February 2018 Board meeting - CWU Sammamish - a

Feb.2018

FEBRUARY BOARD MEETING CWU Sammamish February 8 and 9, 2018

February 8, 2018 Location: CWU Sammamish 120 228 th Ave NE Sammamish, WA 98074

1:30 – 4:30 PMWORK SESSION (Room 201 B)

1:30 – 1:40 PM Welcome to Sammamish: Sammamish Mayor Approval of Agenda and Minutes 1:40 – 3:00 PM ACADEMIC AND STUDENT LIFE 3:00 – 3:15 PM BREAK 3:15 – 4:30 PM BUDGET AND FINANCE

FEBRUARY BOARD MEETING CWU Sammamish February 8 and 9, 2018 Agenda

Approval Agenda and Minutes

Central Washington University Board of Trustees February 9, 2018

ACTION ITEM – Approval of the minutes of the regular meetings of November 2 and 3, 2017 and the Special Telephonic meeting of December 12, 2017.

We recommend the following motion:

The Board of Trustees of Central Washington University hereby approves the minutes of the regular meetings of November 2 and 3, 2017 and the Special Telephonic Meeting of December 12, 2017.

Submitted:

Linda Schactler Chief of Staff

Approved for submittal:

James L. Gaudino President

Board of Trustees Minutes November 2-3, 2017

Draft

November 2, 2017 Work Session Barge Hall, room 412 The work session was called to order at 1:45 p.m. Present:

Keith Thompson, Chair Ron Erickson, Vice Chair Chris Liu Ciara White Emily Washines Erin Black

Glenn Johnson (via phone) Robert Nellams (via phone) 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 Guests Jeff Hensler, Chair, CWU Foundation Susan Musselman, Public Financial Management

Chair Thompson welcomed two new trustees: Emily Washines and Ciara White.

Information – Budget and Enrollment Management Vice President Klucking explained that in July the Board of Trustees approved the fiscal year 2018 operating budget. Each year after fall census, when student enrollment levels are known, staff provide the Board with a forecast for the full year based on enrollment and other known changes. The summary is slightly more favorable in most areas due to strong enrollment growth.

Trustees have requested a longer-term forecast for the operating funds of the university. A six-year forecast for the core functions of the university was presented and provided a platform to continue long-term operational and financial planning. Vice President O’Hare gave a brief updated on the Fall 2017 Census Enrollment Report. Enrollment is a key institutional revenue driver. Official enrollment statistics are always tabulated on the tenth instructional day of the academic year. The full Fall 2017 Census Enrollment Report includes headcounts by campus, student type, legal residence, demographics, and student enrollment by full-time equivalent. Data definitions and descriptions appear at the end of the report, and provide information helpful to interpretation. Total enrollment is up 214 students over 2016. Freshman enrollment increased by 225; total Ellensburg enrollment increased by 123. Freshman to sophomore retention fell to 72.3 percent, prompting board members to request a report in February about plans to enhance retention, as well as to report on strategies to increase enrollment at satellite locations. Information – North Campus Capital Projects In July 2017, the Board of Trustees endorsed the development of proposals for three capital projects: a new residence hall, expanded recreation facilities, and an upgrade to Tomlinson Stadium. The board’s direction was prompted by an urgent need to address a shortage of housing, increased demand for recreational facilities, and the critical erosion in the quality of the stadium. CFO Joel Klucking is leading the development of financing options for each, including consultation with CWU’s bond consultant, Public Financial Management. Chief of Staff Linda Schactler has led the coordination of the development of proposals for all three of the following projects. 1. New Hall is a 400-bed residence hall that will be sited at the northeast corner of the intersection of E. Dean Nicholson Blvd and N. Wildcat Way. CWU will use a design-build approach for this project, which is expected to reduce costs and construction time by three months. The project assumes the demolition of two facilities that are in very poor condition: Peterson Hall, the former location of CWU ROTC programs, and the facility that housed the Chimpanzee and Human Communication Institute until 2013. The estimated cost of the project is $45 million, which would be funded through bond sales. Lead staff on this project has been Richard DeShields, Dean of Student Success. 2. The Recreation Expansion project will build a track facility in the southeast corner of North Wildcat Way and 18 th Avenue, replacing the crumbling, nearly 60-year-old track now located in Tomlinson Stadium. The expansion will include lighting, perimeter fencing, and turf inside the track. The project, unanimously recommended by the Student Recreation Advisory Board, will be funded with $4 million of Recreation Fee reserves. Non-CWU organizations and CWU units outside the Recreation Department (e.g. varsity athletics, academic departments) will pay to use the facility. Recreation is working closely with Athletics to ensure the track facility meets specifications for NCAA competition, and to coordinate design and construction services with the Tomlinson Stadium Upgrade. The lead staff for this project has been Jenna Hyatt, Associate Dean of Student Living.

3. Tomlinson Stadium was constructed in 1959 and has not been renovated since. The proposed renovation would make the stadium regulation size for rugby and soccer, as well as football.

2 Board of Trustees Minutes November 2-3, 2017

It upgrades perimeter fencing and restrooms, and adds artificial turf and lights. The CWU Foundation has agreed to fund this $4-million project. The lead staff for this project has been Athletic Director Dennis Francois. The board reviewed the development of the site, design specifications, and financing strategies for the three projects.

Meeting adjourned at 4:51 PM.

Trustees, the president and chief of staff attended a social dinner at the University House from 5:30- 8:00 p.m. No business was conducted.

November 3, 2017 Barge Hall, Room 410 Executive Session Present: Keith Thompson, Chair Ron Erickson, Vice Chair Erin Black Glenn Johnson (via phone) Chris Liu

Robert Nellams 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

An executive session was held for the purpose of discussing issues related to real estate and personnel per RCW 42.30.110. The meeting was convened at 8:00 a.m. At 8:47, the executive session was extended another 30 minutes. Executive session ended at 9:20 a.m. Regular Business Meeting The regularly scheduled business meeting was called to order at 9:31 a.m. Present:

Keith Thompson, Chair Ron Erickson, Vice Chair Chris Liu Ciara White Emily Washines Erin Black Glenn Johnson (via phone) Robert Nellams Staff to the Board James L. Gaudino, President Linda Schactler, Secretary to the Board, Chief of Staff,

3 Board of Trustees Minutes November 2-3, 2017

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: Jeff Hensler, Chair, CWU Foundation Action – Approval of Amending the Agenda Motion 17-44: Mr. Erickson made a motion to amend the agenda of November 2, 2017 to include one additional action items. Mr. Nellams seconded the motion. Motion approved. Action – Approval of the Agenda Motion 17-45: A motion that the Board of Trustees of Central Washington University hereby approves the agenda of the meetings of November 2 and 3, 2017 was presented by Mr. Liu and seconded by Mr. Nellams. The motion was approved. Approval of Minutes Motion 17-46: Mr. Liu moved that the Board of Trustees of Central Washington University approve minutes of the Annual Planning Retreat of July 20-21, 2017 and the special telephonic meeting of September 27, 2017. Mr. Johnson seconded the motion. The motion was approved. Public Comment Chair Thompson reported that one person signed up for public comment. Dr. Kenneth Smith, Chair of the CWU Department of Accounting offered comments on board goals and monitoring site visits. Information – University Advancement Report At their July planning retreat, the Board asked for regular briefings on the work of the CWU Foundation and the Department of University Advancement. Vice President Wade reported that the mission of University Advancement is to “build a movement of greater community, connection and capacity for Central Washington University and is organized around five strategic areas – alumni and constituent relations, communications, development/fundraising, operations and donor relations.” Performance Data for FY12 To FY17. As University Advancement has built out alumni and donor engagement capacity over the past five fiscal years, fundraising results have increased significantly – moving from total giving of $1.7 million in FY12 to more than $4 million over the last two fiscal years. Donor retention, alumni giving participation, and total CWU Foundation net assets also have increased. The Board of Trustees Scholarship, as of June 30, 2017, had a balance of $59,801 and was able to award three scholarships for the 2017/2018 academic year.

4 Board of Trustees Minutes November 2-3, 2017

Information – Provost’s Report Provost Frank introduced the two new Associate Provosts: Dr. Gail Mackin, Associate Provost of Undergraduate and Faculty Affairs, and Dr. Gayla Stoner, Associate Provost of Extended Learning and Outreach. Preparation for the fall 2018 accreditation site visit continues and remains on track. Revisions to Core Theme 4 and Core Theme 5 are complete and ready for Board of Trustees review. The Provost’s Council has approved a financial template to accompany all new program proposals. This template will meet the Code of Federal Regulations and NWCCU substantive change requirements. The template is now under review by the Faculty Senate. Drafts of the 2016-2017 Progress Grid and 2017-2018 ASL Workplan have been posted to the Provost Office webpage and there are three campus opportunities for discussion and feedback. Major initiatives include continued progress on General Education Redesign, the Baccalaureate Taskforce, and RCM/ABB implementation and refinement; strategic thinking regarding potential pursuit of HSI status; student retention; faculty recruitment and retention; and transfer students and services. WHEREAS, CWU is committed to serving external communities for the mutually beneficial exchange of service, knowledge, and resources, and that such engagement includes the appropriate use of university resources to support existing partnerships and engage new partners to contribute to the educational, social, and economic progress of external communities (Strategic Plan Core Theme 4); WHEREAS, CWU must provide the facility and technology infrastructure and services appropriate to meet university objectives, while maximizing sustainability and stewardship (Strategic Plan Core Theme 5); WHEREAS, Demand for pilots is high . Aviation Industry forecasts indicate a looming shortage in skilled aviation professionals in coming years. According to the International Civil Aviation Organization, which monitors international aviation policies, airlines around the world will need 480,000 new airplane technicians and 350,000 more pilots over the next 20 years; WHEREAS, CWU has the experience to produce high quality aviation professionals. A leader in educating aviation professionals since the 1940s, CWU recently has experienced significant increases in the Aviation program enrollment, and has worked aggressively to expand aviation enrollment capacity and to create comprehensive and exciting curriculum that meets industry needs; and WHEREAS, Ellensburg’s proximity to the burgeoning Puget Sound region makes regional flights from Bowers Field a possibility in the long term. Seattle-area population has increased by more than 1,000 per week since 2010, placing tremendous pressure on greater-Seattle transportation infrastructure. Everett and Wenatchee host two airports that recently have begun to offer regional air service; Ellensburg could be next; and WHEREAS, Bowers Field airport has been allowed to fall into disrepair. The neglect of this valuable facility has made uncertain the ability of CWU to continue to serve current students, let alone escalate enrollment to meet additional educational demand. The staff of the facility owner have publicly called the airport a “liability” and stated the possibility of recommending closure of the airport by March 2018; Action – Approval of Resolution 17-06 Trustee Erickson read Resolution 17-06:

5 Board of Trustees Minutes November 2-3, 2017

NOW THEREFORE BE IT RESOLVED, in order to support commitments to current students and to the aviation industry, CWU must make some critical choices about future aviation operations, and, as a result, directs staff, by January 1, 2018, to complete and deliver to Trustees for consideration the following analyses: • 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; or alternatively • A business plan to move the CWU Aviation program from Bowers Field Airport to McAllister Field in Yakima, WA. • A review and discussion of other alternatives which can allow CWU to better serve the requirements of the broad community as it relates to the training of aviation professionals. Motion 17-47: Mr. Erickson moved that the Board of Trustees of Central Washington University hereby approves Resolution 17-06, which reiterates CWU’s commitment to Aviation. Mr. Nellams seconded the motion. The board approved the resolution and motion unanimously. 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 17-48: Mr. Nellams moved that the Board of Trustees of Central Washington University approves the consent action items submitted November 3, 2017, which was seconded by Mr. Liu. The motion was approved. Action – Approval of New Hall Proposal and Pro Forma CWU proposes to construct a new, 400-bed residence hall at the northeast corner of the intersection of E. Dean Nicholson Blvd and N. Wildcat Way. The estimated cost of the project is $45 million, which includes all design and construction costs, debt issuance costs and capitalized interest. This project will be financed with revenue bonds on a 30-year repayment term. The bonds will be collateralized by CWU System revenues, which include Housing & Dining, Wildcat Shop, Parking and Student Activities funds. Motion 17-49: Mr. Liu moved that the Board of Trustees of Central Washington University hereby delegates authority to the Vice President for Business and Financial Affairs, or his designee, to secure a design-build contractor and related revenue bond financing. Mr. Nellams seconded the motion. The motion was approved. Action – Approval of Recreation Expansion Proposal and Pro Forma The Recreation Expansion project will build a track facility in the southeast corner of North Wildcat Way and 18th Avenue. The project, unanimously recommended by the Student Recreation Advisory Board, will be funded with $4 million of Recreation Fee reserves. Non-CWU organizations and CWU units outside the Recreation Department (e.g. varsity athletics, academic departments) will pay to use the facility. Ongoing operational costs related to the recreation expansion will be incorporated into the broader Recreation Center budget which is supported by a student fee. Motion 17-50: Ms. Black moved that the Board of Trustees of Central Washington University hereby approves the use of $4 million in Recreation Fee reserves for the design and construction of the Recreation Expansion Project. Mr. Nellams seconded the motion. The motion was approved.

6 Board of Trustees Minutes November 2-3, 2017

Action – Approval of Tomlinson Stadium Upgrade CWU proposes to upgrade Tomlinson Stadium, which was constructed in 1959 and has not been renovated since the early nineties. The CWU Foundation has agreed to fund this $4-million project. Ongoing operational costs due to the renovations will be the responsibility of the university. Motion 17-51: Mr. Nellams moved that the Board of Trustees of Central Washington University hereby approves the Tomlinson Stadium Upgrade project described during the November 2, 2017 work session of the board of trustees, which will be funded by $4 million from the CWU Foundation. Mr. Liu seconded the motion. The motion was approved. Action – Approval of Faculty Code Changes At their May 31, 2017 meeting, the Faculty Senate voted to amend the Faculty Code: Motion 17-52: Mr. Nellams moved that the Board of Trustees of Central Washington University endorses the recommendation of the Faculty Senate and approves the changes to Faculty Code. Liu seconded the motion. The motion was approved. Action – Approval/Review of the University Strategic Plan CWUP 1-10-050 states that the Board of Trustees “will regularly review the mission statement/strategic plan of the university.” Motion 17-53: Mr. Nellams moved that the Board of Trustees of Central Washington University hereby confirms review and approval of non-substantive revisions to the University Strategic Plan as recommended by the Provost this day November 3, 2017, which was seconded by Mr. Liu. The motion was approved. Board/Student Engagement Activity Board members attended Day of the Dead festivities in the Student Union and Recreation Center from 11:00 a.m. – 12:00 p.m. as part of their student engagement activities. The next meeting of the Board of Trustees is February 8 and 9, 2018 at CWU Sammamish. Meeting adjourned at 12:00 PM. • Recommend amending Senate Faculty Code Section IV.C Officers of the Senate • Recommend adding Senate Faculty Code Section VI Vote of No Confidence

Linda Schactler, Secretary to the

Keith Thompson, Chair CWU Board of Trustees

CWU Board of Trustees

7 Board of Trustees Minutes November 2-3, 2017

Board of Trustees Minutes Special Telephonic Meeting December 12, 2017 Trustees Present (via telephone): Keith Thompson, Chair Ron Erickson, Vice Chair Chris Liu Ciara White Emily Washines Erin Black

Draft

Glenn Johnson Robert Nellams Staff Present: James Gaudino, President Linda Schactler, Board Secretary / Chief of Staff

Joel Klucking, Board Treasurer / Vice President for Business & Financial Affairs Katherine Frank, Provost & Vice President for Academic Affairs & Student Life Kim Dawson, Executive Assistant to the President/Board of Trustees Others present (via telephone ): Alan Smith, Assistant Attorney General

Chair Thompson convened the special telephonic meeting at 2:38 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 conduct a confidential discussion in executive session per RCW 42.30.140, and to approve a supplemental funding request from the Services and Activities Committee. Chair Thompson announced that the board was going into executive session for 15 minutes. The executive session was convened at 2:40 p.m. The executive session concluded at 2:53 p.m. Approval of S&A Supplemental Funds Request Motion 17-54: Mr. Liu moved that the Board of Trustees of Central Washington University endorses the recommendation of the Services and Activities Committee to appropriate $92,970 in supplemental funding for the purpose of supporting a trip by the CWU Symphony to the Capital Orchestra Festival. The motion was seconded by Mr. Nellams and approved unanimously. The next meeting of the Board of Trustees is February 8 and 9, 2018 at CWU Sammamish. Meeting adjourned at 2:58 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, September 27, 2017

FEBRUARY BOARD MEETING CWU Sammamish February 8 and 9, 2018 Agenda

1:40 – 3:00 PM – ACADEMIC AND STUDENT LIFE • Extended learning o Sammamish Update • Retention • Strategic Planning and Re-Accreditation

o Transfer Enrollment: recruiting at University Centers

Academic and Student Life February 8, 2018

Katherine Frank, Provost and Vice President, Academic and Student Life Gail Mackin, Associate Provost, Undergraduate and Faculty Affairs Gayla Stoner, Associate Provost, Extended Learning and Outreach Bernadette Jungblut, Associate Provost, Accreditation, Academic Planning, and Assessment

Extended Learning and Outreach: CWU-Sammamish & Transfer Student Enrollment and Recruitment University-wide Collaborative Approach

Gayla Stoner, Associate Provost Extended Learning and Outreach

CWU-Sammamish

• Fall and Winter Offerings – 27 General Education Courses • 130 Course Enrollments • 4 High Schools – 4 English as a Second Language Courses • 17 Course Enrollments – 7 Continuing Education Programs • 58 Enrollments • Community Outreach – 2 Open Houses with Information Sessions • 200 + Attendees – City of Sammamish, Skyline High School, & YMCA – February 10, Chinese New Year

Transfer Student Headcount

• Transfer Total – 4411 Fall 17 • University Centers – 873 Fall 17 • Online – 968 Fall 17

Number of Online Undergrad Students Fall 2014 - 17

Top 5 Online Program Enrollments BAS – ITAM

Fall 2014

Fall 2015

Fall 2016

Fall 2017

252 256 250 237

BS – ITAM

136 179 192 259

Law & Justice

110 129 127 93

Psychology Sociology

110 111 113 133

45

43

49

53

Total of Top 5

653 728 701 775

Total of ALL (11) Online Programs

817 893 927 968

TheCIS Dashboard @ Census Fall 2017

Number of Majors Served at Centers Fall 2014 - 17

Fall 2014

Fall 2015

Fall 2016

Fall 2017

CWU-Des Moines

748 732 668 633

CWU-Lynnwood

515 496 464 519

CWU-Pierce County CWU-Yakima

226 276 318 352

131 107 108 108

CWU-Wenatchee

89

75

49

55

CWU-Moses Lake

77

63

71

66

Total

1786 1749 1678 1733

TheCIS Dashboard @ Census Fall 2017

Transfer Initiatives: University-wide Collaborative Approach • Extended Learning Strategic Plan

• Transfer Student Workgroup • University Centers Workgroup • EM Recruitment Subcommittee • Public Affairs • Admissions Training • Advisory Councils

Discussion

Retention Update

Gail Mackin, Associate Provost Undergraduate and Faculty Affairs

New Student Enrollment & Retention

1,000 1,500 2,000 2,500

Transfer FTFTF

2012

2013

2014

2015

2016

2017

Axis Title

65% 70% 75% 80% 85%

Transfer FTFTF

2012

2013

2014

2015

2016

Axis Title

CWU 2017 Enrollment & Retention Report 01/15/2018

FTFTF Cohort Trends

• Fall 2013 to Fall 2016 • Increased by more than 400 students (27.0%) • Retention rate decrease from 78.86% to 72.57% • Identified areas of opportunity:

• Diverse (R/E) students • Pell Eligible students • First Generation students

CWU 2017 Enrollment & Retention Report 01/15/2018

2017 FTFTF Cohort Demographics

• 11.2% larger than 2016 Cohort • 41.1% larger than 2013 Cohort

• 34.5% Diverse students (R/E) • 38.4% Pell Eligible • 48.8% First Generation

CWU 2017 Enrollment & Retention Report 01/15/2018

FTFTF Cohort by HS GPA

0 100 200 300 400 500 600 700 800

2015 2016 2017

0-2

2-2.5

2.5-3

3-3.5

3.5-Inf

No GPA Recorded

Axis Title | Murky Middle |

CWU 2017 Enrollment & Retention Report 01/15/2018

Retention Trends By HS GPA

2015

2016

2017

HS GPA Enrolled Retained Enrolled Retained Enrolled 0-2 5 40.00% 2 0.00% 1 2-2.5 147 64.63% 101 51.49% 244 2.5-3 473 67.02% 622 63.67% 625 3-3.5 577 80.07% 669 75.19% 713 3.5-Inf 401 85.54% 472 86.02% 491

CWU 2017 Enrollment & Retention Report 01/15/2018

Retention Trends By HS GPA

2015

2016

2017

HS GPA Enrolled Retained Enrolled Retained Enrolled 0-2 5 40.00% 2 0.00% 1 2-2.5 147 64.63% 101 51.49% 244 2.5-3 473 67.02% 622 63.67% 625 3-3.5 577 80.07% 669 75.19% 713 3.5-Inf 401 85.54% 472 86.02% 491

CWU 2017 Enrollment & Retention Report 01/15/2018

Retention Trends By HS GPA

2015

2016

2017

HS GPA Enrolled Retained Enrolled Retained Enrolled 0-2 5 40.00% 2 0.00% 1 2-2.5 147 64.63% 101 51.49% 244 2.5-3 473 67.02% 622 63.67% 625 3-3.5 577 80.07% 669 75.19% 713 3.5-Inf 401 85.54% 472 86.02% 491

CWU 2017 Enrollment & Retention Report 01/15/2018

Retention Trends By HS GPA

2015

2016

2017

HS GPA Enrolled Retained Enrolled Retained Enrolled 0-2 5 40.00% 2 0.00% 1 2-2.5 147 64.63% 101 51.49% 244 2.5-3 473 67.02% 622 63.67% 625 3-3.5 577 80.07% 669 75.19% 713 3.5-Inf 401 85.54% 472 86.02% 491

CWU 2017 Enrollment & Retention Report 01/15/2018

Retention Trends By HS GPA

2015

2016

2017

HS GPA Enrolled Retained Enrolled Retained Enrolled 0-2 5 40.00% 2 0.00% 1 2-2.5 147 64.63% 101 51.49% 244 2.5-3 473 67.02% 622 63.67% 625 3-3.5 577 80.07% 669 75.19% 713 3.5-Inf 401 85.54% 472 86.02% 491

CWU 2017 Enrollment & Retention Report 01/15/2018

Retention Trends By HS GPA

2015

2016

2017

HS GPA Enrolled Retained Enrolled Retained Enrolled 0-2 5 40.00% 2 0.00% 1 2-2.5 147 64.63% 101 51.49% 244 2.5-3 473 67.02% 622 63.67% 625 3-3.5 577 80.07% 669 75.19% 713 3.5-Inf 401 85.54% 472 86.02% 491 Applying 2016 Retention Rates to the 2017 Cohort yields a 71.3% retention rate

CWU 2017 Enrollment & Retention Report 01/15/2018

Fall 17 to Winter 18 Non-Returners

Enrolled in Fall 17

Not Enrolled Winter 18

Attrition Rate

Cohort

2015 2016 2017

1644 1892 2103

104 136 168

6.3% 7.2% 8.0%

Challenges identified: • Poor academic performance • Demographics - common theme

FTFTF 2015-2017 Characteristics and Retention to Winter 2017 Official Data Report 01/17/2018 IE Query on Poor Academic Standing Fall 2017

Current Initiatives • Undergraduate Academic Advising Collaborative • Summer Bridge Program for Developmental Math • Remove Barriers to Student Success • Retention Committee • Samuelson: New Opportunities for Professional Development and Student Learning

Moving Forward • Require placement testing at orientation prior to registering • Require developmental courses in first year • Strongly encourage foundational courses in first year • Expansion of the PALs program (supplemental instruction) • Advising Syllabus • Mandatory midterm grades • Comprehensive longitudinal study on persistence to graduation

Discussion

Reaffirmation of Accreditation, Strategic Planning, and General ASL Update Bernadette Jungblut, Associate Provost Accreditation, Academic Planning, and Assessment Katherine P. Frank, Provost and Vice President Academic and Student Life

NWCCU Reaffirmation of Accreditation (RoA) • 22-24 October 2018 Site Visit • Demonstrate mission fulfillment: o Teaching & Learning o Inclusiveness & Diversity o Scholarship & Creative Expression

o Public Service & Community Engagement o Resource Development & Stewardship • Self-Study development: o Build and brief teams o Compile evidence o Develop data dashboard o Construct narrative o Roll out communication plan – web presence o Produce and disseminate final version

NWCCU RoA Data Dashboard Goals • Provide static display for NWCCU external evaluators • Design framework and build foundation for dynamic data warehouse and new dashboards • Enhance departmental and Student Success program reviews • Support: o Future institutional- & unit-level strategic planning o Retention and Baccalaureate Task Forces o Annual assessment planning and reporting o General Education assessment

NWCCU RoA Data Dashboard Access Accessing this dashboard: • Log on to MyCWU • Click on “Analytics” tab • Click on “CWU NWCCU Accreditation”

NWCCU RoA Data Dashboard Demonstration Cohort-Based Enrollment & Retention by: • Admit Type o First-Time, Full-Time Freshmen o First-Time, Full-Time Transfers o FTFT Transfers with and without DTAs • Demographics • Additional Characteristics • Student Aid and Socioeconomic Status

NWCCU RoA Data Dashboard – Ongoing Enrollment Totals & Trends 2009-2018: • Institution, College, Degree, Program, Major • Fall, Winter, Spring, Academic Year • Key groups (See Handout #X) Retention, Persistence, Degree Completion 2009-2018: • Institution, College, Degree, Program, Major • Fall-to: Fall, Winter, Spring • Key groups • Pipeline reports

• Major migration analyses • Time-to-degree completion • Credit hours to degree completion

Discussion

NWCCU RoA Web Presence

Mission Fulfillment • Strategic Planning o Institutional o Unit-level

o Historical development

• Accreditation o About

o Fall 2018 Evaluation Site Visit o The Self-Study Process o My Role in Accreditation o Specialized Accreditation o Evidence Room

Supporting Retention & Degree Completion Baccalaureate Task Force • Academic Advising

• Developmental Programs • Diversity and Inclusivity • Honors • Interdisciplinary Programs • Transfer Students • University Centers General Education Redesign • Implementation Task Force • Faculty Senate Vote

CENTRAL WASHINGTON UNIVERSITY Board of Trustees February 8, 2018 EXECUTIVE SUMMARY – Extended Learning and Outreach

Extended Learning and Outreach is comprised of University Centers, Instructional Sites, Online Learning, Continuing Education, Running Start, Multimodal Learning, Distance Education, Multimodal Learning Center, and Dual Admission.

CWU University Centers and Instructional Sites include:

• CWU-Des Moines • CWU-Lynnwood • CWU-Moses Lake • CWU-Pierce • CWU-Wenatchee • CWU-Yakima • CWU-Sammamish • CWU-Joint Base Lewis-McChord

CWU’s newest instructional site is located in Sammamish and opened on September 20, 2017. CWU- Sammamish is an instructional site that provides general education undergraduate classes available to the public, including high school students. Continuing Education programs are also offered at the instructional site. These programs provide lifelong learning opportunities, education, and professional development programs. CWU has a need to position itself to attract and serve transfer students in a high-quality manner. Currently, we have approximately 4400 transfer students in Ellensburg, University Centers, and online. We serve approximately 1700 majors through the University Centers. Additionally, we have nearly 1000 students enrolled in online undergraduate programs. Over the fall 2017 quarter, we designed and pursued a University-wide collaborative approach engaging stakeholders across the campus and University Centers. Actively engaged stakeholders include, but are not limited to, University Center faculty and staff, Ellensburg faculty and staff, representatives of Student Services, Enrollment Management, Public Affairs, Alumni, and International Studies. On February 8, we will review the strategic activities underway within Extended Learning and Outreach to reach and serve transfer students. Most specifically, we will discuss our collaborative approach for recruiting and serving the transfer student population, as well as the growth strategies and tactics underway across CWU.

Submitted,

Katherine P. Frank Provost/Vice President for Academic and Student Life

Approved for submittal:

James L. Gaudino President

CENTRAL WASHINGTON UNIVERSITY Board of Trustees February 8, 2018 EXECUTIVE SUMMARY – Mission Fulfillment Web Presence

The Mission Fulfillment web presence supports CWU’s Northwest Commission on Colleges and Universities (NWCCU) reaffirmation of accreditation and also communicates key information about strategic planning, the Baccalaureate Task Force, General Education redesign, and assessment and continuous improvement: • 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 The Strategic Planning site presents CWU’s mission, vision, core values, core themes, objectives, outcomes, and indicators. Divisional strategic plans and initiatives will also be available – as will a history of strategic planning at CWU. The Baccalaureate Task Force site has been used to post work group charges and first progress reports; collect feedback from faculty and staff; and to communicate next steps and updates. The Assessment and Improvement site will house a collection of approximately 2500 documents demonstrating CWU’s commitment to asking – and answering – key questions about how well we are serving students, faculty, staff, alumni, and surrounding communities. The site also will also provide a series of peer comparisons and information about how we continuously strive to enhance our courses, programs, and services. The site construction is as follows: • Mission Fulfillment (AY2009-10 to AY2017-18) • CWU Compared to Peers (ratings and rankings) • Academic Program Planning • Seven-Year Departmental Program Review • Assessment Plans – by college, department, and degree program • Assessment Reports and Feedback – by college, department, and degree program • General Education • Survey Findings (alumni surveys, National Survey of Student Engagement, Faculty Survey of Student Engagement, Priorities Survey for Online Learners) • Course Evaluations (summaries) • Historical Reports The Accreditation site provides general information about NWCCU reaffirmation of accreditation including the importance, purpose, and goals; the Fall 2018 evaluation site visit, and the self-study process. The My Role in Accreditation site will become a particularly important space as it will include questions evaluators will likely ask of the following groups: students, staff, faculty, the Board of Trustees, the

Cabinet, other direct reports in the President’s Division, and direct reports in Academic and Student Life, Business and Financial Affairs, Diversity and Inclusivity, Strategic Enrollment Management, Operations, Public Affairs, and University Advancement. This page will become the primary vehicle for briefings of the university community in preparation for the site visit. The Specialized Accreditation page will present all self-study reports, external evaluations, and follow-up reports for the following: • Applied and Natural Science Accreditation Commission of ABET • Association to Advance Collegiate Schools of Business International (AACSB) • American Council for Construction Education (ACCE) • Accreditation Council for Education in Nutrition and Dietetics (ACEND) • American Chemical Society (Committee on Professional Training) • Commission on Accreditation of Allied Health Education Programs (CAAHEP) • Council for Accreditation of Counseling and Related Educational Programs (CACREP) • Engineering Technology Accreditation Commission of ABET • National Association of Schools of Music (NASM) The Evidence Room will be a password-protected page available to the NWCCU site evaluation team members, NWCCU staff, and NWCCU Commissioners.

Submitted,

Katherine P. Frank Provost/Vice President for Academic and Student Life

Approved for submittal:

James L. Gaudino President

HANDOUT 2 NWCCU Reaffirmation of Accreditation Data Dashboard

The primary goals of the NWCCU Accreditation Dashboard are as follows: • Provide a static display for the NWCCU site visit evaluation team

• Design the framework and build the foundation for the creation of a data warehouse and dynamic dashboards for a variety of institutional, divisional, college, departmental, unit, and individual needs • Immediately enhance departmental and Student Success program reviews In addition, this dashboard supports the following: • The Baccalaureate Task Force (BTF) and ongoing retention efforts including the following BTF work groups: o Academic Advising

o Developmental Programs o Diversity and Inclusivity o Honors o Interdisciplinary Programs

o Transfer Students o University Centers • General Education Assessment

• Annual assessment planning and reporting – at the course, program, and department levels • Future institutional-level and unit-level strategic planning by establishing baseline information that informs the setting of targets and thresholds that define mission fulfillment

To access the dashboard: • Log on to MyCWU

• Click on the “Analytics” tab • Click on “CWU NWCCU Accreditation”

The following is a summary of completed NWCCU Reaffirmation of Accreditation Data Dashboard tasks. Please note each task entails the completion of the following: • Data validation • Dataset construction • Data analyses • Data display construction • Dashboard components creation Enrollment: • 2009-2017 Fall Census Enrollment by Admit Type (First-Time, Full-Time Freshmen; All Transfers; Transfers with DTA and without DTA) • 2009-2017 Fall Census Enrollment by Admit Type and Gender; Race/Ethnicity; Gender and Race/Ethnicity: Residence Status (WA state and non-WA); Last External GPA; ACT Score; SAT Score; FAFSA Filing Status; Pell Eligibility; and First Generation in College/First in the Family in College Status

February 8, 2018

Retention: • 2009-2017 Fall Census by Admit Type (First-Time, Full-Time Freshmen; All Transfers; Transfers with DTA and without DTA); First-Year, Fall-to-Fall • 2009-2017 Fall Census by Admit Type and Gender; Race/Ethnicity; Gender and Race/Ethnicity: Residence Status (WA state and non-WA); Last External GPA; ACT Score; SAT Score; FAFSA Filing Status; Pell Eligibility; and First Generation in College/First in the Family in College Status; First-Year, Fall-to-Fall

Persistence and Degree Completion: • Consortium for Student Retention Data Exchange (CSRDE) reports for: o First-time, full-time freshmen o First-time transfer students (all) o First-time transfer students with Direct Transfer Agreements (DTA) o First-time transfer students without DTA

The following summarizes the prioritization of ongoing dashboard development. Please note the data validation and dataset construction steps have been completed for all items below. Data analyses have been largely completed. Data display construction and dashboard components creation have commenced for the completed data analyses and will continue to roll out as the remaining data analyses are finalized. Enrollment • 2009-2017 Winter Census Enrollment by Admit Type (First-Time, Full-Time Freshmen; All Transfers; Transfers with DTA and without DTA) • 2009-2017 Spring Census Enrollment by Admit Type (First-Time, Full-Time Freshmen; All Transfers; Transfers with DTA and without DTA) • Historical and current total enrollment profiles by college, degree designation, degree/major, and additional factors listed below • Enrollment predictions (for Standard Five – institutional adaptation and sustainability) • Fall-to-Winter and Fall-to-Spring by Admit Type; by Admit Type Gender; Race/Ethnicity; Gender and Race/Ethnicity: Residence Status (WA state and non-WA); Last External GPA; ACT Score; SAT Score; FAFSA Filing Status; Pell Eligibility; First Generation in College/First in the Family in College Status; and additional factors listed below Persistence and Degree Completion: • Consortium for Student Retention Data Exchange (CSRDE) reports for: o First-time, full-time freshmen (STEM majors – NSF CIP codes) o First-time, full-time freshmen (non-STEM majors) o First-time, full-time transfer students (STEM majors – NSF CIP codes) o First-time, full-time transfer students (non-STEM majors) • Pipeline reports and major migration analyses for successful students (completed bachelor’s degree at CWU) and unsuccessful students (did not complete bachelor’s degree at CWU): o First-time, full-time freshmen (within first AY at CWU; by term – Fall, Winter, Spring) Retention: • Fall-to-Fall by additional factors listed below

o First-time, full-time freshmen (who did not declare until second year at CWU – also by term – Fall, Winter, Spring) o First-time transfer students (all) o First-time transfer students (with DTA) o First-time transfer students (without DTA) • Time to degree completion (by admit type cohorts; institutional level, college, department, and major) • Credit hours to degree completion (by admit type cohorts; institutional level, college, department, and major) Additional Factors: • By residence based on address at time of application to CWU (international students; if in-state, by county; if out-of-state, by state) • By residency as defined for tuition purposes (e.g., Western Undergraduate Exchange – WUE) • By additional socioeconomic status variables (Expected Family Contribution, Unmet Need) • By college, department, degree program, major • By housing status (on-campus, off-campus; if on-campus which residential community, Living/Learning Communities) • By first, second, and third term academic performance (GPA; credit hours earned as a percentage of credit hours attempted) and the “murky middle” by each term and then by first academic year at CWU; institutional, college, and department • By probation status (placed on warning, placed on probation, continuing on probation, removed from probation, suspended/readmitted); institutional, college, department • By specific program/intervention participation and eligible/non-participating comparison groups: o GEAR-UP participants who enroll at CWU o STAR participants o STEP participants o SOLVER Scholars o Veterans; veteran dependents o Athletes o Placement test scores o Developmental math course participation (by level of developmental math – first, second, and/or third course) o Developmental English Language Arts course participation o Timing of development courses (i.e., taken during first year at CWU versus delayed to a subsequent year; if taken during first year at CWU, which term?) o Participation in other programming/interventions • Psycho-social factors • By scholarship/waiver status (recipients versus non-recipients; types of scholarships/waivers) These data – and related graphs and tables – enable us to evaluate the following CWU Strategic Plan Core Themes in the context of the NWCCU reaffirmation of accreditation self-study: o Upward Bound participants who enroll at CWU o TRiO Student Support Services (SSS) participants o CAMP participants o William O. Douglas Honors College students

Core Theme One: Teaching and Learning Objective 1.1: Enhance student success by continually improving curricular, co-curricular, and extracurricular programs. Outcome 1.1.2: Students will persist to graduation with increased efficiency and rate. Indicator 1.1.2.1: Retention, persistence, and graduation rates for first-time freshmen and transfer student cohorts (2009-2017) by demographic, socioeconomic status, and prior academic achievement factors. Indicator 1.1.2.2: Time and credit hours to degree completion for first-time freshmen and transfer student cohorts (2009-2017) by demographic, socioeconomic status, and prior academic achievement factors. Outcome 1.2.1: Increase student use and effectiveness of support services. Indicator 1.2.1.1: Analyses of use and effectiveness of academic programming, e.g., advising, developmental, honors, and online/multi-modal learning. Indicator 1.2.1.2: Analyses of use and effectiveness of student life programming, e.g., career services, housing, learning support, recreation center, student union, student medical and counseling clinic, student government and organizations, TRiO and related programs, and the Veterans’ Center. Core Theme Two: Inclusiveness and Diversity Objective 2.1: Create and sustain a diverse and inclusive community. Outcome 2.1.1: Increase the percentage of faculty, staff, and students from groups traditionally underrepresented in higher education who are recruited, hired or enrolled, and retained at CWU. Indicator 2.1.1.1: Recruitment, employment, enrollment, and retention analyses and historical comparisons (2009-2018). Core Theme Five: Resource Development and Stewardship Objective 5.2: Develop and implement enrollment management strategies that maximize revenue. Outcome 5.2.1: Create, implement, and evaluate the strategic enrollment management plan. Outcome 5.2.2: Create communication and marketing plans that generate increased student enrollment in targeted academic programs. Outcome 5.2.3: Develop a plan and launch initiatives to increase student persistence. Objective 1.2: Enhance the effectiveness of student support services.

FEBRUARY BOARD MEETING CWU Sammamish February 8 and 9, 2018 Agenda

3:15 – 4:30 PM – BUDGET AND FINANCE 1. Discussion of North Campus Development Update o Construction Overview o New Hall Financing

2. Budget and Finance Briefing 3. John Wayne Trail Easement

CENTRAL WASHINGTON UNIVERSITY Board of Trustees, Work Session February 8, 2018

EXECUTIVE SUMMARY - North campus residence, recreation, and athletics projects Background. 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 CWU received state authorization to use a progressive design-build approach on New Hall—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. Updates for each project follow. “ New Hall” is the working name of a 400-bed residence hall for freshman. It will be constructed at the northeast corner of the intersection of E. Dean Nicholson Boulevard and Wildcat Way. Adjacent to New Hall the project will be a multipurpose facility that accommodates meeting and dining space; the facility will include a small convenience store, if possible. The facility concept charrette was completed Jan. 24- 26, 2018; New Hall is slated to open fall 2019. CWU is using a progressive design-build delivery method , which is expected to shave three months off construction time. CWU has engaged in project management staff from WSU and the state Department of Enterprise Services, who are certified in this methodology. The project assumes the demolition of the Chimpanzee & Human Communication Institute (CHCI) and Peterson Hall. On Jan. 22, 2018, CWU submitted the documentation for demolition required by the State Environmental Policy Act. A public forum to allow comment on the process is scheduled for February 1, 2018. Peterson Hall and CHCI are scheduled for demolition in March 2018; estimated demolition costs are $420,000 and $300,000, respectively. A modular facility housing two classrooms is on site and likely will be used as a project office/meeting space during construction and then relocated at the completion of the project. Lydig Construction partnering with Mahlum Architects, Inc., emerged as the top design-build team through a public solicitation process, and subsequently was awarded the project. CWU is working with Lydig, Mahlum, and the City of Ellensburg to identify and resolve details of the project requirements: e.g. parking, traffic patterns, and water retention. Financing. CFO Joel Klucking has led the development of financing analysis. The project will be funded by tax exempt bonds against CWU’s System revenues, including dining, residence facilities, the Wildcat Shop, parking and student activities. The project is anticipated to cost between $40 and $45 million; CWU anticipates bond payments to be $2.8 million annually for 30 years. The funding model assumes continued, annual 5-percent increases in residence hall fees. The project team already has met and consulted with CWU’s financial and investment consultant, Public Financial Management (PFM) Group, NEW HALL

to determine bonding capacity for the residence hall and how it will impact bonding capacity for future projects. PFM and our bond counsel, the commercial law firm Foster Pepper, will present analysis regarding CWU’s bond position at the February 8 work session.

Upcoming Activities

• Feb. 6, 2018 - Schematic design package submitted by design-build team • Feb. 2018 – Submit SEPA documentation for New Hall construction • March 1 – 31, 2018 - CHCI & Peterson demolition • Feb. 21 – Apr. 18, 2018 - Design development period • Apr. 30, 2018 – Establish GMP (Guaranteed Maximum Price)

RECREATION EXPANSION AND TOMLINSON STADIUM UPGRADES 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 design will prioritize pedestrian access and parking components between these two projects. The construction of the Recreation Expansion and Tomlinson projects will be bid as one to attract stronger bidders. 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 one of only two outside recreation facilities with lighting. The Dean of Student Success provided the planning committee with priorities for the project on Aug. 22, 2017. They included the following: • Development of a track & field facility that CWU Athletics could utilize for practice and competition, and meets specifications for NCAA Division II championship competition • Restroom facilities • Seating to accommodate guests and fans • Lighting for night events/programming • Artificial turf on the interior of the track to accommodate intramural sports. • If possible, the facility may include a small fitness/recreation area attached to restroom area to increase recreation offerings. The project will build a track & field facility in the southeast corner of North Wildcat Way and 18 th Avenue. The expansion will include a throws area for javelin, shotput, hammer, and discus. University Recreation will fund and manage the facility. The relationship between University Recreation and users will be articulated in a memorandum of understanding developed as a part of the overall project. The proposed completion date for the project is September 2018. Fine tuning of the project scope and additive alternatives is underway and bid documents will be issued in February 2018. Recreation Expansion

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