to be paid from tuition revenues for 20 years. Under the terms of the project contract, Edmonds Community College receives ownership of the building and Central Washington University has a tenant right in perpetuity. In 2012 CWU secured $3,345 million in bond funds to refinance the original debt and continues to pay $360,000 per year in bond payments. This debt will be retired June 1, 2023. The education program moved from Lynnwood to Des Moines in 2013 due to low enrollment. CWU also has a shared FTE agreement with Edmonds Community College for students in ITAM.

CWU-Yakima (1980): The third University Center was established in 1980 with a focus on the Yakima Valley’s need for more teachers. Programs expanded to Law and Justice, IDS, minors in psychology and sociology. Courses were offered toward a degree in General Business and Accounting. In 1989, the legislature created WSU and UW branch campuses and directed in RCW 28B.45.060 that “Central Washington University is responsible for providing upper-division and graduate-level higher education programs to the citizens of the Yakima area.” In 2003 CWU and Yakima Valley College (YVC) partnered to secure $18 million in state funds to construct a state-of-the-art education center. In 2011, the College of Business reduced courses offered at Yakima, Wenatchee and Moses Lake to core courses only. The BS Law and Justice withdrew to online only in 2014. Currently the only programs offered at Yakima are elementary education and a BS in IDS. CWU-Yakima is now the fourth largest University Center. CWU-Des Moines (1981): CWU-Des Moines started at SeaTac in a vacant high school in 1981 expanding CWU’s reach to meet teacher training demands and business and industry needs. In 2001, CWU received $2.5M to design and, in 2003 $8 million to construct the current University Center at CWU-Des Moines on the Highline College campus. Degree Programs offered at CWU-Des Moines include General Business, Accounting, Supply Chain Management, Elementary Education, Law and Justice, IDS, ITAM, STEM teacher education, Hospitality and Computer Science . Certificate Programs offered (online) include Sport Business and Supply Chain Management. CWU-Wenatchee (1984): CWU developed this partnership to meet the demand for more teachers in north central Washington. Originally located just off the Wenatchee Valley College campus, CWU received $3 million to design and construct a facility on the WVC campus and moved there in 2004. Programs expanded based on the demographics in Wenatchee to the BS Interdisciplinary Studies-Social Sciences (IDS), and minors in psychology and sociology, as well as courses in General Business and Accounting. In 2011, the College of Business reduced courses offered at Yakima, Wenatchee and Moses Lake to core courses only. Law and Justice moved its BS program to online only in 2014. Currently the only programs offered at CWU-Wenatchee are elementary education and IDS. CWU-Moses Lake (1991): The partnership with Big Bend Community College (BBCC) has largely centered on degree programs in aviation management and professional pilot training. In the 2003-05 state capital budget, CWU received $600,000 in state funding to improve the Moses Lake facility at BBCC. CWU and Big Bend Community College (BCCC) shared a faculty position in aviation until Big Bend ended the agreement in 2015. CWU has offered elementary education (combined cohort with Wenatchee), IDS, ITAM and courses in business and accounting. CWU has struggled to secure strong enrollment at Big Bend due to the workforce-education focus of the community college. Aviation and professional pilot training were the exception. These programs have been moved to Ellensburg or online. CWU currently offers IDS and Elementary Education. North Snohomish Island Skagit Higher Education Center (1997-2016): In 1997 the state legislature formed the North Snohomish-Island-Skagit (NSIS) Consortium of higher education institutions in Everett to create a flexible and innovative means for expanding higher education opportunities for residents of the three counties. The NSIS Consortium was committed to providing opportunities for place-bound residents whose work and family commitments precluded travel to a residential campus. In 2005, the legislature named consortium member Everett Community College as manager of the University Center. CWU ended service at this location when the legislature turned over its management to Washington State University in 2016.

Joint Base Lewis-McChord (2015): CWU is one of seven institutions authorized to offer programs at JBLM, the largest military installation on the West Coast. CWU signed an MOU with JBLM to share a space with City University in the Stone Education Center in 2015. Per the requirements of our accrediting agency, JBLM is classified as an instructional site. CWU has one staff person at this location reporting to the Regional Director at CWU-Pierce County. All support services are provided at CWU- Pierce County; all students are assigned to CWU-Pierce County for advising, student services, and administrative needs. Currently the only program offered at JBLM is Supply Chain Management, which offered its first class on base in fall 2017. Sammamish (2017): In 2017, CWU signed an MOU with the City of Sammamish for the lease of a property that had served as a large church for many years. The lease requires a flat-rate payment for three years, escalating in each of the following years by $60,000 annually. There is an option to purchase the property at any time at a guaranteed rate of $9 million, escalating annually by the Seattle-area CPI. CWU opened the 30,000-square-foot facility in Sept. 2017 as an “instructional site,” providing general- education, undergraduate classes, which are available to the public, including Running Start programs for high school students. CWU also partners with the City of Sammamish to offer community events and Continuing Education programs. CWU holds sub-lease agreements with the YMCA for community recreation ($7,267/month) and with Microsoft for commuter parking ($968/Month). CWU-Sammamish is proximate to several K-12 school districts. Currently program offerings include hybrid ITAM master’s and bachelor’s degrees and one online bachelor’s degree program.

Which other universities have “centers” or satellite locations?

Research universities have six branch campuses; comprehensive universities have 15 “centers”; EWU has a campus at Riverpoint Higher Education Park in Spokane as well as at Cheney. Following is a map of public university satellite locations and residential campuses.

University Center/site Enrollment, Staffing, and Financial Information The following section of this report outlines enrollment for each University Center. It also includes the overall transfer-student enrollment impact of co-located community college partnerships. Each chart includes staffing, program offerings, and financial information. For Academic Years (AY) 2019-20 and 2020-21, some or all of community college education was required to occur online, due to COVID restrictions. The revenues include overall averaged academic-year net tuition and state support allocations for administrative costs. Expenses outline averaged faculty, total-year administrative staff, applicable lease/bond costs, and total-year indirect staffing costs. “Indirect” staff numbers represent state/tuition funded positions who provide support for University Centers. Programs are listed with the number of courses taught on-site for each location. Faculty numbers listed in each chart do not teach only for that specific location. Most departments/colleges utilize their faculty at University Centers to teach courses for Ellensburg and online programs in addition to courses delivered at the center. Table 2. CWU-Pierce State/Tuition Fund 2015-2016 AY 2016-2017 AY 2017-2018 AY 2018-2019 AY 2019-2020 AY 2020-2021 AY Enrollment Analytics Overall Transfer to CWU 457 498 517 535 513 485 Headcount 179 197 192 235 190 188 Financial Review Allocated Revenues 107,017 177,504 176,164 171,836 180,476 175,945 Indirect Revenues 74,847 77,162 79,549 82,009 84,545 87,160 Est. Tuition Net Revenue via SCH (Blended Rate) 660,958 547,610 605,739 526,500 480,058 337,154 Web Tuition Net Revenue via SCH (Blended Rate) 796,066 837,345 711,859 776,806 578,833 767,360 Net Resources 1,638,888 1,639,621 1,573,311 1,557,151 1,323,912 1,367,619 Admin Staff 100,159 111,872 153,915 151,878 166,851 170,399 Admin Goods and Services 6,858 65,632 22,249 19,958 13,625 5,546

*CWU and Community College Partners received state funding for construction; the state funds the college for operational costs.

Bond/Lease Payments

74,847

77,162

79,549

82,009

84,545

87,160

Indirect Staff

Est. Faculty Cost via Course Credit Web Faculty Instruction via Course Credit

762,222

565,948

579,521

633,944

510,077

261,363

409,523

427,748

353,953

428,354

360,456

558,929

1,353,609

1,248,362

1,189,186

1,316,142

1,135,554

1,083,397

Net Expenses

285,279

391,259

384,125

241,009

188,358

284,222

Total: Estimated Profit/(Loss)

CWU-PIERCE STAFF / FACULTY FTE

Staff on-site

3 1 2

3 1 3

3 2 3

2.75

In-direct staff on-site

2 2

1 1

Faculty on-site

2015-2016 AY

2016-2017 AY

2017-2018 AY

2018-2019 AY

2019-2020 AY

2020-2021 AY

PROGRAMS

# of Bachelor’ Programs (in-person)

Programs

Supply Chain, ITAM, IDS, Law & Justice, Psychology Sociology/So cial Services

Supply Chain, ITAM, IDS, Law & Justice, Psych, Soc./Social Services

Supply Chain, ITAM, IDS, Law & Justice, Soc./Social Services

# of courses taught on-site

108

Table 3. CWU-JBLM State/Tuition Fund

2015-2016 AY

2016-2017 AY

2017-2018 AY

2018-2019 AY

2019-2020 AY

2020-2021 AY

Enrollment Analytics Overall Transfer to CWU

- -

Headcount

Financial Review

83,695 17,209

63,498 17,741

80,131 18,290

Allocated Revenues Indirect Revenues

15,706

16,192

16,693

Est. Tuition Net Revenue via SCH (Blended Rate) Web Tuition Net Revenue via SCH (Blended Rate)

5,300

8,238

4,279

1,765

15,706

16,192

21,993

109,142 74,144

85,518 50,748 12,750

100,186 74,221

Net Resources

- -

Admin Staff

9,551

5,911

Admin Goods and Services

N/A

Lease Payments

15,706

16,192

16,693

17,209

17,741

18,290

Indirect Staff

Est. Faculty Cost via Course Credit Web Faculty Instruction via Course Credit

29,632

4,605

29,747

7,446

15,706

16,192

46,325

105,509

110,986

105,868

Net Expenses

Total: Estimated Profit / (Loss)

(24,332)

3,633

(25,468)

(5,682)

2015-2016 AY

2016-2017 AY

2017-2018 AY

2018-2019 AY

2019-2020 AY

2020-2021 AY

STAFF / FACULTY FTE

Staff on-site In-direct staff on-site

Faculty on-site

PROGRAMS # of Programs (in-person)

Supply Chain Management CE Lean Six Sigma

Supply Chain

Programs List

# of courses taught on-site

Table 4. CWU-Des Moines State/Tuition Fund

2015-2016 AY

2016-2017 AY

2017-2018 AY

2018-2019 AY

2019-2020 AY

2020-2021 AY

Enrollment Analytics Overall Transfer to CWU

563 486

504 455

465 442

412 403

389 369

370 355

Center Headcount

Financial Review

245,823 131,934

254,544 136,015

196,667 140,221

259,116 144,558

254,244 149,029

234,662 153,638

Allocated Revenues Indirect Revenues

Est. Tuition Net Revenue via SCH (Blended Rate) Web Tuition Net Revenue via SCH (Blended Rate)

1,653,666

1,340,803

1,340,447

1,132,435

1,034,931

480,086

1,471,204

1,293,428

1,305,467

1,218,341

1,045,322

1,600,128

3,502,628

3,024,790

2,982,802

2,754,450

2,483,525

2,468,514

Net Resources

236,772

232,437 22,107

180,108 16,559

232,910 26,206

231,770 22,474

222,629 12,033

Admin Staff

9,051

Admin Goods and Services

*CWU and Community College Partners received state funding for construction; the state funds the college for operational costs.

Bond/Lease Payments

131,934

136,015

140,221

144,558

149,029

153,638

Indirect Staff

Est. Faculty Cost via Course Credit Web Faculty Instruction via Course Credit

2,201,140

1,888,829

1,762,536

1,479,871

1,616,501

821,842

916,711

719,367

731,975

782,913

707,674

1,324,229

3,495,608

2,998,754

2,831,399

2,666,458

2,727,447 (243,922)

2,534,371 (65,858)

Net Expenses

7,020

26,036

151,403

87,992

Total: Estimated Profit/(Loss)

CWU-DES MOINES STAFF / FACULTY FTE

Staff on-site In-direct staff on-site Faculty on-site PROGRAMS # of Programs (in-person) Programs List

3.75

Accounting, Business, Electronic Engineering Technology,

Accounting, Business, Education, IDS, ITAM, Law and Justice

Accounting, Business, Education, Hospitality Tourism Event Mgmt, IDS, ITAM, Law and Justice

Accounting, Business, Education, Hospitality Tourism Event Manageme nt, IDS, ITAM, Law and

Accounting, Business, Education, Computer Science, Hospitality Tourism Event Mgmt, IDS, ITAM, Law and Justice, Liberal Studies, STEM

Education, IDS, ITAM, Law and Justice

Justice, Liberal Studies, STEM

# of courses taught on-site

280

265

228

221

235

Table 5. CWU-Lynnwood State/Tuition Fund

2015- 2016 AY

2016- 2017 AY

2017- 2018 AY

2018- 2019 AY

2019- 2020 AY

2020- 2021 AY

Enrollment Analytics

441 395

443 393

469 410

429 393

421 346

405 322

Overall Transfer to CWU

Headcount

Financial Review

546,626 146,998

549,675 151,544

549,445 156,231

575,395 161,063

585,520 166,045

543,102 171,180

Allocated Revenues Indirect Revenues

Est. Tuition Net Revenue via SCH (Blended Rate)

952,310

718,253

742,717

740,678

687,631

222,691

Web Tuition Net Revenue via SCH (Blended Rate)

1,213,830 1,138,895 1,320,896 1,254,940 1,076,250 1,305,795

Net Resources

2,859,764 2,558,367 2,769,289 2,732,076 2,515,445 2,242,768

182,839

170,204 19,471 360,000 151,544

165,118 24,327 360,000 156,231

181,006 34,388 360,000 161,063

196,009 29,511 360,000 166,045

166,045 17,057 360,000 171,180

Admin Staff

3,787

Admin Goods and Services Bond/Lease Payments

360,000 146,998

Indirect Staff

546,526

Est. Faculty Cost via Course Credit

1,674,947 1,106,884 1,212,884 1,176,578 1,039,471

730,156

629,692

753,640

760,769

713,715

995,932

Web Faculty Instruction via Course Credit

Net Expenses

3,098,727 2,437,795 2,672,201 2,673,804 2,504,749 2,256,740

120,572

97,088

58,271

10,696

(13,972)

Total: Estimated Profit/(Loss)

(238,963)

CWU-LYNNWOOD STAFF / FACULTY FTE

Staff on-site

2.5

In-direct staff on-site

4.75

3.75

Faculty on-site

PROGRAMS # of Programs (in- person)

Programs List

Accounting, Business, IDS, Law & Justice MS Prof. Accountancy

Accounting, Business, Marketing, IDS, ITAM,

Accounting, Business, ITAM, IDS, Law & Justice

Accounting , Business, ITAM, IDS,

Accounting, Business, ITAM, Law & Justice, Supply Chain

Law & Justice

Law & Justice Supply Chain

# of courses taught on- site

129

110

101

114

113

Table 6. CWU-Yakima

2015-2016 AY

2016-2017 AY

2017-2018 AY

2018-2019 AY

2019-2020 AY

2020-2021 AY

Enrollment Analytics Overall Transfer to CWU

567

547

562

592

608

572

Headcount

Financial Review

Allocated Revenues Indirect Revenues

121,617 15,706

130,293 16,192

141,273 16,693

81,949 17,209

84,749 17,741

146,224 18,290

Est. Tuition Net Revenue via SCH (Blended Rate) Web Tuition Net Revenue via SCH (Blended Rate)

228,747

265,631

278,784

261,367

267,351

169,048

281,987 648,057 115,150

271,001 683,116 118,970 11,322

277,488 714,237 135,511

227,240 587,766 56,041 25,908

166,498 536,340 150,773 (66,024)

244,807 578,369 139,527

Net Resources

Admin Staff

Admin Goods and Services

6,466

5,761

6,697

*CWU and Community College Partners received state funding for construction; the state funds the college for operational costs.

Bond/Lease Payments

Indirect Staff

15,706

16,192

16,693

17,209

17,741

18,290

Est. Faculty Cost via Course Credit Web Faculty Instruction via Course Credit Total: Estimated Profit / (Loss) Net Expenses

259,307

379,708

313,169

364,601

305,358

180,152

154,157 550,787

133,675 659,868

141,904 613,038

123,871 587,630

111,824 519,673

183,523 528,188

97,270

23,248

101,199

136

16,667

50,180

2015-2016 AY

2016-2017 AY

2017-2018 AY

2018-2019 AY

2019-2020 AY

2020-2021 AY

STAFF / FACULTY FTE

Staff on-site

1.6

1.75

In-direct staff on-site

0 3

1 2

0 1

Faculty on-site

PROGRAMS # of Programs (in-person)

Elem. Ed, IDS

Programs List

Elem Ed, IDS Elem Ed, IDS Elem Ed, IDS Elem Ed, IDS Elem Ed, IDS

# of courses taught on-site

Table 7. CWU-Moses Lake State/Tuition Fund

2015-2016 AY

2016-2017 AY

2017-2018 AY

2018-2019 AY

2019-2020 AY

2020-2021 AY

Enrollment Analytics Overall Transfer to CWU

213

226

214

205

182

178

Headcount

Financial Review

3,296

3,540

11,762 16,693

63,760 17,209

87,703 17,741

77,654 18,290

Allocated Revenues Indirect Revenues

15,706

16,192

Est. Tuition Net Revenue via SCH (Blended Rate) Web Tuition Net Revenue via SCH (Blended Rate)

52,037

34,964

34,274

34,716

26,527

15,175

197,578

232,815

224,723

170,636

107,087

105,758

268,617

287,511

287,452

286,321 58,458

239,059 81,439

216,877 75,999

Net Resources

(0)

8,304

Center Admin Staff

Center Admin Goods and Services

3,296

3,540

3,458

5,302

6,264

1,655

*CWU and Community College Partners received state funding for construction; the state funds the college for operational costs.

Lease Payments

15,706

16,192

16,693

17,209

17,741

18,290

Indirect Staff

Est. Faculty Cost via Course Credit

72,296

97,961

54,331

41,900

46,800

16,955

Web Faculty Instruction via Course Credit

125,125

132,119

133,686

91,664

57,267

72,608

216,423

249,812

216,472

214,533

209,512

185,508

Net Expenses

Total: Estimated

52,194

37,699

70,980

71,788

29,547

31,370

Profit/(Loss)

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