February 2019
CWU QUARTERLY BOARD MEETING AGENDA February 21, 2019 Sammamish, WA
THURSDAY, FEBRUARY 21, 2019 CWU Sammamish, 120 228th Ave. NE, Sammamish, WA 98074 Thursday’s discussion will be streamed at video.cwu.edu.
WORK SESSION 1:30 Call to Order
• Adoption of the Agenda • Adoption of the Minutes of the previous board meeting 1:40 Sammamish Update 2:00 NWCCU after-action report 3:00 Strategic Enrollment Management Plan
2/13/2019 11:08 AM
Central Washington University Board of Trustees February 21, 2019
ACTION – Approval of the minutes of the Regular Meeting of October 22, 2018.
We recommend the following motion: The Board of Trustees of Central Washington University hereby approves the minutes of the regular meeting of October 22, 2018.
Submitted:
Linda Schactler Chief of Staff
Approved for submittal to the Board:
James L. Gaudino President
Board of Trustees Minutes of the Regular Meeting October 22, 2018
DRAFT
October 22, 2018 Sid Morrison Board Room, Barge Hall, 412 Regular Business Meeting The regularly meeting was called to order at 10:15 a.m. *Present: Ron Erickson, Chair Robert Nellams, Vice Chair
Erin Black Gary Epp Keith Thompson Ray Conner
*Note: the terms of trustees Chris Liu and Emily Washines expired Sept. 30, 2018.
Staff to the Board James L. Gaudino, President Linda Schactler, Secretary to the Board, Chief of Staff, Joel Klucking, Treasurer to the Board, Vice President for Business and Financial Affairs Kim Dawson, Executive Assistant to the President and Board of Trustees Executive Faculty and Staff Alan Smith, Assistant Attorney General Andreas Bohman, Associate Vice President, Information Services and Security Delores (Kandee) Cleary, Vice President for Diversity and Inclusivity Katherine Frank, Provost/Vice President for Academic and Student Life
Kremiere Jackson, Vice President for Public Affairs Scott Wade, Vice President for University Relations Sharon O’Hare, Vice President for Enrollment Management
Chair Erickson introduced the newest trustee, Gary Epp. Gary is a senior and is majoring in Applied Mathematics with minors in STEM Education, Applied Computer Science, and Economics. He is serving a one-year term as CWU’s Student Trustee. Action – Approval of the Agenda Motion 18-37: A motion that the Board of Trustees of Central Washington University hereby approves the agenda of the meeting of October 22, 2018 was presented by Mr. Nellams and seconded by Mr. Thompson. Motion approved.
Action – Approval of Minutes Motion 18-38: Ms. Black moved that the Board of Trustees of Central Washington University approve minutes of the annual planning retreat of July 26-27, 2018. Mr. Nellams seconded the motion. Motion approved. Board Communications The Board acknowledged receipt of the following communications: 1. Letter dated Friday, Oct 19, 2018, from CWU’s Provost Council opposing the proposed Faculty Code changes. 2. Letter dated Friday, Oct 19, 2018, from Susan Kaspari, Associate Professor, Department of Geological Sciences, regarding the need to enhance environmental sustainability efforts at CWU. Public Comment Chair Erickson reported that two people signed up for public comment. • Susan Kaspari, Associate Professor in the Department of Geological Sciences, commented on the need for CWU to increase its commitment to environmental sustainability. • Amy Claridge, Faculty Senate Chair, discussed the value of faculty conversations at future board meetings, and changes in higher education that affect faculty. Board of Trustees Endowed Scholarship Report Scott Wade gave an update on board contributions to the endowed fund and introduced two of the three students who received awards for the 2018/2019 academic year: • Hannah Gunderson is a senior studying anthropology and art. She transferred to CWU from Green River Community College and grew up in Auburn, Washington. • Rachel Retchless is a junior studying public relations. She is from Camas, Washington. 10 th Day Census Joel Klucking and Sharon O’Hare provided status of enrollment and budget resources as of the 2018 census. Ms. O’Hare explained that tenth day of fall quarter provides the bottom line for CWU’s financial position for this academic year. By the 10 th day, students have enrolled, and dropped and added courses. The census numbers provide the enrollment data that informs state reports and budget calculations. Joel Klucking said key outcomes include a slightly lower total number of undergraduate students than anticipated in the budget, but among them, a slightly higher number of students who are not state residents, who pay higher tuition rates than resident students. For FY 19, estimated net tuition revenue will exceed budget by just under $1 million, with the very important caveat that this assumes quarterly enrollment (headcount, mix, and course load distribution) patterns similar to past performance. In the context of the RCM/ABB model, any unbudgeted revenues are reserved for the Provost in support of the Division of Academic and Student Life. Stronger than expected summer enrollment and a slight increase in headcount will improve the performance of the Local General, Enterprise, and Student Activities Fund Groups.
2 Board of Trustees Minutes October 22, 2018
Operations Priorities Data Warehouse Status Report
Andreas Bohman explained that the Data Warehouse Expansion (DWE) project was initiated and granted funding in February 2018. The goal of the project was to create a data management system that could deliver timely and accurate data for mission-critical processes, such as decision-making, reporting, and strategic planning. Over the last several months, the operational focus and alignment necessary to achieve these goals by the agreed-upon deadline (October 31, 2018) have not been realized, so the deadline for the project will be pushed to early 2019. The cause for the delay is detailed in the project status report. To ensure the success of this project, the Operations team has taken the following actions: 1. Clearly defined operational and project resources with a clear chain-of-command. 2. Requested a three-month extension of the project with a new go-live date of January 31, 2019. 3. Realigned the technological approach of the data warehouse with a clear focus on data mart development. Intersection Right of Way Request The City of Ellensburg seeks the approval of the easement necessary to improve the safety and efficiency of the intersection of Wildcat Way and E. University Way. The plan includes street alignment, traffic signalization, and the adding of left turn lanes at the intersection, without negatively impacting the cultural and historical significance of Wildcat Way itself. This item will be voted on during the action agenda. Board Organization Board Policy Revisions Linda Schactler explained that the revisions to the board policies remove references to a retreat specifically held in the summer and provide greater flexibility, transparency and efficiency for board meetings. In addition, the board constitution will remove references to minutes of the meetings of board committees. Committees are now used to brief members on content that will be covered in upcoming meetings. No board actions are taken at committee meetings. Retreat Follow-up In July the board reviewed the performance of the president, as trustees are required to do annually by CWUP 1-10-050. Staff have summarized the board’s evaluation and the activities trustees would like the president to prioritize during the 2018-2019 academic year. With the review and approval of the board, the letter will be delivered to the president and shared with the general campus community. Action Items Action – Approval of Board Policy Revisions In order to support greater transparency and efficiency, trustees may review and revise policies that guide board activities. The review of board meeting requirements in CWU policy suggests the following revisions may be advisable: • CWUP 1-10-040: remove references to a retreat in the summer, to provide greater flexibility, transparency, and efficiency.
3 Board of Trustees Minutes October 22, 2018
The board shall elect a chair and vice chair annually. The chair shall call meetings and preside. In his or her absence, the vice chair shall preside. (See Constitution of the Board of Trustees).
• CWU 1-60-070(2): remove references to a summer retreat , and retain language requiring annual elections. The board of trustees shall elect the chair and vice chair. The chair and vice chair shall be elected annually, and shall hold office for one year or until their successors are elected. In the event of an interim vacancy in the office of chair or vice chair, successors may be elected to hold office for the unexpired term. • CWUP 1-60-080: remove references to minutes of the meetings of board committees . The Secretary to the Board of Trustees. The secretary to the board of trustees shall give public notice of all meetings of the board of trustees and all meetings of committees of the board of trustees. The secretary shall ensure that minutes are kept of the proceedings of the board of trustees. Motion 18-39: Mr. Nellams moved that the Board of Trustees of Central Washington University hereby approves revisions to CWUP 1-10-040 and 1-60-070(2) to remove references to summer scheduling of elections and a board retreat; and to CWUP 1-60-080(2) to remove the requirement of minutes for meetings of committees of the board. Ms. Black seconded the motion. Motion passed. Action – Approval of Consent Agenda The consent action items are submitted by the divisions of Academic and Student Life, Business and Financial Affairs, Enrollment Management, Operations, and the President. Motion 18-40: Mr. Conner moved that the Board of Trustees of Central Washington University hereby approves the consent action items submitted October 22, 2018. Ms. Black seconded the motion. Motion approved. Action – Approval of FY19 Athletic Budget In 2018, the legislature passed a measure to improve transparency in the funding of intercollegiate athletics at public baccalaureate institutions. SSB 6493 requires universities to approve athletic budgets in an open public meeting each year. The board approved the Athletics Budget within the context of the entire university budget in July; with 10 th -day data in place, specific budgets are clearer and the budget for the Department of Athletics can be presented with certainty to the Board for approval. The table below shows total revenue and expenses associated with CWU athletics, including the tuition and fees generated by the student athletes.
4 Board of Trustees Minutes October 22, 2018
2019 CWU Athletics Budget
State & Tuition Fund Local General Fund Total - All Funds
Coach Wages Staff Wages Student Wages Total Wages
1,136,437 782,835 4,500 1,923,772 671,096 2,594,868 259,925 2,854,793
- -
1,136,437 782,835 76,590 1,995,862 678,304 2,674,166 2,236,321 4,910,487
72,090 72,090 7,208 79,298
Benefits
Total Wages & Benefits Total Goods & Services
1,976,396 2,055,694
Total Expenses
Motion 18-41: Ms. Black moved that the Board of Trustees of Central Washington University hereby approves the athletic budget of $4,910,487 for Fiscal Year 2019 as presented. Mr. Nellams seconded the motion. Motion approved. Action – Approval of Faculty Code Revisions Section IV(A)1 of the Faculty Code provides that the Senate shall have the right to submit recommendations for code revisions to the BOT through the president. The Faculty Senate resides organizationally within the President’s Division; the Faculty Senate Chair reports directly to the president. Proposals to change Faculty Code typically arise from Faculty Senate discussions. Code changes are discussed and reviewed in the Faculty Senate and by other academic organizations, including the Provost’s Council. Upon a comprehensive review, the Faculty Senate shares recommendations with the president for transmission to the Board of Trustees. On May 30, 2018, the Faculty Senate voted to make two amendments to the Faculty Code 1.) to clarify the obligation of administrators to consult with the Faculty Senate when academic units are reorganized, an amendment to which the Provost’s Council opposed in a letter to the board; and 2.) to articulate how non-tenure-track faculty will be engaged in processes to select individuals for the Distinguished Faculty awards. Mr. Thompson moved that the Board of Trustees of Central Washington University endorses the recommendation of the Faculty Senate and approves the changes to Faculty Code, which was seconded by Ms. Black. During the discussion of the motion to adopt the amendments to code, Mr. Nellams proposed that, rather than adopting the revisions, the board should provide the following direction to the president, provost, and Faculty Senate: 1. We understand that issues surrounding reorganization of academic units have a long history and that academic administration and the Faculty Senate have been unsuccessful in previous attempts to address their future.
5 Board of Trustees Minutes October 22, 2018
2. Trustees request that the President mediate the discussion between the Provost and Senate on this and other areas of shared governance. 3. Trustees direct the President to engage academic leadership and the Senate in a review of the Faculty Code, and of related policies to determine the appropriate relationship between the two governance units – the Faculty Senate and academic administration. 4. The following principles should guide the review: • A strong commitment to shared governance. • The opportunity for input from all affect constituents and transparent processes that record summaries of the input. • The use of appropriate models of information-based decision-making. • Processes that are timely and that maintain appropriate centers of authority and responsibility 5. President Gaudino will report to the Board on the progress of the revising Code at the February meeting of the Board. Trustee Thompson withdrew his motion to approve the code changes. The board supported the approach suggested by Trustee Nellams and the board chair requested a follow-up report at the February board meeting. Action – Approval of Wildcat Way/University Way Intersection Expansion The City of Ellensburg seeks the approval of the easement necessary to improve the safety and efficiency of the intersection of Wildcat Way and E. University Way. The plan includes street alignment, traffic signalization, and the adding of left turn lanes at the intersection, without negatively impacting the cultural and historical significance of Wildcat Way itself. The easement includes approximately 5,500 ft 2 of right-of-way: • Easement #1: A 461 ft 2 easement at the NW corner of the intersection, about 10 ft. wide. The need for this easement was anticipated when the parking lot at this corner was constructed. • Easement #2: From the SW corner of the intersection, a 2,424-ft 2 easement that includes a 236 foot-long strip, approximately 5 ft. wide, running west to Ruby Street. • Easement #3: From the SE corner, a 2,675-ft 2 easement running east to Anderson Street, approximately 10-feet wide. The easement will eliminate two parking stalls in parking lot C-6 across the street from Barge Hall. • The SE corner will be expanded, moving the curb west to align with Wildcat Way. The gateway monument will be repositioned toward the southwest revised corner. The project will commence during the summer of 2019 and is funded with a $1.3-million safety grant from the State of Washington, and a match of $600,000 by the City of Ellensburg. The City will complete the renovation of the intersection and replace sidewalks, curbs, and landscaping impacted by the project. Motion 18-42: Ms. Black moved that the Board of Trustees of Central Washington University hereby approves the Wildcat Way/E. University Way intersection expansion project as recommended, while keeping intact the historical and cultural significance of Wildcat Way, this date October 22, 2018. Mr. Nellams seconded the motion. Motion approved.
6 Board of Trustees Minutes October 22, 2018
Action – Approval of Resolution 18-06 WHEREAS, Mr. Chris Liu was appointed to the Central Washington University Board of Trustees by Governor Jay Inslee on February 14, 2012 and served with distinction through October 22, 2018; and WHEREAS, Mr. Liu’s management and budgeting expertise in the public and private sectors was instrumental in enabling the university to sustain robust operations through the Great Recession; and WHEREAS, Mr. Liu represented all citizens of Washington, in a thoughtful manner, by serving on the Board’s Operations committee and communicating his expertise and ideas on a host of substantive issues, along with offering advocacy and conscientious commitment to university students and employees; and WHEREAS, Mr. Liu has provided this board with particular guidance and leadership in regard to enhancing the diversity of the workforce and of contracted services; and WHEREAS, Mr. Liu ’s unwavering commitment to the university’s goals, mission, and vision was evident through his enthusiastic participation in a range of university functions and activities, at which he served as an official representative of this board; and NOW, THEREFORE, BE IT RESOLVED that this Board of Trustees wishes to publicly express its appreciation to Mr. Chris Liu for his conscientious, devoted, and effectual service as a member of the Central Washington University Board of Trustees. Motion 18-43: Mr. Nellams moved that the Board of Trustees of Central Washington University hereby approves Resolution 18-06 honoring Chris Liu. Ms. Black seconded the motion. Motion approved. Action – Approval of Resolution 18-07 WHEREAS, Ms. Emily Washines was appointed to a one-year term on the Central Washington University Board of Trustees by Governor Jay Inslee on October 31, 2017, and served with distinction through September 30, 2018; and WHEREAS, Ms. Washines is a CWU alumna, having earned her baccalaureate degrees in public policy and political science in 2006, and served as president of the Native American Student Association, where she developed and coordinated yearly cultural and educational events; and WHEREAS, Ms. Washines brought a unique perspective to the board as a former CWU employee, by virtue of her work as an admissions counselor, the university’s Native American liaison, and the leader of the Diversity Council; and WHEREAS, Ms. Washines’ experience in enrollment recruitment and public relations, and her advocacy for inclusiveness and diversity enriched the board’s perspectives on many issues; and WHEREAS, Ms. Washines provided this board with particular guidance and leadership in regard to enhancing the diversity of the workforce and strategic enrollment recruitment; and ADOPTED and signed this 22 nd day of October, 2018.
7 Board of Trustees Minutes October 22, 2018
WHEREAS, Ms. Washines’ commitment to the university’s goals, mission, and vision was evident through her enthusiastic participation in university functions and activities, including those where she served as an official representative of this board; NOW, THEREFORE, BE IT RESOLVED that this Board of Trustees wishes to publicly express its appreciation to Ms. Emily Washines for her conscientious, devoted, and effectual service as a member of the Central Washington University Board of Trustees.
ADOPTED and signed this 22 nd day of October, 2018.
Motion 18-44: Ms. Black moved that the Board of Trustees of Central Washington University herby approves Resolution 18-07 honoring Emily Washines, which was seconded by Mr. Nellams. Motion approved.
On a final note, Chair Erickson commended Bernadette Jungblut on a job well done for the NWCCU Visit.
The next meeting of the Board of Trustees is February 21-22, 2019 in Sammamish. Chair Erickson announced that the board would move into executive session from 12:00-1:30 PM in Barge Hall, room 304, and that the purpose of the executive session was to review contract negotiations and to receive a litigation update under RCW 42.30.110 (1b), (1c) and (1i).
The regular business meeting adjourned at 11:46 AM.
Executive Session The executive session commenced at 12:00 PM. Present for the meeting included: Ron Erickson, Chair Robert Nellams, Vice Chair Alan Smith, Assistant Attorney General Erin Black James Gaudino, President Joel Klucking, Treasurer to the Board, Vice President for Business & Financial Affairs Katherine Frank, Provost Keith Thompson Linda Schactler, Secretary to the Board, Chief of Staff Ray Conner
Executive session adjourned at 1:30 p.m.
Linda Schactler, Secretary to the
Ron Erickson, Chair CWU Board of Trustees
CWU Board of Trustees
8 Board of Trustees Minutes October 22, 2018
Central Washington University Board of Trustees February 21, 2019 EXECUTIVE SUMMARY – CWU-Sammamish Update
Central Washington University opened CWU-Sammamish in September 2017. The learning center has been very well received by the community. The location currently provides general education undergraduate classes, which are available to the public, including high school students. CWU also partners with the City of Sammamish to offer community events and Continuing Education programs, including lifelong -earning opportunities, education, and professional development programs. The students participating in the Running Start Program comprise a significant population of those taking credit-bearing courses. In fall 2017 there were 74 Running Start enrollments; Running Start Enrollments for fall 2018 were 258. To support this increased demand, we have added a fulltime Advisor/Recruiter to the Sammamish team. CWU Major Achievements: Since launching the instructional site in the fall quarter of 2017, CWU- Sammamish has received strong support from Sammamish community members to provide educational access. Some achievements include: • partnering with the City of Sammamish and local organizations to host community events, • delivering a Business Executive Professional Development Program, and • establishment of an Advisory Board to enhance understanding of community needs. We expanded our outreach to regional high schools leading up to fall 2018. Outreach approaches included: • holding six meetings with surrounding high schools to discuss Running Start programming, • offering 31 information sessions at CWU-Sammamish with 327 students and parents, and • participating in five area high school information sessions with 596 high school students. Community and Academic Engagement: During the past 16 months, academic engagements with the community have resulted in multiple outreach events and partnership programs at CWU-Sammamish. Community events and programs delivered on-site include the following: • “Boo Sammamish,” a Halloween event featuring science experiments, face painting, and other events drew more than 500 community members, • Lunar New Year Celebration served nearly 3,000 community members, and • 2017 National Audubon Photography Exhibit, which drew more than 100 community members. Looking Ahead: CWU is working with the newly formed Advisory Board to identify the community needs for education. Future initiatives include: • launching a summer youth camp, • offering a graduate degree program, and
• prospective delivery of professional development programs.
As CWU-Sammamish plans for the fall quarter of 2019, we will build upon the successful engagement with area high schools. Future plans include an increased outreach to local high schools with: • 32 information sessions scheduled between February and September 2019, and • distribution of information materials via electronic mail and print posters.
Submitted:
Approved for Submittal to the Board:
Katherine P. Frank Provost/Vice President for Academic and Student Life
James L. Gaudino President
Central Washington University Board of Trustees February 21, 2019 EXECUTIVE SUMMARY – NWCCU Reaffirmation of Accreditation Summary of 11 January NWCCU Commissioners’ Meeting On 11 January, President Gaudino, Provost Frank, Dr. Amy Claridge (Faculty Senate Chair), Lidia Anderson (Classified Staff Council Chair), and Dr. Bernadette Jungblut (Associate Provost – Accreditation, Academic Planning, and Assessment) attended the NWCCU Commissioners’ meeting in Seattle. Prior to that meeting, all 21 Commissioners had an opportunity to review the CWU Mission Fulfillment and Sustainability Self-Evaluation Report; the SharePoint evidence repository; the Accreditation Data Dashboard; and the site visit Evaluation Committee’s report. During the meeting, the two Commissioners assigned to CWU (Dr. Bogdan Hoanca, Professor of Management Information Systems at the University of Alaska Anchorage, and Dr. Susan Capalbo, Senior Vice Provost at Oregon State University) had the opportunity to highlight items from the self-evaluation materials and to ask follow- up questions. Overall, the discussion was very positive, and the CWU representatives believe thorough answers were provided for all questions. During the discussion with the Commissioners, CWU was praised for the following: • The University’s commitment to the accreditation process • Service to the public and community engagement • The numerous awards CWU has earned • The data brought to bear on the self-evaluation report and to document student achievement • The University’s commitment to inclusiveness and diversity • The new General Education program • Outstanding library services The Commissioners’ follow-up questions centered on the following: • Additional information about CWU’s public service and community engagement • The institution’s free speech policy • Communication about the RCM/ABB budget model • CWU’s advising structure • CWU’s enhanced data availability and use for decision-making • Divisional and institutional strategic planning • Conceptualization, operationalization, and measures of inclusiveness • General Education redesign and anticipated impact on CWU students’ learning experiences • Scalability of successful student retention programs • Library services • Diversity of faculty and staff in comparison to the increasing diversity of CWU students • Improvement of graduation rates
NWCCU Commendations: The Commission commended CWU for the following:
1. The University’s commitment to understanding, serving, and enhancing the community. The University’s curricular, co-curricular, and collaborative programs and partnerships enhance the community, provide meaningful opportunities for student learning and engagement, and promote goodwill. 2. Building an institutional culture and identity around the University’s commitment to serving students. Students expressed that they feel well supported by the institution. 3. The enthusiasm with which the entire university has embraced the regional accreditation process and participated in the site evaluation. Evaluation Committee Compliments: The NWCCU Evaluation Committee also provided several compliments: • Course Learning Outcomes: The evaluation team complimented CWU on the clear availability of course learning outcomes in the undergraduate course catalog. • Learning Environment: The University creates an effective and supportive learning environment for students. The Academic and Student Life division consists of a number of academic and student development units coordinated to provide students with opportunities for learning and development. The Student Success unit is comprised of educationally purposeful programs that impact student success in and out of the classroom including residential life, the Center for Leadership and Community Engagement and the Learning Commons. Many of these programs are regularly assessed for impact and effectiveness. • Libraries: At the open forum for students, CWU students made it abundantly clear that the CWU Libraries excel at meeting their needs, adding more evidence of the overall campus commitment to student success. • New General Education Program: One of the primary expected achievements is the implementation of a new General Education (GE) Curricular Program. After many failed attempts the faculty were persistent in getting this done. The new GE Program is structured to better prepare students for graduate school, professional school, and post- baccalaureate employment. This new GE is much more interdisciplinary in nature and is developed around three components: 1) Engage, 2) Explore and Connect, and 3) Connect, Create and Empathize. It is very much a forward-thinking and contemporary expression of teaching emphasizing active learning and mastery. The faculty should be complimented on their persistence in developing this curriculum model. Development and implementation of a new General Education Program aligns with a portion of the mission to prepare students for enlightened, responsible, and productive lives. In launching this new GE curriculum, it is imperative that student learning outcomes are assessed as planned and that this information is disseminated campus-wide. Recommendations: The Commission recommended that CWU complete the following: 1. Evaluate the structure and effectiveness of academic advisement to support student development and success. (Standard 2.D.10) 2. Integrate the division plans into a comprehensive institutional plan that is tied to the core themes and assessment data. (Standards 3.B.1 and 3.B.3) 3. Collect and use assessment data to document that students have achieved learning outcomes. (Standard 4.A.3). Use the results of the assessment of student learning outcomes to inform academic and learning-support planning and practices that lead to enhancement of student learning achievements. (Standard 4.B.2)
Evaluation Committee Concerns: The NWCCU Evaluation Committee also noted some concerns:
• Learning Outcomes for Minors and Certificates: Learning outcomes are not available for all minors and certificates. The university should provide clearly defined outcomes that are accessible, assessable, and understandable to its various stakeholders. • Graduate Program Learning Outcomes: Learning outcomes are not available for all graduate programs. The university should provide clearly defined outcomes that are accessible, assessable, and understandable to its various stakeholders. In addition, assessment objectives, as distinct from program review objectives, should be clearly adhered to by all academic programs. • Advising Roles, Responsibilities, and Workload: The uncertainties in roles and responsibilities between the faculty and professional staff advisors have created apparent inequities in faculty workload expectations. The evaluation committee is also concerned that some students may have access to more advising resources than they need, while others are under resourced. • RCM: It should be noted that in discussions with faculty and administrative staff there were concerns voiced that they were not involved in the budget development and that the RCM model used to develop budgets “took away” funds from their units for both positions and operations and swept them into the administrative function and overhead. Faculty stated that they lost positions as a result of the RCM implementation resulting in uncompensated increases in workload. Administrative staff commented that funds were swept to central administration at the fiscal year end, preventing the ability to “accumulate” funds for larger expenditures. A review of the evidence indicates otherwise which suggests a disconnect in communication between deans and unit leaders. • Core Theme Planning: o Planning for each of the core themes should be informed by appropriately identified data that are analyzed to evaluate the accomplishment of institutional goals and objectives. Further, the core theme plans should be aligned with or integrated into a comprehensive institutional strategic plan that is tied to the core themes and assessment data. (Standards 3.B.1 and 3.B.3). o For all of the core themes, the evaluation team found that the institution has not aligned its data assessment for core theme achievement with the planning process for programs and services meant to help achieve those outcomes (Standards 4.A.3 and 4.B.2). • The Faculty Senate and the Division of Academic and Student Life (ASL) are holding open forums this term to gather faculty and staff feedback about potential enhancements to CWU’s advising structure and effectiveness. Workload will be a part of these discussions. • For the past two years, an Advising Work Group has laid the groundwork for these university- wide discussions by examining CWU’s current advising structure and effectiveness. • This work group used the CAS (Council for the Advancement of Standards in Higher Education) standards to examine CWU’s current advising structures and to make recommendations for improvement. Summary of Actions to Date and Next Steps re: Recommendations and Concerns Advising Recommendation and Advising Roles, Responsibilities, and Workload Concern
Institutional Planning Recommendation and Core Theme Planning Concern • ASL held two open forums during the fall term (shortly after the NWCCU site visit) to discuss the CWU mission, vision, core themes, and strategic planning. • For the third year in a row, budget summits require each unit – and subsequently each division – to align all program and service planning and expenditures (including all allocation increase requests) to the institution’s core themes. • ASL has finalized a work plan and will complete its divisional strategic plan this term. • All divisional plans will be reviewed for currency, consistency, and gaps. • A crosswalk of divisional plans will form the basis for an inclusive, university-wide discussion about, and development of, an integrated university strategic plan. • Throughout the NWCCU self-study process, CWU gathered a great deal of data to inform future core theme planning. These data enable CWU to accomplish the following: o establish baselines o determine which programs and services are best aligned with core theme achievement o set both attainable and aspirational targets and thresholds o enhance the institution’s ability to directly assess and evaluate core theme achievement. Student Learning Assessment Recommendation and Learning Outcomes Concerns • Based on department chairs’ and faculty members’ feedback, a new annual degree program assessment process was developed in spring 2018 and implemented in summer 2018. • This process focuses on the following questions: o What are the primary, most important, changes you have implemented to improve students’ learning opportunities? o What information did you use to determine these changes were necessary? o What information did you use to evaluate the impact and effectiveness of these changes? o How effective have these changes been? What is working well – and what is not? o What are your next steps and action items for continuous improvement of student learning opportunities? • A comprehensive assessment of all graduate programs commenced in fall 2018 and will be completed by the end of fall 2019. • Program review continues across all colleges. As part of the Baccalaureate Task Force work on interdisciplinary programs, program reviews will be conducted for almost all interdisciplinary programs over the next two years. • In summer 2018, CWU determined which minors and certificates did not have learning outcomes and began working with departments to develop those learning outcomes. • Learning outcomes are currently available for all 31 graduate programs; however, not all specializations within each graduate program have learning outcomes. • Through the graduate program assessment process, learning outcomes for specializations within graduate programs are being developed. Budget Model Concern • Communication about the RCM/ABB continues through university-wide Budget Open Forums. • For the third year in a row, Budget Summits have been held. All Vice Presidents have presented the complete budget for their divisions including all requests for allocation increases.
• CWU will continue to emphasize highly transparent communication about budget planning and allocation. NWCCU Year-One Mission and Core Themes Report CWU’s NWCCU Year One Mission and Core Themes self-evaluation report is due March 2020. CWU is required to review and revise (as the institution sees fit) the mission, vision, and core themes. The identification of “meaningful, assessable, and verifiable indicators of achievement” will entail the revision of the university strategic plan. CWU will also need to integrate other plans with the university strategic plan – for example, the comprehensive retention plan and the strategic enrollment management plan. CWU will follow the same, university-wide inclusive process used to complete the October 2018 Mission Fulfillment and Sustainability self-evaluation report. This process is based on multiple opportunities for contributing to the enhancement of the CWU mission and core themes and strategic plan development including the following: open forums, unit-level discussions, interviews with faculty and staff, student focus groups, and opportunities for trustees’ review, feedback, and recommendations.
Submitted:
Approval for Submittal to the Board
Katherine P. Frank Provost/Vice President for Academic and Student Life
James L. Gaudino President
Central Washington University Board of Trustees February 21, 2019
EXECUTIVE SUMMARY – NWCCU Reaffirmation of Accreditation Discussion Questions NWCCU Year-One Self-Evaluation Report (Mission, Core Themes, Strategic Plan) In March 2020, CWU is required to submit a Year-One Self-Evaluation Report to the Northwest Commission on Colleges and Universities. The report will address Standard One and Eligibility Requirements Two and Three. A small group of NWCCU commissioners reviews this report; there is no accompanying site visit. NWCCU is undergoing a review and revision of its Standards for Accreditation and Eligibility Requirements. This review will conclude in August 2019, and the new Standards and Eligibility Requirements will go into effect on January 1, 2020. Initial drafts were released on 1 February: Draft 2020 Standards and Draft 2020 Eligibility Requirements. CWU anticipates being required to write to those new Standards and Eligibility Requirements. Work Session Overview This work session provides an opportunity to review the CWU mission and core themes in the context of the potential new NWCCU Standards for Accreditation. Central Washington University Mission The mission of Central Washington University is to prepare students for enlightened, responsible, and productive lives; to produce research, scholarship, and creative expression in the public interest; and to serve as a resource to the region and the state through effective stewardship of university resources. NWCCU Institutional Mission Standard 1.A.1 The institution has a statement of mission that defines the institution’s broad educational purposes and its commitment to student learning and achievement. The NWCCU distinguishes between student learning and student achievement. Student learning is “a measure of a learner’s ability to demonstrate established outcomes or competencies within a course, program, certificate, or degree.” Student achievement is “a measure of a learner’s attainment or persistence toward a program, credential, or post-graduation outcome. Student achievement includes graduation, retention, satisfactory academic progress, licensure passage rates, and employment outcomes.”
Discussion Questions:
Does the current CWU mission: • Define the institution’s broad educational purposes? Why or why not? • Demonstrate a commitment to student learning and to student achievement? Why or why not?
Student Achievement The NWCCU has added a new section to its Standards for Accreditation, “Student Achievement.” Institutions must demonstrate they are accomplishing the following: 1.D.1 Appropriate to its mission, the institution recruits and admits students with the potential to benefit from its educational offerings. It orients students to ensure they understand the requirements related to their programs of study and receive timely, useful, and accurate information and advising about relevant academic requirements, including graduation and transfer policies. 1.D.2 Appropriate to its mission, the institution establishes and shares widely a set of indicators for student achievement (such as: course completion, experiential learning, program completion, degree completion, retention, job placement). 1.D.3 Results for student achievement are based on meaningful, institutionally identified indicators aligned with indicators for peer institutions at the regional and national levels; are used for improvement by informing planning, decision making, and allocation of resources and capacity; and are made widely available on its website. 1.D.4 The institution’s processes and methodologies for collecting and analyzing information on student achievement are transparent and are used to inform and implement strategies and allocate resources to mitigate achievement gaps and promote equity. Discussion Questions: • How does Standard 1.D.1 inform CWU’s recruitment, enrollment, retention, and degree completion planning? • In addition to retention and persistence rates; course, program, and degree completion rates; experiential learning opportunities; and job placement, does CWU want to focus on other student achievement goals? (1.D.2 and 1.D.3) Examples include the following: o student debt load, debt service, and default rates o graduate and professional school acceptance, enrollment, and completion o post-graduation earnings o alumni satisfaction with their CWU learning experience. • What strategies should CWU implement to mitigate achievement gaps and promote equity of student learning opportunities and student achievement outcomes for all students? (1.D.4) • How can CWU clearly and consistently demonstrate accomplishment of 1.D.1 through 1.D.4?
Central Washington Core Themes CWU’s five core themes are: • Teaching and Learning • Inclusiveness and Diversity
• Scholarship and Creative Expression • Public Service and Community Engagement • Resource Development and Stewardship
These core themes are drawn directly from the institutional mission.
Discussion Questions: • To what extent and how do these core themes distinguish CWU from other postsecondary institutions? • Given that these core themes date to 2011, are there other core themes that better speak to the CWU of 2019 – 2025? Please try to use one word to describe each core theme (no ampersands, and preferably no hyphens). • What core themes were highlighted in the January State of the University Address? Overall Process: • What did you learn about CWU through the NWCCU Reaffirmation of Accreditation process? • What remaining questions do you have about the NWCCU Reaffirmation of Accreditation process and next steps?
Submitted:
Approved for Submittal to the Board:
James L. Gaudino President
Katherine P. Frank Provost/Vice President for Academic and Student Life
Central Washington University Board of Trustees February 21, 2019
Executive Summary – CWU Strategic Enrollment Plan 2019-2025 Update; Recruitment Initiatives
The Board of Trustees reviewed a working draft of the Strategic Enrollment (SE) Plan 2019-2025 during the July 26-27 board retreat. The draft included three broad enrollment goals and strategies to attain those goals. Following their review of the document, the Board requested that “input be sought through broad campus conversations and that a complete draft be developed during the [AY18-19] academic year.” In response to the Board’s direction, the Enrollment Management division expanded the level of involvement of the faculty, staff and administrators during the plan’s development. Opportunities for extended engagement included serving for one year on the SE Plan steering committee or one of three subcommittees. Opportunities for public comment included placing the draft strategic enrollment plan on a dedicated website, providing a platform for online comments, hosting a university discussion forum centered on the goals and how to achieve them, and presenting the plan to more than 20 groups, including colleges, academic and student support departments, and Faculty Senate representatives. The Strategic Enrollment Plan now includes a section responding to the public comment, and an appendix of all comments received online and during public forums. The final draft is posted on the enrollment management website (www.cwu.edu/enrollment-management/enrollment-plan). Enrollment Management is responsible for implementing tactics and indicatives that advance new student recruitment goals; the Provost is responsible for those that advance retention and graduation goals. CWU’s ethnic and cultural diversity goal is embedded within the goals for recruitment and retention. New Student Recruitment Initiatives: • Increase the number of applications using services of Royall & Company, which provides student engagement and enrollment management solutions, • Use business intelligence for decision making, e.g. where to deploy recruiting staff, adapt to the changing Gen Z market, • Modernize strategies and tactics at all phases of the recruitment funnel: inquiry, applicant, admitted, enrolled, and • Adopt CRM (customer relationship management) best practices and technology.
Submitted:
Approved for Submission to the Board:
Sharon O’Hare Vice President for Enrollment Management
James L. Gaudino, President
Central Washington University Board of Trustees February 21, 2019 EXECUTIVE SUMMARY – Comprehensive Retention Plan Overview Guiding Principles: Central Washington University’s Comprehensive Retention Plan is based on the following: • CWU provides access to a university education and four-year degree to students who might not otherwise have this opportunity due to demographics, socioeconomic status, prior levels of academic experience and achievement, and other background characteristics. • All CWU students, no matter their background, will have the opportunity to receive the support they need to be academically, professionally, and personally successful during their time at CWU and afterward. • CWU strives to provide the right combination of challenge in terms of academic rigor and support so that all students feel a sense of connectedness and belongingness to the university community. Components: CWU’s Comprehensive Retention Plan has four (4) primary objectives and related components. First, CWU has been – and continues to be – engaged in the design, implementation, assessment, and continuous improvement of best practice retention programming focused on the primary student characteristics Academic and Student Life has determined are associated with attrition. These retention initiatives consist of courses, targeted programs, student services, and policies, procedures, and practices. Second, CWU’s best practice retention program development is grounded in extensive analyses of student data – prior to enrollment at CWU, during students’ time at the university, and afterward. These analyses are: • Descriptive – For example, calculations and comparisons of retention, progression, and degree completion rates of various different student groups. • Correlational – Is student participation in certain retention programs associated with higher rates of retention? • Inferential – When CWU compares students who participate in a given retention program to highly similar students who did not participate, are the participants retained at higher rates? What student characteristics are associated with higher or lower levels of retention? • Predictive – What student characteristics and experiences enable CWU to determine, as early as possible, which students will need specific, targeted types of support – and be proactive in providing that support? Third, CWU’s retention programming entails an ongoing audit of current courses, programs, services, and policies. This audit addresses the following questions: • What courses, programs, services, and policies does CWU have in place?
• What are those courses, programs, services, and policies designed to do about retention, persistence, and degree completion? • Are any of them inadvertently creating barriers or roadblocks to student achievement? What are the best strategies and tactics for mitigating these barriers? • What are the operational, student learning, and ROI objectives and desired outcomes? • What is working – for which student sub-groups? What data support this conclusion? • What is not working – for which student sub-groups? What data support this conclusion? • What best practices for the CWU institutional context are missing? Fourth, CWU’s retention planning is grounded in solid project management practices. This includes participation by, and collaboration among, all divisions; timely, university-wide communication; timelines and specified roles and responsibilities; risk assessment; and recalibration as needed. The Comprehensive Retention Plan is scheduled to be reviewed by the Provost’s Council on February 19 th . The Provost will report on the plan status at the Board of Trustees meeting on the 21 st .
Submitted:
Approval for Submittal to the Board:
Katherine P. Frank Provost/Vice President for Academic and Student Life
James L. Gaudino President
Central Washington University Board of Trustees February 21, 2019 EXECUTIVE SUMMARY – Comprehensive Retention Programming
Background: From Fall 2013 to Fall 2017, CWU’s first-time, full-time freshmen enrollment grew from 1,416 to 2,102 students – an increase of 686 students or 48.4%. The fall-to-fall first-year retention rate decreased from 78.9% (Fall 2013 cohort) to 69.3% (Fall 2017 cohort). Fall 2018 first-time, full-time freshmen enrollment was 2,041; CWU will calculate the first-year retention rate of this cohort at the Fall 2019 tenth-day census. The Fall 2018 cohort is similar to the Fall 2017 cohort in terms of the five primary characteristics ASL has identified as associated with first-time, full-time freshmen attrition:
• High School GPA less than 3.0 • Pell eligibility/low income status • First Generation in College (First in the Family in College)
• Racial/ethnic groups traditionally under-represented in higher education • Placement into developmental (pre-college) math and English courses
Programming: ASL has taken the lead in developing a comprehensive retention plan (see attached overview) and implementing best practice programming to address first-year student attrition. In February 2018, ASL committed to: 1) implementing a Summer Developmental Math Bridge Program; 2) removing barriers to student success; 3) forming a Retention Steering Committee with representation from ASL, the Faculty Senate, and the Academic Department Chairs Organization (ADCO); 4) forming an Undergraduate Academic Advising Collaborative; and 5) creating new opportunities for faculty professional development emphasizing student achievement. All five of these initiatives have been implemented and are moving forward. In addition to the implementation of the Summer 2018 Developmental Math Bridge Program, other AY2018-19 retention programming has focused on providing support to students with the five characteristics listed above. Specifically, ASL has completed the following: • Updated policies/procedures concerning math and English placement testing and developmental coursework completion • Development and administration of the new Student Success Survey (S3) with direct resource referrals to students (e.g., tutoring) and targeted advisor outreach • Referral of high-need students (with all five of the characteristics listed above) for advisor outreach • Student Progress Reports (for students with some of the characteristics listed above) designed to determine how students are performing in 100- and 200-level courses and enable advisor outreach and resource referrals
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