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
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