Chair Hensler stated that as we move forward, it is important that we understand the priorities of the institution, and we need to make decisions about where we want to put our resources moving forward. Much of the first goal under the unifying value of student success deals with enrollment and retention numbers. First Time in College (FTIC) numbers dropped for the first time since the pandemic. Chair Hensler noted that the FTIC numbers have been the same for about five years. He applauded efforts to date but would like to see more effort into getting that number higher. He added that we need to start thinking creatively and outside of the box. We cannot keep doing what we are doing. Trustee Conner added that we are drawing from a much smaller pool. We need to be more creative about what we offer to get students interested.
Trustee Nellams noted that we all need to get our arms around our new reality of 8200 students.
President Wohlpart summarized retention data. We dropped from a 93 percent fall to winter retention last year to 92 percent. Our fall to spring retention last year was 89 percent. This year it is 86 percent. The projected fall to fall retention rate, which we will not know until October, is 70 percent. President Wohlpart added that we developed the current strategic plan when we did not have a Strategic Enrollment Management Plan. A question for the board to provide feedback on is, do we need to continue to have this level of detail in the university strategic plan or can we now refer to the SEM plan? Elevating Culturally sustaining practices is at the heart of our second goal. As part of our shift from having a centralized office of diversity, equity, and inclusion, we are now in the process of developing a shared leadership model of equity and belonging. The third goal in our unifying value of student success is the work we are doing to elevate the holistic well-being of our students, including providing services for their mental well-being and basic needs. President Wohlpart noted that we have done a very good job of increasing awareness of and use of our services on campus. Like many rural places, Kittitas County and Ellensburg do not offer robust health services, so our health clinic on campus is an essential part of keeping our students healthy. In addition, we have a very strong basic needs office and food pantry. Basic needs provides access to resources for students who are housing insecure. They served 117 students last year and distributed $190K in emergency funds. President Wohlpart commended the Washington Student Achievement Council who provides a lot of the funding for this. The money comes from the state and is designated to assist students. The Wildcat Pantry served over 1400 students last year, with over 10,000 visits, and 85,000 items distributed. In terms of financial literacy, we have been expanding our outreach through Money Savvy Wildcats. Under Core Value 1: Engagement, CWU has been focusing on building partnerships in the local region and integrating our economic development activities with the city and county. In addition, our Business Community Services has been approved by the Washington State Department of Commerce to be the sole applicant for a federal designation as the state’s Small Business Innovation Research center. The U.S. Department of Small Business Administration, the Washington Department of Commerce, and the Governor’s Office has selected CWU and Business Community Services to be the sole small business
3 Board of Trustees Minutes July 16-17, 2026
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