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CWU QUARTERLY BOARD MEETING AGENDA Monday, October 22, 2018 Sid Morrison Executive Conference Room, Barge Hall 412 Ellensburg, WA
10:00 AM - Call to Order:
Approval of Agenda Approval of the Minutes of the Meeting of July 26-27, 2018
10:05 - Public Comment 10:10 - Trustee Endowed Scholarship Report 10:30 - 10 th Day Census Enrollment and Budget Report 11:00 - Operations Division priorities • Data Warehouse status report • Intersection project 11:20 - Board Organization • Retreat follow-up • Board policies revisions 11:50 - Action Agenda
• Approval of Consent Agenda • Approval of Athletic Budget • Approval of Faculty Code changes • Approval of City of Ellensburg Right of Way request • Approval of Resolutions 18-06 and 18-07
12:00 - 1:30 PM - Executive session (Barge 304 ) RCW 42.30.110 (b), (c), and (i)
ADJOURNMENT
1:30 - North Campus Tour (Optional)
10/16/2018 11:35 AM
Central Washington University Board of Trustees October 22, 2018
ACTION – Approval of the minutes of the Annual Planning Retreat of July 26-27, 2018.
We recommend the following motion: The Board of Trustees of Central Washington University hereby approves the minutes of the annual planning retreat of July 26 and 27, 2018.
Submitted:
Linda Schactler Chief of Staff
Approved for submittal to the Board:
James L. Gaudino President
Board of Trustees Minutes Annual Board Planning Retreat July 25-27, 2018
DRAFT
July 25, 2018 Trustees, the president, chief of staff, assistant attorney general and spouses attended a social dinner at Silvara Winery in Leavenworth, WA from 6:00-8:00 p.m. No business was conducted.
July 26, 2018 Sleeping Lady Resort, Leavenworth, WA Regular Business Meeting The regularly scheduled business meeting was called to order at 9:06 a.m. Present:
Keith Thompson, Chair Ron Erickson, Vice Chair Erin Black Ray Conner Robert Nellams 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 Alan Smith, Assistant Attorney General Andreas Bohman, Associate Vice President, Information Services and Security Bernadette Jungblut, Associate Provost, Accreditation, Academic Planning and Assessment
Delores (Kandee) Cleary, Vice President for Diversity and Inclusivity Gail Mackin, Associate Provost, Undergraduate and Faculty Affairs Gayla Stoner, Associate Provost, Extended Learning and Outreach Gene Shoda, Director, Project Management Katherine Frank, Provost/Vice President for Academic and Student Life Kremiere Jackson, Vice President for Public Affairs Richard Duffett, Vice President for Operations Sarah Scott, Administrative Operations Coordinator Scott Wade, Vice President for University Relations Sharon O’Hare, Vice President for Enrollment Management
Invited Guests Amy Claridge, Chair, Faculty Senate Cody Stoddard, Outgoing Chair, Faculty Senate Duane Dowd, Outgoing Chair, ADCO Joseph Bryant, Chair, Exempt Employee Association Lidia Anderson, Chair, Employee Council Action – Approval of the Agenda
Motion 18-24: A motion that the Board of Trustees of Central Washington University hereby approves the agenda of the meetings of July 26-27, 2018 was presented by Mr. Erickson and seconded by Mr. Nellams. Motion approved. Action – Approval of Minutes Motion 18-25: Mr. Conner moved that the Board of Trustees of Central Washington University approve minutes of the regular meetings of May 17 and 18, 2018. Mr. Nellams seconded the motion. Trustee Black proposed a correction to the minutes to indicate her absence in May. The amendment was moved by Mr. Conner and seconded by Mr. Nellams. The minutes as amended were then approved. Introduction of Invited Guests Chair Thompson introduced guests from CWU’s employee leadership groups: Lidia Anderson • Chair of the Employee Council. The council provides civil service employees with a forum for sharing timely information and facilitating employee recognition. • PeopleSoft Business Analyst in the Department of Information Services. Joey Bryant • Chair of the Exempt Employee Association. The EEA provides administrators and professional staff a vehicle through which to discuss and recommend strategies to improve staff welfare and morale, and to shape personnel policy and procedures. • Executive Director of Student Rights and Responsibilities, & Health Promotion; • Chair of the Student Consultation Team Amy Claridge , the incoming chair of the Faculty Senate. She is an Assistant Professor in the Department of Family and Consumer Sciences. Cody Stoddard chaired the faculty senate last year. He is an associate professor within the Department of Law and Justice. Duane Dowd is the past chair of “ADCO,” the Academic Department Chairs Organization. Dr. Dowd chairs the Department of Family & Consumer Sciences and is an associate professor in that department. Discussion – Setting the Context for a Sustainable Future President Gaudino lead a discussion intended to provide context for the general subject of institutional sustainability, on which subsequent discussions will focus.
2 Board of Trustees Minutes Annual Board Planning Retreat, July 26-27, 2018
The discussion covered many factors that are dramatically redefining the terms under which public higher education operates. These forces influence everything from the decisions of the governing board to the day-to-day experience of students. Some of the issues include shifting public value for higher education, which some deem less essential to personal success and civic vitality. The shift is reflected in a new emphasis in public policy discussions on apprenticeships and “connected learning” instead of baccalaureate education. State and federal funding for higher education has declined for the past 25 years. In Washington state, support recently has stabilized in some ways, though the legislature has used tuition revenue to fund state responsibilities, and has held increases in tuition to a rate well below salary-increase requirements for public employees. Changes in the demographic profile of students, too, will require institutions to adapt and innovate in order to fully serve students. Board members posed several questions for the president and cabinet to address for the future: • Who are the students of the future and what do they want? • How can we accommodate our gem in Ellensburg, but still help students who cannot attend Ellensburg? • How can we connect with technical schools and draw students from there into our programs? • How will we handle the per credit inequities in the future? • How will we adapt to what our students want/need? They also emphasized the need to articulate our priority core values and principles moving forward. Discussion – Understanding Strategic Enrollment Management The afternoon work session began with a discussion that centered on strategic enrollment planning. Few institutions have undertaken a comprehensive and integrated approach to institutional planning. Strategic enrollment management is more than a recruitment plan. Of course, the plan helps an institution achieve and maintain the optimum recruitment, retention, and graduation rates of students. However, CWU intends the plan to be much more far-reaching. According to the research and planning consulting firm, Ruffalo Noel Levitz, strategic enrollment management also fosters long-term fiscal health by: • Providing realistic, quantifiable goals for student recruitment, student success, and the market position of CWU; • Delivering clearly defined, cost-effective results by using a return-on-investment and action-item approach; • Aligning mission and CWU’s current state with the changing market environment. Board members received background information on recruiting first-year students and transfer students, financial aid and retention strategies, and a summary of changing student demographics, including a full report and analysis of the requirements and implications of becoming an Hispanic Serving Institution. Meeting adjourned for lunch at 12:13 PM. Business meeting resumed at 2:21 PM
3 Board of Trustees Minutes Annual Board Planning Retreat, July 26-27, 2018
Key take-aways from this discussion included: • Aspirational goals need to be reviewed and a rationale for the level of enrollment targets should be provided; • The Hispanic serving goal statement needs to be broadened to all demographic groups with an emphasis on serving students well, regardless of their backgrounds; • University involvement and buy-in for the plan will be key. Discussion – Tackling the Challenges: Change Management in Higher Education The last discussion session on Thursday centered on change management in higher education generally, and what key changes will be required in order to set a sustainable path forward for Central Washington University. CWU has adopted project management strategies in order to ensure the timely and efficient completion of priority initiatives, from capital construction to technology development to academic reviews. Director of Project Management, Gene Shoda, briefed the trustees on the newly created Project Management Office (PMO). In order to ensure the efficient and thorough implementation of nearly 35 projects, CWU has developed an organizational unit specifically for the purpose of managing project execution. The enhanced capacity and capabilities of CWU data systems provides a more detailed view of the university’s past and a clearer vision of the future. The administration, faculty and staff have started embracing the changing landscape with innovative and creative solutions, which, in turn result in more change efforts, initiatives and projects. Strategic planning & governance is the most important function of a PMO. They assist in the scoring of projects using predefined criteria in the strategic selection of potential projects and their planning according to the business goals of the university. The PMO will advise senior management to select candidate projects that best align with the strategic goals of the university. With regard to project governance, the PMO sets policies, functions, process, and procedures and responsibilities that define the establishment, management and control of projects, programs or portfolios. The PMO helps to establish a common language, culture and mindset by disseminating a common project culture and mindset by informing, communicating and training employees about the different techniques, methodologies and best practices. The office also helps develop a common project language by defining milestones, metrics and key performance indicators (KPIs) so that everyone is on the same wave length. The office also establishes best practices & processes , standardizing the project management process across all departments and services. A PMO can implement a repeatable project delivery process so that the university can readily manage and deliver projects. It provides consistent project management guidance, methods, systems, tools and metrics for consistent project outcomes. Thus, maintaining consistency between project managers working for different projects and departments. The PMO manages and allocates resources across projects. It also manages priorities based on timelines, budgets, resource loads and what-if analysis information and accordingly provides the right resources at the right time. They also define roles and responsibilities. The PMO trains, mentors and
4 Board of Trustees Minutes Annual Board Planning Retreat, July 26-27, 2018
coaches employees in general and in particular project managers, and organizes regular workshops and training programs about project management. Creating & maintaining project artifacts, archives and tool sets also is a responsibility of the PMO. The office provides templates, tools and software to manage project efforts. They invest in tools for managing projects which pays off in reliable data, enabling early visibility into project performance for better decision-making. Finally, the PMO plays an important role in institutional memory. Once the project completes, or cancels, they archive all the project documents created during the project into a document repository. This is very useful for future reference, especially for lessons learned. Meeting adjourned at 4:38 PM. Trustees, cabinet members, assistant attorney general and spouses attended a social dinner at Kingfisher Restaurant/Sleeping Lady Resort, Leavenworth, WA from 6:00-8:00 p.m. No business was conducted.
5 Board of Trustees Minutes Annual Board Planning Retreat, July 26-27, 2018
July 27, 2018 Sleeping Lady Resort, Leavenworth, WA Executive Session Present:
Keith Thompson, Chair Ron Erickson, Vice Chair Erin Black Ray Conner Chris Liu Robert Nellams James Gaudino, President Linda Schactler, Secretary to the Board, Chief of Staff Alan Smith, Assistant Attorney General
An executive session was held for the purpose of reviewing the performance of a public employee and to receive a litigation update under RCW 42.30.110 (1g) and (1i). The meeting was held from 8:30-9:20 a.m. At 9:20 a.m., the session was extended another 25 minutes to 9:45 a.m. At 9:45 a.m., the session was extended another 15 minutes to 10:00 a.m. Executive session adjourned at 10:00 a.m. Regular Business Meeting The regularly scheduled business meeting was called to order at 10:06 a.m. Present: Keith Thompson, Chair Ron Erickson, Vice Chair Erin Black Ray Conner Chris Liu Robert Nellams 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 Alan Smith, Assistant Attorney General Andreas Bohman, Associate Vice President, Information Services and Security
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 Richard Duffett, Vice President for Operations Sarah Scott, Administrative Operations Coordinator Scott Wade, Vice President for University Relations Sharon O’Hare, Vice President for Enrollment Management
6 Board of Trustees Minutes Annual Board Planning Retreat, July 26-27, 2018
Public Comment Chair Thompson reported that two people signed up for public comment. 1. Ken Smith, Chair, Department of Accounting, commented on the budget for FY 2019. 2. Kathryn Martell, retiring Dean of the College of Business, thanked the board and administration for their trust in her during her service as dean. Board Communications The Board acknowledges receipt of the following communications: 1. Email dated May 22, 2018, from Professor Ken Smith regarding BEC meeting and discussion materials 2. Letter and report dated May 29, 2018, from Professor Paul Knepper regarding the Department of Law & Justice Annual Report. 3. Letter dated July 20, 2018, from Professors Ethan Bergman and Vince Nethery regarding the Health Sciences building. Book Discussion In advance of the meeting, trustees and cabinet members read two books dealing with sustainability in higher education: · American Higher Education in Crisis: What Everyone Needs to Know , by Goldie Blumenstyk; · The Last Professors: The Corporate University and the Fate of the Humanities , by Frank Donoghue. The first book described the change that is reshaping just about every aspect of higher education, and the second book talked about how the change is redefining the role of faculty. During the course of discussion Trustee Nellams suggested that the university create a dashboard where employees, students, trustees and stakeholders could track progress on key goals. Board members agreed on the need for continued strong leadership from President Gaudino in order to complete the university’s ambitious agenda and to engage the entire university community in the change process. Action Items Action – Approval of 2018-19 Board Meeting Schedule Central Washington University Policy 1-10-030 states that the Board shall hold a regular meeting at least once each calendar quarter and may establish a schedule of regular meetings. The proposed schedule for the coming year identifies dates for one telephonic meeting and four, two-day meetings. For each quarterly meeting, the board will hold an afternoon work session and social dinner on the first day, and a business meeting the following day.
The proposed schedule for 2018-19: •
September 28, 2018 [telephonic]
• • • •
October 21-22, 2018 [coincides with NWCCU visit]
February 21 & 22, 2019 May 16 & 17, 2019
July 25 & 26, 2019 [annual planning retreat]
7 Board of Trustees Minutes Annual Board Planning Retreat, July 26-27, 2018
Motion 18-26: Ms. Black moved that the Board of Trustees of Central Washington University hereby adopts the 2018-2019 meeting schedule as proposed. Mr. Nellams seconded the motion. Motion passed. Discussion: Trustee Erickson suggested that one meeting be held at one of our University Centers and that we think about holding next year’s planning retreat in Ellensburg if possible. Action – Approval of FY19 Tuition Increase Washington State law limits the rate by which CWU is allowed to increase resident undergraduate tuition to the 14-year average of wage inflation, which is currently 2.2 percent. However, there is no limit on other types of tuition (non-resident undergraduate, resident and non-resident graduate). Given the current law regarding resident undergraduate tuition increases, as well as our positioning relative to other institutions in the other three tuition categories, we are recommending a 2.2 percent increase for resident undergraduate tuition and 5.0 percent increases in all other categories (non- resident undergraduate, resident and non-resident graduate) for academic year 2018-2019. Motion 18-27: Mr. Liu moved that the Board of Trustees of Central Washington University hereby approves a 2.2 percent resident undergraduate tuition increase, and a 5 percent increase in non- resident undergraduate and graduate tuition (resident and non-resident) for academic year 2018- 2019. Robert Nellams seconded the motion. Motion approved. Action – Approval of FY19 Budget Central Washington University’s anticipated revenue for Fiscal Year 2019, including all funding sources, will be approximately $307 million. Total university expenses are anticipated to be $307 million. The FY19 operating fund revenues and related expenses are budgeted at $223 million, and $221 million respectively. These budgets reflect the favorable impact of growing enrollment, cost-control initiatives, and strategic investments in our core functions. Operating budgets have been developed using a driver-based methodology informed by history of rates, projected headcounts and FTE, and expected margins. Undergraduate enrollment is the main driver. The increase is attributable to many factors, including strategic investments in recruiting, marketing and a continued focus on improving retention. Motion 18-28: Mr. Erickson moved that the Board of Trustees of Central Washington University hereby approves the proposed budget for Fiscal Year 2019 as presented. Mr. Nellams seconded the motion. Motion approved. Action – Approval of Proposed Parking Fees for 2019-2023 Currently, Central Washington University provides parking services for faculty, staff, students and campus visitors. The university maintains 44 parking lots with 4,171 individual parking spaces on the residential campus in Ellensburg. Parking fees, fines and revenue from parking meters support parking services. In recent years the revenues generated are not sufficient to cover costs of increased maintenance and operating expenses for parking services. Parking permit fees have not been increased since 2010 and it is necessary to do so now. It is recommended that parking fees be increased over a five-year period, beginning with a 10-percent increase in fall of 2019, and 5 percent annually over the next four years.
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Motion 18-29: Mr. Liu moved that the Board of Trustees of Central Washington University approves a 10-percent increase in employee and student parking permits for fall of 2019, and annual increases of 5 percent in each of the next four years , which was seconded by Mr. Nellams. Motion approved. Action – Approval of Capital Master Plan 2019-2029 Central Washington University takes a long-range approach to capital budget planning and campus master planning. The process includes developing a plan of proposed capital spending for a 10-year period each biennium. The legislature requires baccalaureate institutions to submit capital budget priorities and project funding proposals to the Office of Financial Management (OFM) every even- numbered year of each biennium. The long-range capital plan, also referred to as the capital budget, needs to support the mission, goals and objectives of the university’s strategic plan and campus master plan. Motion 18-30: Mr. Liu moved that the Board of Trustees of Central Washington University hereby approves the Capital Master Plan 2019-2029, as recommended. Mr. Nellams seconded the motion. Motion approved. Action – Approval of Biennial Legislative Capital Priorities The legislature requires baccalaureate institutions to submit capital budget priorities to the Office of Financial Management (OFM) in the even-numbered year of each biennium. Upon the authorization of the Board of Trustees, the university proposes to request construction funding for the top 10 projects listed in the ten-year capital plan. 1. Health Sciences - $35M 2. Energy Efficiency - $15M 3. Aviation - $9.9M 4. Aviation - $5M 5. Health Education - $6.9M 6. Farrell Hall - $3.9M 7. Randall/Michaelsen - $9.9M 8. Psychology Renovation - $300K 9. Lind Hall Phase 2 - $9.9M 10. Bouillon Hall, Phase 2 - $9.6M Motion 18-31: Ms. Black moved that the Board of Trustees of Central Washington University hereby approves the 2019-2021 Capital Budget priorities, as recommended. Mr. Nellams seconded the motion. Motion approved. Action – Approval of Endorsement of Working Document Strategic Enrollment Management Plan Since January 2018, CWU has been engaged in a robust and collaborative process to create a six-year strategic enrollment management plan that aligns with the university’s mission and values. The plan will be completed later this year. A working document draft of the plan has defined mission goals, sub-goals, and strategies to pursue that will produce needed enrollment for the next six years while meeting our university strategic goals. Those goals, sub-goals and strategies are delineated in the 7-13-18 Working Document Strategic Enrollment Management Plan. Motion 18-32: Mr. Liu moved that the Board of Trustees of Central Washington University endorses the mission goals and sub-goals within the 7-13-18 Working Document of the Strategic Enrollment Management Plan, which was seconded by Mr. Nellams. Mr. Erickson offered a revision to the motion.
9 Board of Trustees Minutes Annual Board Planning Retreat, July 26-27, 2018
Motion 18-33: Mr. Liu moved to amend the motion that the Board of Trustees of Central Washington University applauds the concept of a strategic enrollment plan that supports the CWU Strategic Plan and that includes recruitment and retention of undergrad and graduate students attending programs at CWU’s Ellensburg Campus and learning Centers and who participate in online programs. The Board agrees that input to the plan be sought through broad campus conversations and that a complete draft be developed during the coming academic year. Mr. Nellams seconded the motion. Motion passed. Action – Approval of New Degree Program, Master of Science Safety and Health Management The Master of Science in Safety and Health Management (MS-SHM) degree program provides a two- year professional learning experience (45 credits) for post-baccalaureate students with at least four years of full-time experience in the safety and health management field. Students in this program can continue working full-time while taking two online courses per quarter. Based on a feasibility study that included a review of 113 related programs across the United States and a survey of CWU alumni from the Bachelor of Science in Safety and Health Management program, program employers, and safety professionals in the Pacific Northwest, it is anticipated this fully online degree program will be in high demand by busy, career-driven safety professionals Motion 18-34: Mr. Conner moved that the Board of Trustees of Central Washington University endorses the recommendation of the Faculty Senate and approves the Master of Science Safety and Health Management, this day July 27, 2018, which was seconded by Mr. Nellams. Motion Approved. Action – Approval of Conversion of Professional Education Program to Secondary Education Major The Secondary Education major is designed to prepare candidates for Washington State Teacher Certification, focusing on general pedagogy, while complementing candidates’ Teaching Endorsement Area majors (for example, math, science, music). The Secondary Education major replaces the current teacher Professional Education Program (PEP) with a second major, reduces overall credits toward teacher certification, and provides an opportunity for students to earn six (6) credits of General Education as part of the major. The Faculty Senate approved the Secondary Education major on May 30, 2018 (Motion No. 17-67). Motion 18-35: Mr. Liu moved that the Board of Trustees of Central Washington University endorses the recommendation of the Faculty Senate and approves the Secondary Education major, this day July 27, 2018, which was seconded by Mr. Nellams. Motion Approved. Action – Approval of CWU Strategic Plan Core Theme Five Update In July 2017, the trustees approved an update of Core Themes One, Two, Three, and Four of the CWU Strategic Plan. In November 2017 and May 2018, the trustees approved updates of Core Theme Five. In June 2018 discussions with the Vice President of Business and Financial Affairs and the Interim Vice President of Operations, it was determined that additional updates to Core Theme Five were needed. Outcome 5.3.4 was added to Core Theme Five in November 2017 and is no longer an issue. Indicators 5.4.2.6 and 5.4.2.9 were also added to Core Theme Five in November 2017 and, upon further consideration, are not appropriate indicators of Outcome 5.4.2. The Faculty Senate approved this new degree program on May 30, 2018 (Motion No. 17-69).
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Annual Board Planning Retreat, July 26-27, 2018
The proposed revision to Core Theme Five is to delete Outcome 5.3.4 and Indicators 5.4.2.6 and 5.4.2.9 as shown below. Outcome 5.3.4: Examine issues of the members of the Washington Federation of State Employees (WFSE) local 330. Indicator 5.3.4.1: Identification of causes of WFSE members’ low morale. Indicator 5.3.4.2: Identification of causes of WFSE members’ high numbers of grievances. Outcome 5.4.2: Provide facilities, campus buildings, and grounds that are welcoming, safe, and secure. Indicator 5.4.2.6: Assessment of the hazards created by falling limbs/branches and to take corrective action where needed. Indicator 5.4.2.9: Reduction or elimination of the reliance on parking fees/fines to fund the security officer budget and alignment of officer salaries with competitive levels. Motion 18-36: Mr. Erickson moved that the Board of Trustees of Central Washington University hereby approves the revision to Strategic Plan Core Theme Five to delete Outcome 5.3.4 and Indicators 5.4.2.6 and 5.4.2.9, this day July 27, 2018, which was seconded by Mr. Nellams. Motion Approved. Board Organization President Gaudino’s Annual Review Chair Thompson explained that the board had discussed in detail the president’s performance. The board is grateful for President Gaudino’s leadership, pleased with his performance, and seeks his continued strong strategic leadership of CWU. They recognize issues are difficult and that we have a lot on our plate. President Gaudino was charged with coming back to the board with a list of priorities for the University and how to lead the process, which will include buy-in from the university community. Board Self-Assessment Board members completed their self-assessments in June. Members of the executive committee will be contacting each trustee to discuss in more detail responses, and ideas for the work of the board over the • Discussion of appropriate ways to enhance the board understanding of the experience of students and employees, while maintaining governing-board separation from operations • Engaging trustees in identifying candidates for board openings. Information – Board Elections & Committees Elections: CWU Policy 1-60-070 states that the Board of Trustees shall elect the chair and vice chair annually at the board’s summer meeting. The chair and vice chair hold their positions for one year or until their successors are elected. Committees: Central Washington University Policy 1-60-040 states that special committees may be appointed by the chair of the Board, provided that no special committee acts for more than one year from the date of appointment, without reauthorization. Membership on committees shall be for a one- year term and shall be by the appointment of the chair. coming year. Some key takeaways from the survey included a need for: • More focused engagement of trustees in fundraising activities
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Annual Board Planning Retreat, July 26-27, 2018
Trustees unanimously elected Ron Erickson as Chair of the Board of Trustees, and Robert Nellams as the Vice Chair of the Board of Trustees.
Committee assignments for 2018-19 are as follows: • Executive Committee: Ron Erickson, Robert Nellams, Keith Thompson • Academic and Student Life: Robert Nellams, Ron Erickson. Gary Epp • Business and Financial Affairs: Ray Conner and Keith Thompson • Enrollment Management: Emily Washines and Ron Erickson • Operations: Chris Liu and Erin Black The next meeting of the Board of Trustees is October 21-22, 2018 in Ellensburg. Meeting adjourned at 11:23 AM.
Linda Schactler, Secretary to the
Keith Thompson, Chair CWU Board of Trustees
CWU Board of Trustees
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Annual Board Planning Retreat, July 26-27, 2018
Central Washington University Board of Trustees October 2018 INFORMATION – Board of Trustees Endowed Scholarship
Established in 2010 by the CWU Board of Trustees, the Trustee Endowed Scholarship supports outstanding undergraduate students. The fund is invested along with other CWU Foundation endowments and continues to receive an influx of annual funding each year (nearly $5,000 in fiscal year 2018), primarily through trustee donations of their travel reimbursements. Scholarship recipients are chosen each year through the university’s general scholarship application process, now known as “Scholarship Central.” www.cwu.edu/scholarships We are pleased to report that, as of June 30, 2018, the Board of Trustees Endowed Scholarship had a balance of $67,163.71. The balance in June 30, 2017 was $59,801. The fund was able to support scholarships for three students for the 2018/2019 academic year: • Hannah Gunderson is a senior studying anthropology and art. She transferred to CWU from Green River Community College and grew up in Auburn, Washington. • Andrew Jones is a senior studying psychology and sociology. He attends the Lynnwood campus and grew up in Woodinville, Washington.
• Rachel Retchless is a junior studying public relations. She is from Camas, Washington.
Respectfully Submitted,
Approved for submittal:
Scott Wade Vice President for University Advancement
James. L. Gaudino President
CENTRAL WASHINGTON UNIVERSITY Board of Trustees, Executive Session October 22, 2018 Executive Summary – 2018 Enrollment “Census” and Budget Report
In summer 2018, the Board of Trustees approved the FY 19 operating budget. Key driver of budget development is enrollment, however, until fall quarter is underway, the university cannot know with certainty how many individual students (headcount) will enroll or how many credit-hours they will carry (FTE). Both measures impact key fund groups. Following this summary is the budget report the board reviewed in July— with an addendum that begins on page 30. The addendum updates and describes with greater precision the the enrollment and budget position for FY 19. Key outcomes include a slightly lower total number of undergraduate students than anticipated in the budget, but among them, a slightly higher number of students who are not state residents, who pay higher tuition rates than resident students. For FY 19, we estimate that net tuition revenue will exceed our budget by just under $1 million, with the very important caveat that this assumes quarterly enrollment (headcount, mix, and course load distribution) patterns similar to past performance. In the context of the RCM/ABB model, any unbudgeted revenues are reserved for the Provost in support of the Division of Academic and Student Life. Stronger than expected summer enrollment and a slight increase in headcount will improve the performance of the Local General, Enterprise, and Student Activities Fund Groups.
Submitted:
Approved for submittal to the Board:
James L. Gaudino President
Joel Klucking, Vice President Business and Financial Affairs
Central Washington University Fiscal 2019 Budget Report
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Contents Introduction ......................................................................................................................................... 3 Executive Summary – FY 2019 Overview ...................................................................................... 4 FUNDS: How we are organized ........................................................................................................ 5 Operating Funds ............................................................................................................................. 5 Non-Operating Funds .................................................................................................................... 5 DIVISIONS -How we are organized .................................................................................................. 6 I. Budget Drivers – Revenue ........................................................................................................ 9 The Starting Point - State Funded Enrollment .......................................................................... 9 Total Revenues – Operating Funds ........................................................................................... 10 Tuition ............................................................................................................................................. 10 II. Budget Drivers – Operating Expenses ................................................................................. 12 Fall FTE by employee type .......................................................................................................... 12 III. The FY 2019 Operating Budget ......................................................................................... 14 State and Tuition Fund ................................................................................................................ 15 State Allotment .............................................................................................................................. 15 Net tuition revenue ....................................................................................................................... 16 Expenditures – State and Tuition Fund .................................................................................... 16 Local General Funds .................................................................................................................... 19 Enterprise Funds .......................................................................................................................... 21 Student Activities Funds ............................................................................................................. 22 IV. The FY 2019 Non-Operating Budget ................................................................................. 23 V. Six-Year Rolling Forecasts ................................................................................................ 24 The State and Tuition Fund ........................................................................................................ 24 Local General Funds .................................................................................................................... 26 Enterprise Funds .......................................................................................................................... 27 Student Activities Funds ............................................................................................................. 28 ADDENDUM #1 ..................................................................................................................................... 30 Fall Quarter Update .......................................................................................................................... 30 Net tuition revenue ....................................................................................................................... 33
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Introduction
This report marks the end of Fiscal 2019 budget development, and is the culmination of more than six months of work by several CWU employees on the FY 2019 budget, as well as a forecast for the six years following FY 2019. Much work has been done over the past four years to get to this point, beginning with the implementation of our budgeting system, called CatPlan; the trade name is Hyperion PBCS, an Oracle product. With the introduction of CatPlan and the business process changes that came with it, CWU has the same capabilities to budget, forecast, and report on financial data as the most sophisticated for-profit and not-for-profit entities. At the same time staff were implementing new budgeting software, the university began the process to change some elements of its budget methodology. In 2018, CWU moved academic units away from incremental budgeting to Activity Based Budgeting (ABB) within the Responsibility Center Management (RCM) philosophy. Self-supporting (not state subsidized) areas of the university – encompassing about a third of units – embraced a commercial style budgeting methodology many years ago. The transition to RCM/ABB required a lengthy campus dialogue in order to arrive at the most relevant revenue allocation models, as well as the guiding principles and governance structure. This four-year long, highly inclusive campus-wide conversation led to the implementation of the RCM/ABB process beginning in FY 2018. Of course, the model implemented in FY 2018 was imperfect, and in FY 2019 some minor changes were made to address these imperfections using the process put in place in FY 2018. There will, no doubt, be changes proposed in FY 2020 and beyond, in order to fully realize the potential of Responsibility Center Management in our core functional areas.
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Executive Summary – FY 2019 Overview
The new RCM/ABB budget model has had a significant impact on CWU’s budget-and-finance dialogue. Under RCM, the university identified responsibility centers in the four academic colleges where the vast majority of academic instruction occurs. Each college is led by a dean, who is responsible for managing the resources provided to his/her college. Resources in the state and tuition fund are allocated entirely to the four colleges as they are earned, based entirely on student credit hours recorded in the prior year. Each of the colleges are then allocated the support costs proportionate to their revenues, with the exception of the Facilities Management costs, which are allocated based on square footage of the facilities each college uses. After support costs are allocated, not all responsibility centers can meet their expense obligations, so the Provost is able to subsidize (redistribute) resources from the “profitable” colleges to ensure the viability of all aspects of the university. Aside from the state and tuition funds, the remainder of the university (representing about 46 percent of operating revenues) continues the traditional budgeting methodologies, which are under the “you can only spend what you earn” paradigm. On balance, after three years of strong enrollment growth --possibly four with fall 2018--the university is on sound financial footing, with reserves in most areas to ensure sustainable operations. In spring 2018 Moody’s Investor Services reaffirmed CWU’s A1 Stable bond rating despite what Moody’s considers “thin” reserves and a cautionary statement about the need to grow operating margins. On a positive note, Moody’s noted strong growth and an overall positive story of continued strong management and investing toward the future needs of the university. These investments will need to lead to an improved operating margin in future years. CWU has continued to enjoy robust capital development. Samuelson Hall will open in fall 2018 as a computational sciences building. Other facilities under development in FY 19 include phase one of a Health Sciences building, a new 402-bed residence hall, expansion of recreation facilities, and a long-overdue upgrade to Tomlinson Stadium. What follows is a brief explanation of how the university has organized itself, an overview of the FY 2019 operating and non-operating budgets, and an updated six year forecast for each operating fund group.
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FUNDS: How we are organized As a state agency, the university accounts for its operations in funds. The organization and numbering of these funds generally align with those the State of Washington uses. CWU groups these funds into two major classifications: operating funds and non-operating funds. Operating Funds This group of funds supports business-like activities; there is an exchange of money for a service or product between two unrelated parties. While there are many operating funds, they are organized into four main groups: 1. State and Tuition Funds – this is where the majority of the activities of teaching and learning takes place, and represents about 60 percent of the total operating fund budget. This is where we recognize most of the tuition paid by students for the three terms (Fall, Winter, Spring) of instruction, as well as the state allotment. Currently tuition from students represents about half of the revenues and the state allotment makes up the other half. The other contributor to this fund group is the administrative fee charged to most self-supporting units outside of this fund group to subsidize the cost of institutional overhead. 2. Local General Funds – most of the revenue in these self-supporting units comes from fees. About a third of the fee revenues are related to summer instruction ($10M) and another third comes from Dedicated Fees ($11M), which are restricted to a particular purpose such as the Athletics fee. The remainder is a myriad of fees such as course fees, fees for continuing education, etc. 3. Enterprise Funds – this fund group includes Housing and Dining, the Wildcat Shop (bookstore), and Parking, commonly known as the ‘auxiliaries.’ All of the units in this fund group are self-supporting and together with the Student Activities fund group make up the “CWU System,” which is capable of issuing bonds to construct new facilities, such as residence and dining facilities, and the Student Union and Recreation Center (SURC). The CWU System recently issued $48M in bonds to construct Dugmore Hall, a 402-bed residence hall and accompanying dining facility. 4. Student Activities Funds – this self-supporting fund group receives three main fees from students to support student activities. The Services and Activities Fee (S&A) is defined in statute and is a component of tuition (about 10 percent) that supports much of the student programming that happens in the SURC. The S&A fee is governed by an S&A committee, and makes up about half of the total Student Activities fund group revenues ($6.5M). The rest of the revenues come from fees dedicated to the operation of, and bond payments related to, the Student Union facility ($3.3M) and Recreation Center ($3.7M). Non-Operating Funds This group of funds generally receives revenues from either the state or federal government; revenues are recognized as expenses are incurred through a cost reimbursement. These funds tend to be restricted to a particular purpose by state or federal rules. CWU has categorized these into four main groups:
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1. State Capital Funds – this funding supports construction, renovation and some maintenance for state facilities. Major capital projects are funded by bonds issued by the State. Minor capital projects are funded by the building fee (approximately 3.5 percent of tuition) as well as earnings from the Educational Timber Trust. All of these funds are distributed based on legislative decisions. 2. Grants and Contracts Funds – there are two main funding sources in this fund group, nearly all of it coming from the federal government. The majority comes in the form of Pell Grants ($36M), distributed by the US Dept of Education to individual students with financial need. The rest of the funding is for a variety of federal research grants and student success grants like GEAR UP ($14M). Activity in this fund group is the cost reimbursement model. 3. Internal Service Funds – the sole purpose of this fund group is to support the work of university employees and students. These services generally are performed on a cost- plus basis with the intent to provide internal services at the lowest cost possible, plus a small margin to replace equipment, etc. Examples of internal service funds are Motor Pool, Wildcat Printing, Auxiliary Maintenance and Custodial, Architects and Engineers Pool, etc. 4. Trust and Loan Funds – there are two main categories of activity in this fund group, each about equal in size. First, a portion of tuition (4 percent) generates financial aid in the form of grants or short term loans. The rest is a variety of funding for which CWU acts as an agent, but has no ownership of the funds, for example some scholarships that follow our students and student club funds. DIVISIONS -How we are organized In addition to slicing the university up by funds, as required by fund accounting rules, the university has also organized itself by divisions for accountability purposes. There are five divisions in all, each led by a vice president or the president: Academic and Student Life Division (ASL) – This is the largest division led by the Provost/VP of Academic Affairs. This division accounts for the majority of the activity in each of the operating fund groups and is core to the mission of the university. Academic colleges: • CAH – College of Arts and Humanities • CEPS – College of Education and Professional Studies • CB – College of Business • COTS – College of the Sciences Academic support functions: • Provost Office • Associate Provost • Library
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• Office of International Studies and Programs • Graduate Studies and Research • Student Success
President’s Division (PRES) – this division is led by the President and predominantly has operations in the State and Tuition fund and the Local General fund. Sub-divisions in the President’s division are, the Office of the President, and the following departments: • Athletics • Inclusivity & Diversity • Public Affairs • University Advancement Operations Division (OPS) – this division is led by the VP of Operations, and spans many of the different fund groups, both operating and non-operating. Within this division is the Office of the Vice President and the following departments: Enrollment Management Division (EM) – this division is led by the VP of Enrollment Management, and was newly formed in FY 2018 to recognize the importance of strategic enrollment management at the university, and consists of just two departments: • Enrollment Management and Admissions • Financial Aid and Student Accounts Business and Financial Affairs Division (BFA) – this division is led by the CFO/VP of Business and Financial Affairs. Operations occur mostly in the operating fund groups. Sub-divisions in BFA include the BFA Office and Internal Audit, and the following departments: • Auxiliary Operations • Business Services, Procurement and Contracts • Financial Planning and Analysis The CFO also has oversight responsibilities for a quasi-division that exists only in the State and Tuition fund called “Enterprise Wide.” This fund holds certain non-discretionary budget items like enterprise software licenses, fire protection, supplemental retirement payments, utilities, etc., as well as any planned university reserves. The matrix below shows how funds and divisions work together. Some divisions have operations in many different fund groups, while others are limited to just a few. • Facilities Management • Information Services • Institutional Effectiveness • Police and Public Safety • Financial Services • Human Resources
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President Operations
Academic & Student Life Enrollment Management Business & Financial Affairs Enterprise Wide
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I. Budget Drivers – Revenue The most significant revenue driver for the university budget is clearly enrollment, both individual students (“headcount”) and full-time equivalent (FTE) students, which is total credits divided by 15. Headcount is most relevant for services that are not dependent upon credits taken, such as housing, dining, parking, and bookstore revenues. Other revenue elements, such as tuition and most mandatory fees are charged per credit taken and therefore FTE is the main driver. Budget development at CWU begins with fall headcount estimates, as it is quite easy to derive quarterly headcount, as well as FTE using established historical patterns from the fall headcount baseline. On the chart below, note the repeating pattern of higher enrollment in the fall, with a consistent drop each quarter. This drop is typically around 4-5 percent each quarter and comes from a combination of student persistence issues, graduation, and/or transfer to another institution.
The Starting Point - State Funded Enrollment Headcount by academic term
11,167
11,071 10,602 10,193
10,721 10,319 9,907
514
511
480
507
468
457
441
Fall 16 Winter 17 Spring 17 Fall 17 Winter 18 Spring 18 Fall 18 Undergraduate Graduate
Once estimates of quarterly student headcount and FTE are established, these data are used as revenue drivers for revenue of most of our operating fund groups.
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