students. A recent audit of student-centered units on campus collected more than 165 individual proactive points of contact between university employees and enrolled students. These points of contact represent a vast array of activities and initiatives directed at selective groups of students as well as the entire student population. Examples are: 1. Academic Advising: Welcome email from advisor inviting student/advisee to explore a newly designed Advising Canvas Course with specific information concerning course enrollment, major exploration and access to personalized advising assistance. 2. College of Arts & Humanities (CAH) Alumni Mentoring Program: E-mail invitation to CAH students to participate in the mentoring program in order to experience a variety of career potential opportunities. 3. Case Management: Encourage students in emergency financial circumstances (directly related to COVID for federal CARES funds) to apply for assistance; assists with students facing job loss, needing to limit work hours, etc. 4. College of Business: Continual outreach to students in academic jeopardy; encourage these students to participate in advising/tutoring/academic coaching where appropriate. 5. Student Counseling Services: Provide weekly Instagram Live videos and ongoing social media content related to mental health, coping, social justice and impact on mental health, etc. 6. Office of International Studies & Programs: Regular emails to check in with students about how they are doing with online classes and other issues brought about by COVID and lack of in person opportunities. The Division of Academic and Student Life continues to engage students in retention-related activities such as Library programming, tutoring, academic peer coaching, ono-on-one advising, etc., although now all in virtual modality. The most impressive and important endeavor, though, has been the transition of a typical in-person, university class-room experience to online course offerings, both synchronous and asynchronous. Mare than 250 CWU faculty have completed our Foundations for Online Learning course, familiarizing faculty with the basics of online course design, delivery, and curriculum structure. In addition, 80 have completed our Master Online Teacher Certificate. The Multimodal Learning team has been essential in this accomplishment and continues to support teaching and learning by hosting faculty-facing webinars and open labs focused on promoting student success, capitalizing on learning software offerings, and providing well-structured spaces for students to engage with courses productively. SUSTAINABILITY - The Ellensburg campus saw a 1% drop in Scope 1 and Scope 2 Greenhouse Gas (GHG) from 2018-19 to 2019-20. PROGRESS ON INSTITUTIONAL SUSTAINABILITY PRIORITIES In the 2019 State of the University address, President James Gaudino challenged the university to prioritize two sustainability goals: reducing GHG emissions by 5% over 5 years and achieving AASHE STARS Gold certification within 5 years. These goals have guided campus sustainability initiatives this year and progress has been made to move the university closer to achieving these benchmarks.
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