Dear CWU Community,
In accordance with CWUP 1-10-050 – Powers and Duties, the CWU Board of Trustees has conducted its annual evaluation of President Jim Wohlpart. This requirement is also reflected in Section IV of the Presidential Contract (Evaluation and Contract Extension), which requires the Board to “evaluate the performance of the President using such methods and criteria as the Board may determine in consultation with the President.” The Board approved performance goals on Friday, July 26, 2024, and completed their evaluation of the President for the 2024-2025 academic year on Friday, July 25, 2025. This email provides the university community with the results of that evaluation. Over the last several years, Central Washington University has faced significant challenges, including COVID-19 and the current federal and state environments. Throughout this period, the university community has come together and worked collaboratively to respond to these challenges, which has made us stronger as an institution. As a Board, we want to recognize and share our deep appreciation to the President for his leadership and to the faculty, staff, students, and administrators who have come together to be responsive to the challenges the university has faced. This type of collaboration is essential to our success and must continue to be a priority given that new challenges await us in the coming year.
One year ago, we tasked the President with three goals, which were a part of his evaluation at the July 24-25, 2025, Board of Trustees meeting.
First, shared governance has continued to be a focus for the President. After a three- year long process, the university completed and the Board of Trustees approved the shared governance document titled “Aligning Priorities to Advance the University’s Vision and Mission.” We applaud the Shared Governance Committee and the university community for their work in completing this thoughtful and collaborative project. In the coming year, we are tasking the President with making this document a living document across the university, considering all administrative, staff, faculty, and student practices, policies, and procedures, as well as writing new documents based on what is stated in the shared governance document. This process also includes the Trustees, who are reflecting on and changing our structures, systems, and bylaws based on what we have learned. Second, the ability of the university community to develop a sustainable financial model was challenged because of the state deficit in the 2025-2027 biennium budget. Over the last four years, the university has worked diligently to reduce expenses and create a
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