2018 May agenda for Publication

May2018

BOARD OF TRUSTEES - QUARTERLY BOARD MEETING Ellensburg, WA May 17-18, 2018

May 17, 2018 12:00 – 1:15 EXECUTIVE SESSION/LUNCH (Barge Hall, 304) 1:30-4:00 PMWORK SESSION 1:35 – 2:15 PM ACADEMIC AND STUDENT LIFE • Aviation Program Update Guests:

(Sid Morrison Board Room, Barge Hall, 412)

Paul Jewell, Kittitas County Commissioner Mark Cook, Director of Public Works, Kittitas County

• Reauthorization of Accreditation • Faculty Promotion and Tenure • New Degree Programs

2:15 – 3:15 PM OPERATIONS

• Project Management Office • Data Warehouse Development Update • North Campus Projects Briefing • Capital Master Plan 3:15 – 4:00 PM BUSINESS & FINANCIAL AFFAIRS • Budget update • Tuition increase proposal • Student course and services fees 4:00 – 5:00 PM SOURCE

(Student Union and Recreation Center, Ballroom)

5:10-5:40 PM BUILDING TOUR (Samuelson Hall) 6:00 PM BOARD DINNER (Samuelson Hall)

Participants will include CWU’s assistant attorney general, trustees and members of the President’s cabinet. No university business will be conducted during this social event.

Central Washington University Board of Trustees May 18, 2018

ACTION – Approval of the minutes of the regular meetings of February 8 and 9, 2018 and the Special Telephonic meeting of February 28, 2018.

We recommend the following motion:

The Board of Trustees of Central Washington University hereby approves the minutes of the regular meetings of February 8 and 9, 2018 and the Special Telephonic Meeting of February, 2018.

Submitted:

Linda Schactler Chief of Staff

Approved for submittal:

James L. Gaudino President

Board of Trustees Minutes February 8-9, 2018

Draft

February 8, 2018 Work Session CWU Sammamish The work session was called to order at 1:32 p.m. Present:

Keith Thompson, Chair Ron Erickson, Vice Chair Chris Liu (via phone) Emily Washines Erin Black Glenn Johnson

Robert Nellams and Ciara White were absent. 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 Delores (Kandee) Cleary, Vice President for Diversity and Inclusivity Katherine Frank, Provost/Vice President for Academic and Student Life Sharon O’Hare, Vice President for Enrollment Management Scott Wade, Vice President for University Relations Guests Christie Malchow, Sammamish Mayor Lyman Howard, Sammamish City Manager Marc Greenough, Foster Pepper LLC

Susan Musselman, Public Financial Management Thomas Toepfer, Public Financial Management

Chair Thompson welcomed the guests who provided introductory comments. Chair Thompson noted that CWU is very pleased about the growing Running Start program, community partnerships, and outreach efforts that have emerged since CWU began operations in Sammamish, fall 2017.

Action – Approval of the Agenda Motion 18-01: A motion that the Board of Trustees of Central Washington University hereby approves the agenda of the meetings of February 8 and 9, 2018 was presented by Mr. Liu and seconded by Mr. Johnson. The motion was approved. Approval of Minutes Motion 18-02: Ms. Black moved that the Board of Trustees of Central Washington University approve minutes of the regular meetings of November 2 and 3, 2017 and the special telephonic meeting of December 12, 2017. Mr. Johnson seconded the motion. The motion was approved. Information – Academic and Student Life Extended learning - Provost Frank introduced Gayla Stoner, Associate Provost, to talk about Extended Learning and Outreach. She gave a brief update on fall and winter offerings at Sammamish and explained that CWU is positioned well for strong community outreach in the Sammamish area. Two open houses have been held, each attracting more than 200 attendees. CWU hopes to draw students from six additional high schools to the Sammamish Running Start programs in fall 2018. Gayla then reported on transfer enrollment and recruiting at the University Centers. Total transfer student headcount in the fall of 2017 was 4411. Of that total, 873 were University Center transfer students and 968 were online transfer students. The top five online programs by enrollment are BAS ITAM, BS ITAM, Law and Justice, Psychology and Sociology. CWU is currently working on several transfer initiatives that focus on a university-wide collaborative approach. Work groups are looking at an extended learning strategic plan, transfer students, university centers, recruitment, and marketing at university centers. In addition, admissions training is taking place at University Centers and staff are currently launching advisory councils at each of the University Centers. Retention - Gail Mackin, Associate Provost for Undergraduate and Faculty Affairs, was introduced to give an update on retention. Retention rates fell by 6.29 percent from fall 2013 to fall 2016. Some of the current initiatives to enhance retention include professional development for advisors, student prep (summer bridge program), use of high-tech classrooms (Samuelson), and reconvening the retention committee. New initiatives include: • requiring placement testing at orientation prior to registration • requiring developmental courses in the first year and strongly encourage foundational courses in the first year • expanding the PALS program (supplemental instruction) • providing an advising syllabus students can use as a roadmap for their academic planning • requiring midterm grades, and • conducting a comprehensive longitudinal study on persistence to graduation. NWCCU Reaccreditation - Bernadette Jungblut, Associate Provost for Accreditation, Academic Planning, and Assessment, gave an update on accreditation and strategic planning. The NWCCU Reaffirmation of

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Accreditation Site Visit is October 22-24, 2018. Trustees will hold their fall quarter board meeting at this time. Dr. Jungblut explained that the Mission Fulfillment web presence communicates key information about strategic planning, the Baccalaureate Task Force, General Education redesign, and assessment and continuous improvement. Following are the URLs for these web presentations: • Mission Fulfillment: http://www.cwu.edu/mission/ • Strategic Planning: http://www.cwu.edu/mission/strategic-planning • Baccalaureate Task Force: http://www.cwu.edu/mission/baccalaureate • Assessment and Improvement: http://www.cwu.edu/mission/assessment-improvement • Accreditation: http://www.cwu.edu/mission/accreditation/about Information – Business and Financial Affairs North Campus Development Update: New Hall Financing Susan Musselman, and Thomas Toepfer from Public Financial Management and Marc Greenough from Foster Pepper LLC were introduced to talk about the financing piece of the North Campus Development Project. CWU plans to issue up to $45 million of revenue bonds to finance a new residence hall. The expectation is to sell the bonds in mid-March with a closing in April. The new residence hall will add approximately 400 beds and is expected to open in the fall of 2019. The proposed bond resolution was drafted by bond counsel (Foster Pepper) and was reviewed by Alan Smith. The series resolution that is being considered authorizes a sale of bonds in order to generate approximately $45 million, pursuant to an official statement to be distributed to prospective investors. A special telephonic meeting will be scheduled on the day of the sale in order to approve the bond sale resolution. Construction Overview CWU Construction Project Manager Scott Carlson provided a brief background on the projects. 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 completed a topographical survey of the entire site and a geo-technical report; CWU received state authorization to use a progressive design-build approach on New Hall—CWU’s first use of this methodology. Trustees approved programming specifications and financing strategies in November 2017. The design work for Recreation Expansion and Tomlinson Stadium Upgrades projects were combined to maximize overall efficiencies. D.A. Hogan & Associates was selected through an RFQ process to design the projects, refine the project budgets, and produce documents for construction. DA Hogan will work closely with the Lydig-Mahlum team engaged in the New Hall project to ensure a seamless design and look across the North Campus projects. The initial $4-million portion of the Recreation Expansion project is funded from Student Union Recreation Center (SURC) reserves. This revenue is generated by the SURC building fee and recreation fees. An additional $2 million will be secured through a loan from the Housing/Auxiliary fund, to be paid back by non-recreation facility users at $200,000 per year over a ten-year period.

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Tomlinson Stadium renovation will remove the track, provide regulation-size field space required for rugby, soccer, and football fields. The 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 and expands the capacity of the stadium from 4,000 to 5,000. 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. In February, the CWU Foundation had received $3 million in commitments for the Tomlinson Stadium Renovation. Information – University Advancement Report The CWU Foundation is enjoying its most successful fundraising results in recent history. As of December 31, 2017, total fundraising activity for the year approached $6 million, easily surpassing the 12-month totals of each of the past six fiscal years. Significant major gift commitments for the Tomlinson project are driving these exciting results, in addition to a $1 million gift received for STEM scholarships and an $800,000 gift for STEM education. Critical to UA fundraising efforts is a continued focus on alumni engagement. In the months of February and March we will be conducting a “Wildcat Alumni Road Show,” bringing alumni engagement activities/events to all parts of Washington state, Northern California, Southern California, Palm Springs, Arizona and Washington D.C. There is even a playlist for this road trip that alumni can download on Spotify (see “Wildcat Drive for 5”). The name of the playlist corresponds with UA’s goal of having a total membership of 5,000 members in the CWU Alumni Association. Information – Budget and Finance Briefing Vice President Klucking gave an update on FY 18 and 19 budgets, the state capital budget, and the recent state financial audit. Information – John Wayne Trail Easement Due to time constraints, this agenda item was moved to Friday, February 9.

Meeting adjourned at 5:07 PM.

Trustees, the president, chief of staff, and the assistant attorney general attended a social dinner at Flat Iron Restaurant in Issaquah from 5:30-8:00 p.m. No business was conducted.

February 9, 2018 Homewood Suites, Issaquah Ridlon Conference Room Executive Session Present: Keith Thompson, Chair Ron Erickson, Vice Chair Erin Black Glenn Johnson

4 Board of Trustees Minutes February 8-9, 2018

Chris Liu (via phone) Emily Washines 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 8:00 a.m. for one hour and 15 minutes for the purpose of discussing issues related to real estate and personnel per RCW 42.30.110. At 9:15 a.m., the executive session was extended another 15 minutes. Executive session ended at 9:30 a.m. Regular Business Meeting The regularly scheduled business meeting was called to order at 9:35 a.m. Present: Keith Thompson, Chair Ron Erickson, Vice Chair Chris Liu (via phone) Emily Washines Erin Black Glenn Johnson 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

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 Sharon O’Hare, Vice President for Enrollment Management Scott Wade, Vice President for University Relations Others Present: Amy Claridge, Faculty Senate Chair Elect Cody Stoddard, Faculty Senate Chair Public Comment Chair Thompson reported that no one signed up for public comment. Information – Data Warehouse Development

Nick Valcik, Executive Director of Institutional Effectiveness, and Andreas Bohman, Chief Information Officer, presented on the status of CWU’s data environment and the work needed to create a fully realized data warehouse: 1. Provide a separate methodology for extracting transactional data for operational uses and decision-making.

5 Board of Trustees Minutes February 8-9, 2018

2. Provide consistent data accessible for self-service analytics and that decision-makers can use for business-management practices; 3. Provide data for official governmental reports that is accurate and can be reproduced; 4. The data warehouse strategy will work in conjunction with public-facing data to provide credibility for the organization, both internal (e.g. dashboards) and external (university web pages); and 5. Create a methodology to produced edits for the functional users to correct host system (e.g. PeopleSoft) data before static files are transferred to the warehouse. The need for additional resources to decrease the time necessary for engineering the data environment, delivering existing commitments, achieving the five objectives, and enhancing capabilities was the main focus of the presentation. The greater the investment now the more quickly the project will be completed. • Option 1: $48,400 to purchase additional software and hardware and provide training to current staff. • Option 2: $633,500 for the components of Option 1 and to hire temporary personnel consultants • Option 3: $838,400 for the components of the first two options and extending the use of temporary personnel/consultants through both phases of the project. Motion 18-03: Mr. Johnson moved that the Board of Trustees of Central Washington University approve option 3 using institutional reserves. Ms. Black seconded the motion. The motion was approved. Information – Board Planning Committee reorganization The board chair announced the following committee assignments with the concurrence of the board:

• Academic & Student Life – Robert Nellams and Ciara White • Business & Financial Affairs – Ray Conner and Keith Thompson • Enrollment – Ron Erickson and Emily Washines • Executive Committee – Ron Erickson and Keith Thompson • Operations – Erin Black and Chris Liu

Policy Updates: Consensual Relations & Nepotism Trustees asked staff to review university policies on conflicts of interests in relationships. Alan Smith briefed the board on the two policies. He explained that they are closely related. The Consensual Relations Policy generally prohibits consensual relationships between employees and students or between employees and persons with respect to whom the employees are in a position of supervisory or professional responsibility. Relationships of a spousal nature are governed by the recommended Nepotism Policy. Alan will compile feedback as the various campus groups review the drafts. Both policies will come back to the board for final approval. President’s Evaluation Last spring the board began the process of formalizing the president’s annual evaluations; each trustee had the opportunity to provide perspectives on the president through a survey instrument. These informed the formal review of President Gaudino’s performance in July. In October the board articulated in a memo to the president the subject areas on which trustees would like him to focus

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during the 2017-2018 academic year. A 360 review will be conducted this spring in house through Human Resources. Information – Board Communications The Board acknowledged receipt of the following communications: 1. Email dated December 22, 2017, from Professor Kenneth Smith, regarding a potential Faculty Code complaint. 2. Letter dated January 10, 2018, from a CWU student regarding issues with enrollment in the Mental Health Counseling Program (see Executive Content). 3. Letter dated January 25, 2018, from Professor Cody Stoddard, summarizing Faculty Senate activities since the last board meeting. 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 18-04: Mr. Johnson moved that the Board of Trustees of Central Washington University approves the consent action items submitted February 9, 2018, which was seconded by Ms. Black. The motion was approved. Action – Approval of Trustee Conflict of Interest Policy Linda Schactler explained that the board expressed an interest in developing an ethics policy that is specific to trusteeship for Central Washington University. Many of the board members serve on other non-profit and corporate boards and were surprised that no such statement is required of trustees. Other Washington public institutions also have such policies. CFO Joel Klucking, who managed the Sarbanes-Oxley compliance program and the day-to-day operations of internal audit for Starbucks, has prepared a conflict of interest policy for the board to review and approve. Motion 18-05: Ms. Washines moved that the Board of Trustees of Central Washington University hereby approves the proposed trustee conflict of interest policy. Mr. Erickson seconded the motion. The motion was approved. Action – Approval of John Wayne Trail Easement The John Wayne Pioneer Trail follows a former railway roadbed for 300 miles across two-thirds of Washington, from the western slopes of the Cascade Mountains to the Idaho border. The 100-mile (160 km) portion from Cedar Falls (near North Bend) to the Columbia River south of Vantage has been developed and is managed as the Iron Horse State Park. A section of this trail bisects CWU property near Brooklane Village. The total length of this 40-foot-wide easement is 2,800 lineal feet, covering an area of 1.82 acres. The City of Ellensburg seeks this easement to continue progress reconnecting this portion of the John Wayne Trail with the city’s non-motorized trail systems and utility easements. The Board of Trustees has previously approved an easement to the City of Ellensburg for the north CWU property reconnection segment, from 18 th Avenue to the corner of 14 th Avenue and Alder Street. Under this agreement, the City of Ellensburg is responsible for maintenance of the trail surface and utility (water & power) easement. CWU maintains the landscaping areas within the easement as we do today. This easement will provide an equestrian bypass and improvements that will benefit many CWU students, faculty and staff who already use the trail.

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RCW 28B.35.120 grants trustees “…full control of the regional university and its property of various kinds, except as otherwise provided by law." The City of Ellensburg seeks and CWU staff recommend board approval to establish a trail and utility easement between the university and the City of Ellensburg. The conditions of this trail and utility-easement document have been developed jointly by representatives of the Facilities Management Department and the City of Ellensburg. Motion 18-06: Mr. Johnson moved that the Board of Trustees of Central Washington University hereby grants the City of Ellensburg a trail and utility easement for the John Wayne Trail Reconnection Route Extension, which is located at Portion Section 36, Township 18 North, Range 18 East, Willamette Meridian. Ms. Black seconded the motion. The motion was approved. Action – Approval of New Hall Authorization Motion 18-07: Mr. Johnson moved that the CWU Board of Trustees approves Resolution No. 18-02, which authorizes System Revenue Bonds, Series 2018, in the aggregate principal amount not to exceed $45 million, for the purpose of providing funds (1) to pay all or a portion of the cost of acquiring, constructing, and equipping a new residence hall and dining facility on CWU’s residential campus in Ellensburg and renovating a student apartment complex, (2) to capitalize interest on the bonds, if interest is capitalized, and (3) to pay the costs of issuance and sale of the bonds. Ms. Black seconded the motion. The motion was approved. Action – Acceptance of State Audit Report Motion 18-08: Ms. Washines moved that the Board of Trustees of Central Washington University accepts the Audited Financial Statements for Fiscal Year 2017 as presented. Mr. Johnson seconded the motion. The motion was approved. Action – Approval of Resolution for Glenn Johnson WHEREAS, Mr. Glenn S. Johnson was appointed to the Central Washington University Board of Trustees by Governor Jay Inslee on April 20, 2014 and served with distinction through February 2018; and WHEREAS, during more than three years of service to this board, Mr. Johnson represented all citizens of Washington, in a thoughtful manner, by communicating his expertise, ideas, and positions on a host of substantive issues, along with offering advocacy and conscientious commitment to university students, faculty, and staff through taking into consideration their perspectives and concerns; and WHEREAS, Mr. Johnson provided this board with particular guidance in regard to the university’s aviation program, based on the competency and proficiencies he developed and honed as executive vice president of Alaska Airlines Group and president of Horizon Air Industries where, throughout the course of 30 years, he directed corporate real estate, customer services, finance, information technology, maintenance and engineering, operations at 40 airports across the United States and Canada, project management, and overall strategy. WHEREAS, Mr. Johnson’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 WHEREAS, Mr. Johnson consistently demonstrated integrity, initiative, and skill in interacting with both diverse university and public constituencies;

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NOW, THEREFORE, BE IT RESOLVED that this Board of Trustees wishes to publicly express its appreciation to Mr. Glenn S. Johnson for his conscientious, devoted, and effectual service as a member of the Central Washington University Board of Trustees.

ADOPTED and signed this 9 th day of February, 2018.

Motion 18-09: Mr. Erickson moved that the Board of Trustees of Central Washington University hereby approve Resolution 18-01 honoring Glenn Johnson, which was seconded by Ms. Black. The motion was approved.

The next meeting of the Board of Trustees is May 17 and 18, 2018 at Ellensburg, WA Meeting adjourned at 11:20 AM.

Linda Schactler, Secretary to the

Keith Thompson, Chair CWU Board of Trustees

CWU Board of Trustees

9 Board of Trustees Minutes February 8-9, 2018

Board of Trustees Minutes Special Telephonic Meeting February 28, 2018

Draft

Trustees Present (via telephone): Keith Thompson, Chair Ron Erickson, Vice Chair Chris Liu Ciara White Emily Washines Ray Conner Robert Nellams Staff Present: James Gaudino, President Linda Schactler, Board Secretary / Chief of Staff Joel Klucking, Board Treasurer / Vice President for Business & Financial Affairs Kim Dawson, Executive Assistant to the President/Board of Trustees Others present (via telephone ): Alan Smith, Assistant Attorney General Marc Greenough, Bond Counsel, Foster Pepper LLC Susan Musselman, Director, Public Financial Management Thomas Toepfer, Senior Managing Consultant, Public Financial Management

Chair Thompson convened the special telephonic meeting at 4:01 PM. Ms. Schactler took role to confirm that a quorum of the Board was present. The purpose of the meeting was for the Board to approve the sale of bonds associated with a new residence hall. The university has experienced significant enrollment increases in first-year students for each of the past three years. These double-digit increases have filled our residence halls. Last fall (2017) we started the quarter at more than 100 percent occupancy in our residence halls. In response, on November 3, 2017, the Board of Trustees endorsed the development of a new 400-bed residence hall and dining facility. Since that endorsement, the university has engaged design-build partners Lydig Construction and Mahlum Architects, Inc., and is moving quickly to design and construct this facility with the intent for it to open fall 2019. The project will be funded with tax exempt bonds against CWU’s System revenues. The System includes dining, residence facilities, the Wildcat Shop, parking and some student activities. The project is

anticipated to cost up to $48 million, inclusive of capitalized interest and issuance costs; CWU anticipates bond payments to be $2.8 million annually for 30 years. On February 9, the Board of Trustees approved Resolution No. 18-02, which authorized System Revenue Bonds, Series 2018 in the aggregate principal amount not to exceed $48 million. The purpose of the bonds is to provide funds for the following purposes: (1) to pay all or a portion of the cost of acquiring, constructing, and equipping a new residence hall and dining facility on CWU’s Ellensburg campus and renovating a student apartment complex, (2) to capitalize interest on the bonds, if interest is capitalized, and (3) to pay the costs of issuance and sale of the bonds. On February 23, Moody’s Investors Service assigned an A1 rating to CWU’s proposed $48-million System Revenue Bonds, Series 2018, and affirmed A1 ratings on approximately $115 million of the university’s outstanding parity debt, with a stable outlook. On the morning of February 28, CWU sought bids for bonds, selected a high bidder, and secured the interest rate associated with the bonds for inclusion in the motion below that authorizes the sale. Motion 18-10: Mr. Nellams moved that the Board of Trustees of Central Washington University approves Bond Sale Resolution No. 18-03, which authorizes the competitive sale of System Revenue Bonds, Series 2018 award to the winning bidder Bank of America Merrill Lynch, based on a True interest cost of 3.73. The motion was seconded by Mr. Conner and approved unanimously.

The next meeting of the Board of Trustees is May 17 and 18, 2018 in Ellensburg. Meeting adjourned at 4:14 PM.

Linda Schactler, Secretary to the

Keith Thompson, Chair

Board of Trustees

Board of Trustees

Central Washington University

Central Washington University

2 Board of Trustees Minutes Special Telephonic Meeting, February 28, 2018

Aviation Flight Program and Operations May 17, 2018

Katherine P. Frank Provost and Vice President, Academic and Student Life Joel Klucking Vice President, Business and Financial Affairs

Background: Aeronautical Operations

Letter to County requesting a plan to support Aviation at Bowers

Second letter to County

Regular meetings between CWU & Kittitas County to develop long term Co- Sponsorship Agreement

Runway 7/25 Closed

Meetings between CWU & Kittitas County begin

June 2018

Summer 2017

November 2017

October 2017

Winter - Spring 2018

Board Resolution Requiring Sustainable Solution Be Sought

Board Approval to Bring Flight Training In-House

Board Review of Consultant Report

See supporting documents: CWU Board of Trustees Resolution 17-06, letters to County Commissioners (October and November 2017), CWU Aviation History

Options

• Work with the County • Move the Program • Close the Program - Strong preference is to remain at Bowers Field. It is the best option for our students and for the community.

Board Resolution and Report Board Resolution 17-06

1.) A plan to guarantee sustainable, high quality aviation education services at Bowers Field Airport, which may include the options of purchase or long-term lease of the facility; 2.) A business plan to move the CWU Aviation program from Bowers Field Airport to McAllister Field in Yakima, WA.

Board Resolution and Report Conclusions and Recommendations: • Find a workable solution with Kittitas County and keep the program at Bowers Field • Pursue co-sponsorship of Bowers Field with Kittitas County • Hire an airport manager (CWU as co-sponsor) • Evaluate flight fee structure so as to eliminate the need to rely on tuition to cover flight costs

See supporting documents: Final Project Report, Drs. Nettey and Brady; RCW 39: Interlocal Agreement; Spokane County/City Airport Agreement

Co-Sponsorship: Overview

Management and Operations * • Inside (Aeronautical Operations – CWU Responsible) • Outside (Industrial/Business Park – County Responsible) Governing Board • Membership • Scope of Authority • Delegations of Authority CWU Responsibilities • Airport Manager • Two additional staff members to support operations • Renegotiation of existing leases (structural and land) • Deferred maintenance and general upkeep • Runways 11-29 and 7-25 *See supporting document: Bowers Field aerial image

Key Deliverables and Time Frame

Business Plan for New Governing Board

Finalize Co-Sponsorship Agreement

Agreement on Path Forward

Kittitas County Special Code Amendment

Airport Co-Sponsorship Transition Complete

By June 30

October 2018

April 2019

After April 2019

February 2019

CWU Board of Trustees Review Points

Risks and Rewards?

Risk

Reward

• University/County Partnership: consistency and transparency

• More CWU control and influence over aeronautical operations at Bowers Field • Comprehensive and transparent oversight of airport operations (both inside and outside fence) aeronautical operations and oversight of assets • Full-time professional airport management • Direct involvement in

• Governing Board: composition and management

• Financial Pressure: staff and assets

• Existing Relationships: community and tenants

Discussion

Academic and Student Life May 17, 2018

Katherine Frank Provost and Vice President, Academic and Student Life

NWCCU Reaffirmation of Accreditation • Site Visit 22-24 October 2018 • Focus on mission fulfillment across five core themes o Teaching & Learning o Inclusiveness & Diversity o Scholarship & Creative Expression

o Public Service & Community Engagement o Resource Development & Stewardship

NWCCU Reaffirmation of Accreditation Trustees’ role and responsibilities o 21 October • Sunday Afternoon Work Session and Dinner o 22 October • Welcome Breakfast & Meeting with Evaluation Team • Key Questions (Information Item A) o 24 October (optional) • Exit Session • Commendations & Recommendations

NWCCU Reaffirmation of Accreditation • Components o Self-study narrative • Eligibility Requirements • Five Standards o SharePoint evidence repository o Data dashboard • Communication campaign o Website: Mission Fulfillment o Print and digital materials o Briefings and community open forums o Public comment period

NWCCU Five Standards • One: Mission & Core Themes (Rubric #1) • Two: Resources & Capacity (Rubric #2) • Three: Planning & Implementation (Rubric #3) • Four: Effectiveness & Improvement (Rubric #4 & Outcomes Assessment Plan & Progress Rubric) • Five: Mission Fulfillment, Adaptation, & Sustainability (Rubric #5)

Reappointment, Tenure, Promotion, and Post- Tenure Review • 2 nd and 3 rd year Reappointment: Nineteen Applications • 4 th and 5 th year Reappointment: Twenty Applications • Tenure and Promotion: Thirty-six Applications and Twenty-eight Recommendations • Post-Tenure Review: Sixty-three Applications

Discussion

CENTRAL WASHINGTON UNIVERSITY Board of Trustees May 17, 2018 EXECUTIVE SUMMARY-INFORMATION – NWCCU Reaffirmation of Accreditation Site Visit Key Questions for Trustees A Northwest Commission on Colleges and Universities (NWCCU) review team will come to Ellensburg October 22-24, 2018 to evaluate the extent of CWU’s mission fulfillment based on the NWCCU Eligibility Requirements and Standards for Accreditation. Trustees are an integral part of this process. The NWCCU Accreditation Standards reference governing boards in Standard One: Mission and Core Themes and in Standard Two: Resources and Capacity. These standards are provided below. Some evaluators will specifically refer to these standards during discussions with CWU stakeholders; others will not. Evaluators will likely be particularly interested in 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. Standard One: Mission and Core Themes The institution articulates its purpose in a mission statement, and identifies core themes that comprise essential elements of that mission. The institution defines the parameters for mission fulfillment and an acceptable extent of mission fulfillment. 1.A – Mission 1.A.1 The institution has a widely published mission statement— approved by its governing board — that articulates a purpose appropriate for an institution of higher learning, gives direction for its efforts, and derives from, and is generally understood by, its community. 1.A.2 The institution defines mission fulfillment in the context of its purpose, characteristics, and expectations. Guided by that definition, it articulates institutional accomplishments or outcomes that represent an acceptable threshold or extent of mission fulfillment. 1.B – Core Themes 1.B.1 The institution identifies core themes that individually manifest essential elements of its mission and collectively encompass its mission. 1.B.2 The institution establishes objectives for each of its core themes and identifies meaningful, assessable, and verifiable indicators of achievement that form the basis for evaluating accomplishment of the objectives of its core themes Standard Two: Resources and Capacity By documenting the adequacy of its resources and capacity, the institution demonstrates the potential to fulfill its mission, accomplish its core theme objectives, and achieve the intended outcomes of its programs and services, wherever offered and however delivered. Through its governance and decision- making structures, the institution establishes, reviews regularly, and revises, as necessary, policies and procedures that promote effective management and operation of the institution

2.A – Governance: Governing Board 2.A.4 The institution has a functioning governing board consisting of at least five voting members, a majority of whom have no contractual, employment, or financial interest in the institution. If the institution is governed by a hierarchical structure of multiple boards, the roles, responsibilities, and authority of each board—as they relate to the institution—are clearly defined, widely communicated, and broadly understood. 2.A.5 The board acts only as a committee of the whole; no member or subcommittee of the board acts on behalf of the board except by formal delegation of authority by the governing board as a whole. 2.A.6 The board establishes, reviews regularly, revises as necessary, and exercises broad oversight of institutional policies, including those regarding its own organization and operation. 2.A.7 The board selects and evaluates regularly a chief executive officer who is accountable for the operation of the institution. It delegates authority and responsibility to the CEO to implement and administer board-approved policies related to the operation of the institution. 2.A.8 The board regularly evaluates its performance to ensure its duties and responsibilities are fulfilled in an effective and efficient manner. Questions Trustees Should Be Prepared to Answer 1. What is the primary mission of the institution? Who are the students that CWU serves? • Has the mission – or the student profile – changed since the last NWCCU comprehensive site visit (fall 2009) or the NWCCU Mid-Cycle Evaluation visit (fall 2014)? • Thinking about the institution’s future, is the mission likely to remain the same – or change? • Will the student profile change – or remain the same? • If the mission and/or student profile is likely to change, how and why do you see them changing? 2. What are the institution’s core themes? • How do those core themes relate to the institution’s mission? • Have those core themes changed since the last NWCCU site visit? • Thinking about the institution’s future, are those core themes likely to remain the same – or change? • If they are likely to change, how and why do you see them changing? 3. To what extent is the institution fulfilling its mission and core themes? • Where and in what ways is the institution meeting or exceeding the expectations it set for itself? • Where and in what ways is the institution falling short? • How is the institution addressing those shortcomings? 4. Since the last NWCCU site visit, in what ways has the institution had to adapt to changing circumstances – in terms of both external and internal factors? • How well has the institution adapted to change? • Thinking about the future, how well-equipped is the institution to adapt to change? 5. What are the primary challenges the institution has had to overcome since the last NWCCU site visit?

• What are the primary challenges the institution currently faces? • What challenges are on the horizon? • How do you see the institution addressing and overcoming those challenges? 6. How do you ensure that , as trustees, you are meeting the requirements of NWCCU Standards 1.A.1, 2.A.4, 2.A.5, 2.A.6, 2.A.7, and 2.A.8 listed above? 7. What is the nature of the board’s relationship(s) with administrators, faculty, staff, and students ?

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 Board of Trustees May 17, 2018

EXECUTIVE SUMMARY-INFORMATION – NWCCU Reaffirmation of Accreditation Evaluation Rubrics On March 12, 2018, the Northwest Commission on Colleges and Universities (NWCCU) disseminated the attached rubrics. The site visit team coming to Ellensburg October 22-24, 2018 will use these rubrics to evaluate the extent to which CWU meets the NWCCU Eligibility Requirements and Standards for Accreditation. As part of the self-study process, the following university community members are using these rubrics to evaluate CWU’s performance in terms of the Eligibility Requirements and Accreditation Standards: • The President and Cabinet • Various direct reports to Cabinet members • The Provost’s Council and various direct reports to council members • The Reaffirmation of Accreditation Steering Committee

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 Board of Trustees May 17, 2018

Executive Summary - 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 with the execution of a contract between CWU and Shoda Enterprises. The statement of work includes defining and implementing project management standards and tools, project management training of key project personnel, and enhanced communications and visibility of project data. Currently the PMO is managing or providing oversight on 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 I 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 Upgrade The PMO sets a strong foundation for the successful management of strategic projects and initiatives that are in-flight or newly formed. However, future projects will require a sustainable and reliable model that fosters project management excellence throughout the university. This is only achieved when standardized processes, procedures, tools, training and support functions are established, implemented, and continuously improved upon. The PMO is evaluating options, alternatives, and cost models associated with institutionalizing a PMO, both centralized and decentralized. This decision report will be completed by the end of May 2018. Submitted: Approved for submittal:

James. L. Gaudino President

Richard Duffett Interim Vice President of Operations

Project Management Office 05/17/18

“Planning is an unnatural process; it is much more fun to do something. The nicest thing about not planning is that failure comes as a complete surprise, rather than being preceded by a period of work and depression.”

- Sir John Harvey-Jones

Why Create a Project Management Office?

• Coordinates the completion of multiple projects ü High value ü High visibility ü Strategically important

• Ensures efficient use of limited resources • Centralized communication avoids issues • Addresses or avoid unresolved tensions • Strategic planning avoids cost overruns • Coordinates resource allocation among competing priorities

PMO Life Cycle Loop - Overview

Strategic Planning

Continuous Improvement

Process Reengineering

Project Portfolio Management

Projects

Project Governance

PMO – Maturity Levels

Tactical

Strategic

Ad-Hoc

Consistent -Secure management support -Establish common goals across project teams -Consistent use of documented process -Establish and implement PM training

Integrated Comprehensive Optimizing

-No formal PM processes exist across the university

-Integrate business and PM processes -Integrate project information through PMIS

-Defined goals for all functions and processes -Promote metrics- based performance -Promote participation of all stakeholders

-Proactively prevent issues -Implement a continuous improvement strategy -Achieve high project success rates

-Develop advanced techniques

-Establish risk management culture

-Establish PM core competency

PMO – Objectives

Tactical

Strategic

Ad-Hoc

Consistent

Integrated

Comprehensive Optimizing

- Discourage “Under the Table” or Untracked Work

- Review Progress Through Weekly/Monthly Checks - Provide General Support - Assist with Project Planning

- Identify Overlapping Projects

- Manage Project Prioritization and Reprioritization - Resource Capacity Planning

- Actively Manage and Enhance Process and Procedures - Achieve High Project Success Rate

- Monitor Project Scope Creep

- Develop Advanced Processes (Risk Mgt, Scope Mgt) - Leverage Historical Lessons Learned

- Improve ROI

- Collect Project Data in Consistently Used PMIS

- Enforce Project Standards

- Strengthen PM Skills (Coach, Mentor, Train)

PMO – Support & Control

Support

Control

PMO

• PM Standards, Methodology, Processes • Master Project Schedule • Issue Tracking/Reporting • Project Document Repository • Project Consulting and Mentoring • PM Coaching / Training / Certification • PM Tools & Support

• Project Audits • Business Case • Project Approval

• Project Prioritization • Project Management • Resource Management • Cost and Schedule Control • Project Portfolio Management

PMO…Where to Start? PHASE I

1. Obtain Management Buy-in 2. Organizational Alignment

3. Define PMO 4. Justify Value PHASE II 1. Confirm PMO Organization & Funding Model 2. Communicate PMO Goals 3. Review Tools, Processes & Templates 4. Continuously Improve

Central Washington University Board of Trustees May 17, 2018 Executive Summary – Data Warehouse Project 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. 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 already-established contracting vehicle, greatly reducing the time needed to secure get 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. Data Warehouse Phase One. During the first phase of the project, the project team developed a systems approach for data transformation and analysis to ensure the accuracy and consistency of data. Timely, relevant, and accurate data sets are now in place. The project team is finalizing the goal of providing accurate and reproducible reports for state and federal agencies and for the Northwest Commission on Colleges and Universities. The project also established a methodology to produce edit checks for the host system data, resulting in accurate and reliable data. Data Warehouse Phase Two. While some of the original risks associated with dimensional modeling and the complexity of the data warehouse environment remain, the second phase will evolve the data warehouse past the initial goals of the previous plan and increase the capacity of the warehouse to support self-serve analytics. To date, the project has spent approximately $250,000 of the allocated funds; consultants are expected to be engaged for an additional four months.

Submitted:

Approved for submittal:

Richard Duffett Interim Vice President of Operations

James. L. Gaudino President

Data Warehouse Expansion Project Update

Andreas Bohman, CIO

Board of Trustees, 17 May 2018

Data Warehouse Project Update

“It is a capital mistake to theorize before one has data.”

- Sir Arthur Conan Doyle

Data Warehouse Project Update A data warehouse is a subject-oriented, integrated, time-variant and non-volatile collection of data that is transformed into information and insights in support of institutional decision making.

A Brief History of Data

2017

2013

2014

2015

2016

2018

Selection and procurement

DW Project, v. 1

DW Project, v. 2

DW Go-Live (Student Data-Mart)

IE / IS Staff Alignment

Legend

- Executive Director Transition

- CIO Transition

- Data Warehouse Project

Data Warehouse Project Goals

• Provide a separate methodology for extracting transactional data for operational uses and decision-making. • Provide consistent data for self-service analytics and that decision-makers can publicize and use for business management practices. • Provide accurate data for official governmental reports that are reproducible. • Have a data warehouse strategy that works in conjunction with public facing data to provide credibility for the institution, both internal (e.g. dashboards) and external (university web pages). • Have a methodology to produce edits for the functional users to correct host system (e.g. PeopleSoft) data before static files are transferred to the warehouse.

Data Warehouse Project Goals

Data Warehouse

Self-Service Analytics

Dashboards

Accreditation

FILE LOAD TO DW

Regulatory Reporting

Public

ERROR REPORTS

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