Paul Elstone, Vice President, University Advancement Zoe Higheagle Strong, Associate Vice President, Tribal Relations Rodrigo Renteria-Valencia, Dean of Graduate Education, Research, and Strategic Initiatives
Chair Hensler convened the board meeting at 9:45 a.m.
Approval of Agenda Motion 26-29: Ms. Jenkins moved that the Board of Trustees of Central Washington University approve the agenda of the meetings of July 16-17, 2026. Mr. Nellams seconded the motion, which the board unanimously approved. Prior to approving the May meeting minutes, Chair Hensler clarified that university procedure was used for hiring the consultants, which was discussed at the May meeting. Approval of Minutes Motion 26-30: Mr. Nellams moved that the Board of Trustees of Central Washington University approve the minutes from the regular meetings of May 21-22, 2026. Ms. Jenkins seconded the motion. The motion was approved. Official Communications Since the last meeting, the board received three communications, which were included in the briefing materials: The Board acknowledges receipt of the following communications: 1. Email dated June 22, 2026, from Justin Mills, WA State Auditor’s Office, regarding CWU’s 2024 and 2025 Accountability Audit. 2. Email dated June 24, 2026, from Justin Mills, WA State Auditor’s Office, regarding the conclusion of CWU’s accountability audit for fiscal years 2024 and 2025. 3. Letter dated July 2, 2026, from the Faculty Senate Executive Committee, regarding their quarterly update to the Board. Public Comment Dr. Naomi Petersen, Department of Curriculum, Supervision, and Educational Leadership, made public comment on shared governance. President’s Report President Wohlpart provided an update on CWU’s Strategic Plan. We are now three years into our strategic plan. Since it is a living document, it can be reviewed and updated as we see fit. This is the board’s opportunity to give feedback on the direction of the institution. At our last meeting, we had a great conversation about becoming a learning community. It is essential that we become a learning community if we are going to meet the moment that is before us. A learning organization is one that develops the capacities to learn and grow individually and collectively. This means investigating, critiquing, and being willing to let go of old mental models. We must develop our capacities to learn in new ways and develop new ways of doing things. We developed a unifying value of student success with three core values: engagement, belonging, and stewardship that guide our strategic plan.
2 Board of Trustees Minutes July 16-17, 2026
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