July2018
CWU BOARD OF TRUSTEES RETREAT AGENDA
Location: Sleeping Lady Resort, 7375 Icicle Road Leavenworth, WA 98826
Agenda Items
Thurs., July 26, 2018
Woodpecker Lodge
Adoption of Agenda and May meeting minutes
9:00-9:10
Setting the Context for a Sustainable Future (Public policy and public opinion, educational model, financial challenges, facilities vision and challenges)
9:10-Noon
Understanding Strategic Enrollment Management ( Strategic enrollment planning, financial aid strategy, alternative degree pathways)
2:00-3:30 PM
Tackling the Challenges: Change Management in Higher Education
3:30-4:30 PM
Additional information:
The trustees and the members of the President’s Cabinet will meet at 6:00 PM for dinner at the Kingfisher Restaurant, located in Sleeping Lady Resort. No business will be conducted at that time.
Central Washington University Board of Trustees July 26, 2018
ACTION – Approval of the minutes of the regular meetings of May 17 and 18, 2018.
We recommend the following motion: The Board of Trustees of Central Washington University hereby approves the minutes of the regular meetings of May 17 and 18, 2018.
Submitted:
Linda Schactler Chief of Staff
Approved for submittal to the Board:
James L. Gaudino President
Board of Trustees Minutes May 17-18, 2018 May 17, 2018 Executive Session/Lunch Barge Hall, Room 304 Trustees Present:
Draft
Keith Thompson, Chair Ron Erickson, Vice Chair Chris Liu (via phone) Emily Washines Erin Black Ray Conner Robert Nellams Staff Present: James Gaudino, President Linda Schactler, Secretary to the Board, Chief of Staff Joel Klucking, Treasurer to the Board, Vice President for Business & Financial Affairs Katherine Frank, Provost Alan Smith, Assistant Attorney General
The board convened in executive session at 12:00 p.m. for one hour and 15 minutes for the purpose of discussing issues related to real estate and personnel per RCW 42.30.110. Executive session ended at 1:15 p.m. Work Session Sid Morrison Board Room, Barge Hall, 412 The work session was called to order at 1:28 p.m. Trustees Present:
Keith Thompson, Chair Ron Erickson, Vice Chair Ciara White Chris Liu (via phone) Emily Washines Erin Black Ray Conner Robert Nellams
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 Alan Smith, Assistant Attorney General Kim Dawson, Executive Assistant to the President and Board of Trustees Executive Faculty and Staff 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 Richard Duffett, Vice President for Operations Scott Wade, Vice President for University Advancement Sharon O’Hare, Vice President for Enrollment Management Guests Mark Cook, Kittitas County Director of Public Works Paul Jewell, Kittitas County Commissioner Susan Musselman, Public Financial Management Thomas Toepfer, Public Financial Management APPROVAL OF AGENDA
Motion 18-11: A motion that the Board of Trustees of Central Washington University hereby approves the agenda of the meetings of May 17 and 18, 2018 was presented by Mr. Erickson and seconded by Mr. Nellams. The motion was approved. APPROVAL OF MINUTES Motion 18-12: Mr. Nellams moved that the Board of Trustees of Central Washington University approve minutes of the regular meetings of February 8 and 9, 2018 and the special telephonic meeting of February 28, 2018. Mr. Conner seconded the motion. The motion was approved. INFORMATION – ACADEMIC AND STUDENT LIFE Aviation Provost Frank introduced Paul Jewell and Mark Cook and invited them to the table. Mr. Jewell is the commission’s lead for issues involving Bower’s Field. Mr. Cook Is the Director of the county’s Department of Public Works, which manages the airport grounds and facilities. Discussion centered on the development of a business plan for the operation of the airport. The hope is to have the airport co- sponsorship in place by April 2019. Paul Jewell summarized the county’s process and added that county code may have to be revised as well. The board will be briefed at various steps along the way. Reaffirmation of Accreditation The NWCCU Reaffirmation of Accreditation site visit is October 22-24, 2018. Trustees will hold their fall quarter board on October 21 and 22, in order to ensure trustees are available to meet with the site team. The trustees’ role and responsibilities and key questions were reviewed. Evaluators will likely be particularly interested in the trustees’ perspectives on CWU’s student profile, mission, core themes, challenges and adaptability, sustainability (both financially and in terms of the quality and competitiveness of academic offerings and student services), and the board’s interactions with faculty, staff, students and administrators.
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Faculty Promotion and Tenure Dr. Frank summarized reappointment, tenure, promotion and post-tenure review. The board will vote on these items during the business meeting on Friday, May 18. New Degree Programs Two new degree programs will be voted on during Friday’s business meeting as well: conversion of Film Production Specialization to Film Major, BA and a Master of Public Health. INFORMATION – OPERATIONS Chris Liu began by introducing our interim Vice President for Operations, Rick Duffett. Rick holds a PhD in College and University Administration from Michigan State University, and previously was Vice President for Administration & Finance and University Advancement & Marketing at Ferris State University. Project Management Office CWU has taken on several high-value, high-profile projects and has formed a Project Management Office (PMO) to standardize project reporting and reduce risk associated with these high-value projects. The president has articulated a goal for the Project Management Office to bring basic project management to all major projects. The PMO created a SharePoint site that readily displays information, including the status, of each project. This PMO was formed in March 2018 and currently is managing or helping to track progress 12 high- profile projects, totaling a state/university investment in excess of $150 million: 1. Capital Master Plan 2. Data Center Transition 3. Data Warehouse Expansion 4. Health Sciences Phase 1 5. Movezilla II 6. New Residence Hall 7. Old Heat Conference Center 8. Reaccreditation 9. Recreation Expansion 10. Samuelson Construction and Renovation
11. Strategic Enrollment Plan 12. Tomlinson Stadium Update Data Warehouse Development Update
On February 9, 2018 the CWU Board of Trustees approved the investment of $838,400 into the expansion and evolution of the data warehouse environment. This goal of the Data Warehouse Expansion (DWE) project is to build an integrated, subject oriented, time-variant, and stable data warehouse environment. The overarching outcomes of this project are to make CWU more data-aware; driving data-informed decision-making across our campus and satellite locations; and supporting data- centric requirements and initiatives, such as NWCCU re-accreditation.
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More specifically, the goals identified for the project included the development of a new methodology for extracting transactional data, the introduction of a robust self-service analytics capability, and an overall data warehouse strategy that provides consistent and accurate data for internal and external consumption. The funding requested was intended to provide the necessary external expertise, supplementing the capacity of and aligning with the work of internal staff. Three consultants are now providing services on data warehouse development and analysis. CWU partnered with Sierra-Cedar through an existing contracting vehicle, greatly reducing the time needed to secure these resources. The Department of Institutional Effectiveness has filled vacant positions and augmented staff with students and analysts from the Department of Information Services (IS). The team is enabled and has the tools and technology necessary to be successful. North Campus Projects Briefing In July 2017, the Board of Trustees endorsed the development of three capital projects: a new residence hall, expanded recreation facilities, and an upgrade to Tomlinson Stadium. Project teams have been organized for each of the three projects. A topographical survey of the entire site and a geo-technical report were completed in October 2017, and for the new residence hall, CWU received state authorization to use a progressive design-build approach—CWU’s first use of this methodology. Simultaneously, programming specifications and financing strategies were completed to develop the fully realized proposals for the November 2017 Board of Trustees meeting. “New Hall ” is the working name of a 402-bed residence hall for freshman to be constructed at the northeast corner of the intersection of E. Dean Nicholson Boulevard and Wildcat Way. Adjacent to New Hall will be a new two-concept dining facility. The facility concept charrette was completed Jan. 24-26, 2018; New Hall is slated to open fall 2019. The project will be funded by tax-exempt bonds against CWU’s System revenues, including dining, residence facilities, the Wildcat Shop, parking, and some student activities. The university sold bonds in late February to finance the project, which is anticipated to cost $45 million. Debt service will be $2.6 million annually for 30 years. The funding model assumes continued, annual, 5-percent increases in room and board fees. The “ Recreation Expansion ” project will build a track & field facility in the southeast corner of North Wildcat Way and 18th Avenue. The creation of this facility is the first significant expansion of student recreational facilities since the construction of the Student Union and Recreation Center in 2006. It will be the only outside recreation facility with lighting. The expansion will include a “throws” area for javelin, shotput, hammer, and discus. University Recreation will manage the facility. The proposed completion date for the project is September 2018. The initial $4-million portion of the Recreation Expansion project is funded from Recreation Center reserves. These reserves were generated by Recreation Center fees and have been accumulating since 2006 for an expansion project. The remaining funding will come from a combination of Housing/Dining, Athletic, Parking and other reserve funds. The Tomlinson Stadium project upgrades include the installation of artificial turf, stadium lighting, new perimeter fencing, renovations to the restrooms, as well as new entry gates and ticketing space. The project creates “Wildcat Plaza” at the south end of the field, this will serve as the south entry point into
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the field for Wildcat student-athletes, space for relocating the existing scoreboard, flag poles, and a special donor-recognition area. In November 2017, the Board of Trustees authorized this project at an estimated cost of $4 million, to be funded entirely by the CWU Foundation. In January, the CWU Alumni Association committed $250,000 toward the construction of an Alumni Plaza at the north end of the field. Soon after, an individual alumnus committed $100,000 to augment that initiative. The concept-development of the Alumni Plaza has just begun, but key elements likely will include a raised area on the north end of the stadium where the alumni tent now stands. The plaza will be elevated about six feet and look out over field. To date, the CWU Foundation has received $3 million in commitments for the Tomlinson Stadium Renovation. University Advancement (UA) staff are meeting with donors, alumni and friends capable of making leadership level commitments to the project. The goal is to have all the funds committed for the project before the end of the fiscal year. The Capital Master Plan update was drafted but not completed in FY 2013. This planning effort involved the procurement of professional services, directing a comprehensive study requiring the engagement of the entire university community. This effort, while very important, was costly and extremely time consuming. It should be noted that much of the information from 2013 planning effort is still applicable in FY 2019. Therefore, the intention is to update the 2013 document using current data where appropriate and then secure professional services to assist with compilation and written presentation of the draft FY19 Capital Master Plan. INFORMATION – BUSINESS AND FINANCIAL AFFAIRS Vice President Klucking introduced Susan Musselman and Thomas Toepfer from Public Financial Management. Susan has worked with the university for approximately 20 years and is retiring. Thomas will become our new contact at Public Financial Management. To honor Susan, President Gaudino read the following resolution into record: WHEREAS , Susan Musselman has served as financial advisor to CWU from 2002 to 2018; and WHEREAS , she has contributed to board decisions about bond financing, and funding strategies and structure for the renovations of Kamola Hall and Sue Lombard Hall, and the construction of the Student Union and Recreation Center, Wendell Hill Hall, Barto Hall, and the new residence hall project now underway; and WHEREAS , she has assisted the university with the refinancing of three bond issuances to achieve lower debt costs, helping the university to save millions of dollars over the next 20 years; and WHEREAS , she has advised the university in ways that only Susan can—with humor, patience, and diplomacy--on financial matters with varying degrees of merit; and WHEREAS , Susan’s contributions have had a long-term and positive impact on the vitality of the campus in general and on the student experience in particular;
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NOW THEREFORE BE IT RESOLVED , that this Board of Trustees and the university community extend their deepest appreciation to Susan for her collaborative, insightful, and dedicated service as financial advisor to the Board of Trustees of Central Washington University. ADOPTED and signed this 17 th day of May, 2018. Motion 18-13: Mr. Nellams moved that the Board of Trustees of Central Washington University hereby approve Resolution 18-05 honoring Susan Musselman, which was seconded by Mr. Conner. The motion was approved. Budget Update Vice President Klucking updated the board on the current year budget to forecast comparison by major fund groups and gave a summary on the budget drivers for enrollment. Tuition Increase Proposal CWU proposes to increase tuition by approximately two percent for FY19, as allowed by RCW 28B.15.067. Approval for this increase will come to the board in July. Student Course and Services Fees The Budget Executive Committee moved forward for approval 41 new fees and 45 changes to existing fees. The following two items will be voted on by the board at Friday’s business meeting: A Student Medical and Counseling Clinic request to increase the mandatory fee of $91 to $96 per quarter ($5 per quarter) was moved forward for approval from the Board of Trustees. The increase is essential for the clinic operations. Due to several questions and comments by board members regarding the amount of this increase, the Student Medical and Counseling Clinic mandatory fee request will be revised and discussed further at Friday’s business meeting. Housing and Dining are seeking authorization to increase the room and board rate up to 5% aggregate for fiscal year 2019. Provost Frank gave a quick summary on Symposium of University Research and Creative Expression ( SOURCE). Board members will be interacting with several students and faculty members from the SOURCE Poster Session at 4:00 PM.
Meeting adjourned at 3:56 PM.
Trustees, the president, cabinet members, and the assistant attorney general attended a social dinner at Samuelson from 6:00-8:00 p.m. No business was conducted.
6 Board of Trustees Minutes May 17-18, 2018
May 18, 2018 Sid Morrison Board Room, Barge Hall, 412 Regular Business Meeting The regularly scheduled business meeting was called to order at 9:04 a.m. Present: Keith Thompson, Chair Ron Erickson, Vice Chair Chris Liu (via phone) Ciarra White Emily Washines Erin Black Ray Conner Robert Nellams 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 Alan Smith, Assistant Attorney General Kim Dawson, Executive Assistant to the President and Board of Trustees PUBLIC COMMENT Chair Thompson reported that four people signed up for public comment: 1. Dr. Anthony Diaz, Professor of Chemistry, spoke about faculty successes. 2. Dr. Ken Smith, Professor of Accounting, addressed a desire for a more specific university definition of “winning,” and concerns with RCM Budget implementation. 3. Dr. Chris Mattinson, Professor of Geology and Department Chair, addressed successes, challenges and opportunities for the department. 4. Dr. Cody Stoddard, Professor of Law and Justice and Faculty Senate Chair, provided a couple of quick updates from the Senate and acknowledged a few faculty members. PRESIDENT’S REPORT Strategic Enrollment Management President Gaudino gave a brief update on strategic enrollment management now under development. The board will review a draft of the plan in July. University Advancement Report Scott Wade reported that the CWU Foundation has received $3.3 million in commitments for the Tomlinson Stadium upgrade project. Visits continue with individuals capable of making leadership (i.e. six/seven figure) commitments to the project. Official public launch of the Tomlinson fundraising campaign occurred at an event at the Washington Athletic Club on March 13, where a $250,000 match was also announced to encourage others to contribute to the initiative. The CWU Foundation continues to enjoy the best year of fundraising in its history. As of April 30, 2018, total fundraising activity for the fiscal year was over $7.3 million. This new high-water mark has been
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driven by significant major gift commitments. Most exciting was a $1-million donation from the Boeing Company for STEM scholarships in honor of CWU’s newest trustee, Ray Conner, who is the former president and chief executive officer of Boeing Commercial Airplanes. As has been shared in previous meetings, the record fundraising totals the Foundation is currently experiencing are due in large part to the overall increase/uptick in alumni and constituent engagement. Under the leadership of Senior Director of Alumni Relations, Bob Ford, this area of University Advancement continues to expand, most recently with the addition of a new alumni engagement coordinator in the College of Arts and Humanities. A partnership with Student Success to develop a more formalized parent and family membership program will begin this summer during Orientation, in addition to the other regional/national events being planned on a monthly basis (175 programs will have been executed by the end of this fiscal year). The Alumni Association board, along with the support of a past alumni association board member and his wife, also contributed $350,000 toward the Wildcat Commons project. Keith Thompson, Robert Nellums, Erin Black, and President Gaudino attended the annual conference of the Association of Governing Boards in April. They shared impressions about information sessions on Millennial culture, executive compensation, and income shared agreements. Board Communications The Board acknowledged receipt of the following communication: 1. Email dated April 2, 2018, from Matthew Stalder regarding CWU’s 52-acre parcel. 2018-19 Proposed Meeting Dates The proposed schedule for the coming year identifies dates for one telephonic meeting and four, two- day meetings. For each quarterly meeting, the board will hold an afternoon work session and social dinner on the first day, and a business meeting the following day. The schedule below will be before the board for approval in July: • September 28, 2018 [telephonic; briefing/training for NWCCU] • October 21 & 22, 2018 [coincides with NWCCU visit] • February 21 & 22, 2019 • May 16 & 17, 2019 • July 25 & 26, 2019 [annual planning retreat] President’s 360 Evaluation In May 2017, the board expressed a desire to formalize the presidential review process in order to underscore board priorities and to ensure that the board and the president share an understanding of those priorities. Trustees wanted the review to contribute to the development of leadership effectiveness and to encourage the president to think deeply about his own satisfaction with the position, and what he has learned about the strengths and weaknesses he brings to his responsibilities. The board agreed that, with leadership development the primary goal of assessment, it would be important for the board to draw out the strengths and best possibilities of the president in achieving both short- and long-term goals. INFORMATION – BOARD ORGANIZATION Association of Governing Board Conference
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The Executive Committee of the board has worked with the Board Secretary and the Department of Human Resources to develop an assessment tool. The survey will be distributed to trustees, Cabinet, those who report directly to cabinet (deans, executive directors, and associate vice presidents), and the Faculty Senate Executive Committee. The survey will inform the board’s annual review of the president in July. ACTION ITEMS 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 18-14: Mr. Erickson moved that the Board of Trustees of Central Washington University approves the consent action items submitted May 18, 2018, which was seconded by Mr. Nellams. The motion was approved. Approval of BA Film Studies The Film Major, BA provides students opportunities both to engage in the study of film and to develop technical and production skills. Through internships, a capstone project, and a portfolio, students demonstrate their ability to create short programs and more complex works, including narratives, documentaries, and multi-camera productions. It is important to note that the Film Major, BA is a new program in name only. Previously, CWU offered three (3) Film major specializations: Film Production, Cinema Studies, and Screenwriting. Due to low enrollment in Cinema Studies and Screenwriting, those two specializations have been deleted. The Film Production specialization has been converted to a stand-alone Film Major, Bachelor of Arts. As such, there are no new instructional resources required since this program already existed in its entirety in a non-major form. The Faculty Senate approved the conversion of the Film Production Specialization to the Film Major, Bachelor of Arts on April 4, 2018 (Motion No. 17-46). Motion 18-15: Mr. Erickson moved that the Board of Trustees of Central Washington University endorses the recommendation of the Faculty Senate and approves the Film Major, BA. Mr. Nellams seconded the motion. The motion was approved. Approval of Master of Public Health The Master of Public Health program prepares students for careers that focus on preventing disease, addressing inequities in health care provision and health outcomes, and promoting overall societal health and wellbeing. These applied health professionals are employed in hospitals, clinics, and nursing homes; community-based and non-profit organizations; research institutions; United States local, state, and federal agencies; and overseas health promotion organizations. As described in the program proposal, the United States and Washington State are facing a substantial shortage of health care practitioners, including public health professionals. This shortage is compounded by the lack of higher education institutions offering public health degrees.
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The Faculty Senate approved this new degree program on May 2, 2018 (Motion No. 17-57).
Motion 18-16: Mr. Erickson moved that the Board of Trustees of Central Washington University endorses the recommendation of the Faculty Senate and approves the Master of Public Health. Mr. Nellams seconded the motion. The motion was approved. Approval of Naming of New Residence Hall Professor Emeritus, Dr. Owen Dugmore, passed away on January 17, 2018. He taught and counseled students at CWU for 45 years, from 1969 to 2014, serving as a faculty member in the psychology department, and a counselor in the Student Medical and Counseling Clinic. In addition to investing his time and talents at Central, Dr. Dugmore also made the decision several years ago to making CWU the sole beneficiary of his estate, the largest outright gift received in recent history by the CWU Foundation. The Vice President of University Advancement has requested that the residence hall under construction now be named for Dr. Dugmore, in recognition of his extraordinary contributions to CWU. This request has gone through the appropriate steps outlined within the University’s policies on Facility Naming (CWUP 2-10-080) and Naming Approval (CWUR 1-60-040). It comes to the Board of Trustees with the full recommendation of the CWU Cabinet and President. Motion 18-17: Mr. Erickson moved that the Board of Trustees of Central Washington University hereby approves the naming of the new residence hall to be: Dr. Owen Dugmore Hall. Mr. Nellams seconded the motion. The motion was approved. Approval of Revision to Strategic Plan Core Theme 5 In July 2017, the trustees approved an update of Core Themes One, Two, Three, and Four of the CWU Strategic Plan. In November 2017, the trustees approved an update of Core Theme Five. In April 2018, one additional change was made to Core Theme Five, Objective 5.4, Outcome 5.4.1, Indicator 5.4.1.3 as shown below. Previously, this indicator was a “20-Year Capital Plan.” Due to the multiple endogenous and exogenous factors that impact higher education in general, and CWU, in particular, a 10-year planning timeframe is more realistic and affords greater accuracy in forecasting institutional needs and the resources necessary to address those needs.
The proposed revision to Core Theme Five is presented below for trustees’ review.
Objective 5.4: Provide the facility and technology infrastructure and services appropriate to meet the university objectives, while maximizing sustainability and stewardship. Outcome 5.4.1: Operate, preserve, and increase the functionality of state physical assets, buildings, and technology infrastructure.
Indicator 5.4.1.1: Facility Expense to Budget Annual Financial Report. Indicator 5.4.1.2: Implementation of enhanced space request process. Indicator 5.4.1.3: Updated 10-Year Capital Plan. Indicator 5.4.1.4: IT Expense to Budget Annual Financial Report.
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Motion 18-18: Mr. Erickson moved that the Board of Trustees of Central Washington University hereby approves the revision to core Theme Five (indicator 5.4.1.3) of the University Strategic Plan from a 20-Year Capital Plan to a 10-Year Capital Plan, this day May 18, 2018. Mr. Nellams seconded the motion. The motion was approved. Approval of Student Medical and Counseling Fee In July 2017, new staff leadership assumed management of the Student Medical and Counseling Center. A fiscal audit October determined that the SMCC was in a financially unsustainable position due to several factors. One July 1, the state implemented, but did not fund, a 28% increase in the state classified compensation schedule for nurse employees. Several other classified classifications also increased, for a total budget impact of $127,000. Student demand for counseling services has increased significantly. Over the past five years new counseling clients have increased 243%, from 220 to 755. During the past three years, mental health distress referrals have increased 75 percent. Demand for mental health professionals is national, so CWU faces stiff competition in the job market. In the past 60 days two counseling center employees have left for more lucrative assignments in nearby communities. CWU recently lost a bidding war for a psychologist. There are no psychiatrists at all in Kittitas County. Motion 18-19: Mr. Erickson moved that the Board of Trustees of Central Washington University hereby approves a Student Medical and Counseling Clinic fee increase of $12 per quarter, for fiscal year 2019, and directs staff to develop a plan to increase funding for counseling by an additional $25 per quarter by fiscal year 2021. Mr. Nellams seconded the motion. The motion was approved. Approval of Housing and Dining Rates Business and Financial Affairs seeks authorization to increase the room and board rate up to 5 percent, aggregate, for the 2018-2019 academic year (fiscal year 2019). The proposed rates are in accordance with the comprehensive 30-year Housing and Dining Master Plan, which provides long-term strategies to fund building preservation and enhancement, furniture replacement, and improved security. The plan also covers costs associated with utility-rate increases, minimum-wage increases, and salary increases. The Budget Executive Committee, Cabinet, and President supported the draft request. Motion 18-20: Mr. Erickson moved that the Board of Trustees of Central Washington University hereby approves the Auxiliary Services Housing and Dining maximum rate increase, not to exceed 5 percent aggregate, for fiscal year 2019. Mr. Nellams seconded the motion. The motion was approved. Approval of 2018 Faculty Tenure, Promotion and Post Tenure Review State law (RCW28B.35.120) delineates the powers and responsibilities of the Board of Trustees to include employment of all employees, including tenure and promotion and post-tenure review of faculty. Each year the board is asked to approve the recommendations for tenure and promotion, which are the result of the comprehensive process. Trustees have requested that they be Due to questions that arose regarding this fee, a revised motion was recommended.
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provided information to inform this approval. Through Faculty 180, trustees were able to review evaluations forwarded at each stage of tenure and promotion. This year, 36 faculty submitted professional records to be considered for tenure and/or promotion; twenty-eight were recommended for tenure and/or promotion. Sixty-three faculty members submitted professional records for post-tenure review during the regular review cycle. Motion 18-21: Mr. Erickson moved that the Board of Trustees of Central Washington University hereby approves faculty tenure, promotion and post tenure review as recommended by the Provost this day May 18, 2018. Mr. Nellams seconded the motion. The motion was approved. Approval of Exempt Appointments with Academic Rank The CWU Board of Trustees grants tenure to faculty through a process articulated in Article 22 of the collective bargaining agreement with the United Faculty of Central. However, the Board of Trustees also retains the right to award tenure on its own authority, particularly for the appointment of leaders of academic units who are hired as administrators with faculty reversion rights. According to Article 9.2 of the Collective Bargaining Agreement between CWU and the United Faculty of Central: “Prior to confirming an award of tenure in an initial appointment, the University will first provide an opportunity for input from faculty in the affected department.” The following individuals were presented as candidates for tenure and rank upon hire to their respective departments and “an opportunity for input from faculty in the affected department” was provided. Exempt Appointments with Academic Rank Name Title Department Effective Ron Jacobsen Professor Curriculum, Supervision and Educational Leadership Aug. 1, 2017 Kate Reynolds Professor Education, Development, Teaching and Learning Sept. 16, 2017 Gregory Schwab Professor Aviation Jan. 2, 2018 Motion 18-22: Mr. Erickson moved that the Board of Trustees of Central Washington University hereby approves exempt appointments with academic rank as recommended by the Provost this day May 18, 2018. Mr. Nellams seconded the motion. The motion was approved. Approval of Resolution for Ciara White WHEREAS , Ciara White has served CWU as the students’ representative on the Board of Trustees during the 2017-1918 academic year; and WHEREAS , she has contributed to board discussions about meeting student needs, addressing issues of equity, about social justice concerns and many other subjects; and WHEREAS , Ciara has executed her board responsibilities while fulfilling her duties as the President of the Black Student Union; an officer in SISTERS; a Resident Assistant in University Housing; and a leadership programmer for the Center for Leadership and Community Engagement; and
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WHEREAS , Ciara’s academic interests are exemplified by her participation in the McNair Scholars program; and WHEREAS , Ciara’s passion for Central Washington University and her commitment to creating an inclusive and diverse environment for students is evident through her work promoting academic excellence, addressing student needs, and providing leadership opportunities for students; and NOW THEREFORE BE IT RESOLVED , that this Board of Trustees and the university community extend their deepest appreciation to Ciara White for her collaborative, insightful and dedicated service as Student Trustee on the Board of Trustees of Central Washington University. ADOPTED and signed this 18 th day of May, 2018. Motion 18-23: Mr. Erickson moved that the Board of Trustees of Central Washington University hereby approve Resolution 18-04 honoring Ciara White, which was seconded by Mr. Nellams. The motion was approved. The next meeting of the Board of Trustees is the Annual Planning Retreat, July 25-27, 2018 at Sleeping
Lady Resort in Leavenworth, WA Meeting adjourned at 11:05 AM.
Linda Schactler, Secretary to the
Keith Thompson, Chair CWU Board of Trustees
CWU Board of Trustees
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Central Washington University Board of Trustees July 26, 2018
EXECUTIVE SUMMARY – Discussion session: Setting the context for a sustainable future On the morning of the first day of the board retreat, the president will lead a discussion intended to provide context for the general subject of institutional sustainability, on which subsequent discussions will focus. The morning discussion will cover the many factors that are dramatically redefining the terms under which public higher education operates. These forces influence everything from the decisions of the governing board to the day to day experience of students. Many of these forces are discussed in the two books that will be the subject of discussion Friday morning: · American Higher Education in Crisis?: What Everyone Needs to Know , by Goldie Blumenstyk, and · The Last Professors: The Corporate University and the Fate of the Humanities , by Frank Donoghue Some of the issues include shifting public value for higher education, which some deem less essential to personal success and civic vitality. The shift is reflected in a new emphasis in public policy discussions on apprenticeships and “connected learning” instead of baccalaureate education. State and federal funding for higher education has declined for the past 25 years. In Washington state, support recently has stabilized in some ways though the legislature has used tuition revenue to fund state responsibilities, and has held increases in tuition to a rate well below salary-increase requirements for public employees. Changes in the demographic profile of students, too, will require institutions to adapt and innovate in order to fully serve students.
Submitted:
Approved for submittal to the Board:
James. L. Gaudino President
Linda Schactler Secretary to the Board
CENTRAL WASHINGTON UNIVERSITY Board of Trustees July 26, 2018 EXECUTIVE SUMMARY - General Education Implementation Progress
In February 2018, the Faculty Senate voted to approve the newly populated General Education (GE) program, but to delay the implementation of the new program to fall 2019. The process was bifurcated because questions remained regarding how the implementation of the program will impact the academic quality and stature of the program. This allowed the Senate to approve the General Education Program, while providing time for decisions about implementation to be refined and brought to the Senate in the fall. Additionally, many of the implementation questions could not be answered until the populated program itself was approved. The implementation of the General Education Program is conditional on another Senate vote on the implementation plan in fall 2018. A taskforce, with membership from faculty and administration, was established to address implementation issues, and has made significant progress on each area. The taskforce is developing an implementation plan in each of the following areas: - GE policies and procedures related to program administration, management, and assessment. o The taskforce has outlined the structure and roles of the GE committee and director, and identified policies that need to be created and updated (90% complete). o The taskforce has also drafted policies and procedures to govern the new GE program (60% complete). § These policies and procedures will be reviewed by the standing General Education Committee in early Fall and presented to Faculty Senate for a vote in late October. - Ensuring the optimal number of course sections are offered for teaching out the existing GE program and on-boarding the new GE program. o The taskforce has collected information from departments about the number of sections of GE courses with section capacity to be offered each quarter in AY19-20 to enable analysis of course offerings in each area (30% complete). o In May, the taskforce requested a sense of the senate vote to support the decision to allow students in the current GE program to chose to stay in the program or, for a limited time, switch to the new GE program in AY19-20. § After receiving support for this decision, the taskforce has coordinated with Academic Advising to determine a process for advising current students around transitioning programs and how to best advise new students (30% complete). § The taskforce has worked to map courses in the existing and new programs to facilitate the transition (95% complete). - Addressing advising and retention in the transition to the new GE program.
o The taskforce has also had conversations with information services to ensure background programming is complete to implement the new program (25% complete). o Meetings with Exploratory and Professional Advisors will commence in July (10% complete).
- Transfer student and direct transfer agreement issues.
o The taskforce has collected information from departments on transfer equivalencies from the Washington 45 (WA transfer Agreement) as well as most WA community colleges for new GE courses (75% complete).
- Public relations coordination and campaign for GE program launch.
o The taskforce has engaged in conversations with the VP of Public Affairs to coordinate a campaign to launch the GE program and create a timeline for publication across the instiution (25% complete) The taskforce continues its work this summer to craft a comprehensive implementation plan to present to Faculty Senate at the October 31, 2018 meeting.
Submitted:
Katherine P. Frank Provost/Vice President for Academic and Student Life
Approved for Submission to the Board:
James L. Gaudino President
Central Washington University Fiscal 2019 Budget Report
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Table of Contents Introduction ............................................................................................................................................... 3 Executive Summary – FY 2019 Overview ............................................................................................ 4 FUNDS: How we are organized ............................................................................................................. 5 Operating Funds ................................................................................................................................... 5 Non-Operating Funds .......................................................................................................................... 6 DIVISIONS -How we are organized ...................................................................................................... 6 I. Budget Drivers – Revenue .............................................................................................................. 9 The Starting Point - State Funded Enrollment .............................................................................. 9 Total Revenues – Operating Funds ................................................................................................. 10 Tuition ................................................................................................................................................... 10 II. Budget Drivers – Operating Expenses ....................................................................................... 12 Fall FTE by employee type ................................................................................................................ 12 III. The FY 2019 Operating Budget ............................................................................................... 14 State and Tuition Fund ...................................................................................................................... 15 State Allotment ................................................................................................................................... 15 Net tuition revenue ............................................................................................................................ 16 Expenditures – State and Tuition Fund ......................................................................................... 16 Local General Funds ........................................................................................................................... 19 Enterprise Funds ................................................................................................................................. 21 Student Activities Funds ................................................................................................................... 22 IV. The FY 2019 Non-Operating Budget ..................................................................................... 23 V. Six-Year Rolling Forecasts ............................................................................................................ 24 The State and Tuition Fund .............................................................................................................. 25 Local General Funds ........................................................................................................................... 26 Enterprise Funds ................................................................................................................................. 28 Student Activities Funds ................................................................................................................... 29
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Introduction This report marks the end of Fiscal 2019 budget development, and is the culmination of more than six months of work by several CWU employees on the FY 2019 budget, as well as a forecast for the six years following FY 2019. Much work has been done over the past four years to get to this point, beginning with the implementation of our budgeting system, called CatPlan; the trade name is Hyperion PBCS, an Oracle product. With the introduction of CatPlan and the business process changes that came with it, CWU has the same capabilities to budget, forecast, and report on financial data as the most sophisticated for-profit and not-for-profit entities. At the same time staff were implementing new budgeting software, the university began the process to change some elements of its budget methodology. In 2018, CWU moved academic units away from incremental budgeting to Activity Based Budgeting (ABB) within the Responsibility Center Management (RCM) philosophy. Self-supporting (not state subsidized) areas of the university – encompassing about a third of units – embraced a commercial style budgeting methodology many years ago. The transition to RCM/ABB required a lengthy campus dialogue in order to arrive at the most relevant revenue allocation models, as well as the guiding principles and governance structure. This four-year long, highly inclusive campus-wide conversation led to the implementation of the RCM/ABB process beginning in FY 2018. Of course, the model implemented in FY 2018 was imperfect, and in FY 2019 some minor changes were made to address these imperfections using the process put in place in FY 2018. There will, no doubt, be changes proposed in FY 2020 and beyond, in order to fully realize the potential of Responsibility Center Management in our core functional areas.
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Executive Summary – FY 2019 Overview
The new RCM/ABB budget model has had a significant impact on CWU’s budget-and-finance dialogue. Under RCM, the university identified responsibility centers in the four academic colleges where the vast majority of academic instruction occurs. Each college is led by a dean, who is responsible for managing the resources provided to his/her college. Resources in the state and tuition fund are allocated entirely to the four colleges as they are earned, based entirely on student credit hours recorded in the prior year. Each of the colleges are then allocated the support costs proportionate to their revenues, with the exception of the Facilities Management costs, which are allocated based on square footage of the facilities each college uses. After support costs are allocated, not all responsibility centers can meet their expense obligations, so the Provost is able to subsidize (redistribute) resources from the “profitable” colleges to ensure the viability of all aspects of the university. Aside from the state and tuition funds, the remainder of the university (representing about 46 percent of operating revenues) continues the traditional budgeting methodologies, which are under the “you can only spend what you earn” paradigm. On balance, after three years of strong enrollment growth --possibly four with fall 2018--the university is on sound financial footing, with reserves in most areas to ensure sustainable operations. In spring 2018 Moody’s Investor Services reaffirmed CWU’s A1 Stable bond rating despite what Moody’s considers “thin” reserves and a cautionary statement about the need to grow operating margins. On a positive note, Moody’s noted strong growth and an overall positive story of continued strong management and investing toward the future needs of the university. These investments will need to lead to an improved operating margin in future years. CWU has continued to enjoy robust capital development. Samuelson Hall will open in fall 2018 as a computational sciences building. Other facilities under development in FY 19 include phase one of a Health Sciences building, a new 402-bed residence hall, expansion of recreation facilities, and a long-overdue upgrade to Tomlinson Stadium. What follows is a brief explanation of how the university has organized itself, an overview of the FY 2019 operating and non-operating budgets, and an updated six year forecast for each operating fund group.
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FUNDS: How we are organized As a state agency, the university accounts for its operations in funds. The organization and numbering of these funds generally align with those the State of Washington uses. CWU groups these funds into two major classifications: operating funds and non-operating funds. Operating Funds This group of funds supports business-like activities; there is an exchange of money for a service or product between two unrelated parties. While there are many operating funds, they are organized into four main groups: 1. State and Tuition Funds – this is where the majority of the activities of teaching and learning takes place, and represents about 60 percent of the total operating fund budget. This is where we recognize most of the tuition paid by students for the three terms (Fall, Winter, Spring) of instruction, as well as the state allotment. Currently tuition from students represents about half of the revenues and the state allotment makes up the other half. The other contributor to this fund group is the administrative fee charged to most self-supporting units outside of this fund group to subsidize the cost of institutional overhead. 2. Local General Funds – most of the revenue in these self-supporting units comes from fees. About a third of the fee revenues are related to summer instruction ($10M) and another third comes from Dedicated Fees ($11M), which are restricted to a particular purpose such as the Athletics fee. The remainder is a myriad of fees such as course fees, fees for continuing education, etc. 3. Enterprise Funds – this fund group includes Housing and Dining, the Wildcat Shop (bookstore), and Parking, commonly known as the ‘auxiliaries.’ All of the units in this fund group are self-supporting and together with the Student Activities fund group make up the “CWU System,” which is capable of issuing bonds to construct new facilities, such as residence and dining facilities, and the Student Union and Recreation Center (SURC). The CWU System recently issued $48M in bonds to construct Dugmore Hall, a 402-bed residence hall and accompanying dining facility. 4. Student Activities Funds – this self-supporting fund group receives three main fees from students to support student activities. The Services and Activities Fee (S&A) is defined in statute and is a component of tuition (about 10 percent) that supports much of the student programming that happens in the SURC. The S&A fee is governed by an S&A committee, and makes up about half of the total Student Activities fund group revenues ($6.5M). The rest of the revenues come from fees dedicated to the operation of, and bond payments related to, the Student Union facility ($3.3M) and Recreation Center ($3.7M).
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