reflects a thoughtful allocation of fee revenue, informed by funding requests and the feedback provided following the committee’s deliberations. This budget is also part of the action agenda on Friday.
• Student Engagement and Success Committee o Committee Report
Trustee Nellams thanked Vice President Gomez-Vilchis and her team for advancing CWU’s mission by expanding access and opportunities, strengthening student belonging and well-being, and preparing students for successful careers through an integrated network of support. Recruitment efforts remain positive going into next year despite fewer potential students. It is noticeably clear that we are going to be dealing with a smaller pool so we will need to work together to manage that. Financial Aid distributed over $105M in scholarships, grants, loans, and work study. The strategic enrollment plan continues implementation with a focus on improvements in student retention, strengthening transfer pathways, and scaling wraparound student support. One new initiative is the seamless transfer partnership with Yakima Valley College. Student development and belonging remains strong. Over 5,000 participants engaged through the Multicultural programming, and over 2,000 students participated in the community engagement initiatives. Approximately 560 student volunteers contributed over 1,600 hours of community service, and 88 students completed the Wildcat Leadership Community. Student Employment and Experimental Learning continue to produce tangible workforce outcomes, and Career Services continues to prepare students for life after graduation. Student Health and Counseling provided more than 4,500 counseling appointments, and Case Management supported over 870 students. Health Promotion engaged over 4,200 participants through prevention, recovery, and wellness programming. On the federal grants side, over 900 students participated in the Educational Opportunity Center, and CAMP, HEP, and TRIO continue to strengthen college across the educational pathway. o SEM Update Associate Vice President, Hung Dang, gave an update on enrollment and recruitment. It has been a long 18-month recruiting season. The next two months are critical. This is where we close the deal. There have been three orientation sessions, so far, and there are five more to go. Currently, we are running about one percent behind last year. For First Time in College students, applications are up in Washington. For out-of-state applications, we saw a slight increase from Hawaii, Oregon, and California. This year, we started to market the Pacific Northwest Scholarship, which focuses on border states. The significant increase has been from Alaska, primarily Anchorage and from Western Colorado. International applications are down 21 percent, which is normal across the country right now. Confirmations are up by six percent. Transfer applications are trending ahead towards the goal of 799, and the enrollment yield is up seven percent. Typically, over 550 confirmations arrive through the summer. Given historical data, we project landing at about 800 transfers by the fall census. Overall total enrollment as of July 8, is running right around 1.6-1.7 percent higher than last year. Our retention rate for the fall 2025 cohort is running a little bit ahead of last year. Interim Dean of Undergraduate Studies, Tishra Beeson, shared the work that has been done over the last two years on Early Academic Alert. This is an initiative to identify students who are not meeting academic expectations early in the quarter so we can provide support and help them stay on track. Faculty, academic advisors, and academic success coaches play a role in providing support to students. The purpose is for intervention to happen early on. In a 10-week quarter, there is not a lot of time to intervene if these students are not identified early on. Faculty can directly submit an alert in their course, in Canvas, which is our learning management system. It is a very holistic wraparound attempt to make sure that the student is engaging in the types of behaviors we want them to, and that our team and staff are responding to them in an appropriate way. There are three types of alerts:
11 Board of Trustees Minutes July 16-17, 2026
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