Board of Trustees Meeting Agenda | Feb 16, 2023

Board ofTrusteesM eeting FulBoard Packet February 2023



Location: Wellington Event Center

10:00 AM Call to order o Approval of the Agenda o Approval of October meeting minutes o Official Communications o Public Comment President’s Report

Budget Update

Research Presentation

Lunch (No business discussed)

Brand Update

CWU Safe

CWU’s Wrap Around Services

New Degree Program

High Impact Practices Presentation

4:00-4:30 Executive Session As allowed by RCW 42.30.110 (1)(i) for the purpose of discussing potential litigation.

Board Dinner (No business discussed)

Last updated February 9, 2023

Central Washington University Board of Trustees February 16, 2023

ACTION – Approval of the minutes of the regular meetings of October 20-21, 2022.

We recommend the following motion:

The Board of Trustees of Central Washington University hereby approves the minutes of the regular meetings of October 20-21, 2022.


Dania Cochran Interim Secretary to the Board

Approved for Submittal to the Board:

Jim Wohlpart President

Board of Trustees Minutes Board Meeting Wellington Event Center October 20-21, 2022


OCTOBER 20, 2022

BOARD WORK SESSION Trustees Present: Robert Nellams, Chair Ray Conner, Vice Chair Erin Black (via Zoom) Jeff Charbonneau Gladys Gillis David Hartless Jeff Hensler Zabrina Jenkins Staff to the Board: Jim Wohlpart, President

Dania Cochran, Interim Board Secretary and Executive Office & Project Manager Joel Klucking, Board Treasurer and Vice President for Business & Financial Affairs Kim Dawson, Executive Assistant to the President/Board of Trustees Alan Smith, Assistant Attorney General Executive Faculty & Staff: Delores (Kandee) Cleary, Vice President for Diversity & Inclusivity Michelle DenBeste, Provost/Vice President for Academic Affairs Paul Elstone, Vice President for University Advancement Jonathon Henderson, Assistant to the President & Executive Director of Institutional Effectiveness, Research & Planning

Andrew Morse, Chief of Staff & Interim Vice President for Public Affairs Lucha Ortega, Interim Vice President for Student Engagement and Success Staci Sleigh-Layman, Associate Vice President, Human Resources Ginny Tomlinson, Associate Vice President, Information Services & Security

Chair Nellams called the board work session to order at 10:03 a.m.

New members to the Executive Leadership Team were introduced and welcomed: Jonathon Henderson, Assistant to the President & Executive Director of Institutional Effectiveness, Research & Planning

Andrew Morse, Chief of Staff & Interim Vice President for Public Affairs Lucha Ortega, Interim Vice President for Student Engagement and Success Approval of Agenda

Motion 22-22: Ms. Gillis moved that the Board of Trustees of Central Washington University approve the agenda of the meetings of October 20 and 21, 2022. Mr. Charbonneau seconded the motion, which the board unanimously approved. Approval of Minutes Motion 22-23: Mr. Hensler moved that the Board of Trustees of Central Washington University approve the minutes from the meetings of July 28 and 29, 2022. Ms. Gillis seconded the motion. The motion was approved. Official Communications Since our last meeting, the board has received no communications. Public Comment Bernadette Jungblut, Professor, Department of Political Science, shared student concerns and related retention strategies. President’s Report President Wohlpart gave a quick summary of his three goals: governance, student engagement and success, and external relations and shared that his goals will be discussed regularly at Board of Trustees’ meetings. CWU’s Vision and Mission were approved by the Board of Trustees on May 20, 2022, and phase one of the strategic plan is complete. Approximately 1000 employees and 200 students participated in phase one. Board members will provide feedback today on the draft Values and Strategic Plan Framework. On November 4, the State of the University Address will include a Strategic Plan Workshop, where folks will be asked to provide feedback on the draft Values and Strategic Plan Framework. President Wohlpart invited Mark Samples, Faculty Senate Chair, to the table for a discussion on shared governance. President Wohlpart would like to develop strong, clear shared governance goals. A group of three faculty and three administrators has been identified to lead this shared governance initiative: Faculty: Amy Claridge, Walter Szeliga, Greg Lyman Administrators: Michelle DenBeste, Elvin Delgado, Sathy Rajendran Brand Development, Enrollment Marketing, Website Update Dr. Morse provided a summary of the adoption and implementation process for CWU’s new brand promise, We See Futures. We See Futures – a unifying idea that through high-quality educational experiences underscored by personalized care, learning, and developmental experiences from faculty and staff, CWU’s increasingly and richly diverse student body will be empowered to achieve a lifetime of opportunity within their homes, workplaces, and communities. The brand promise will be reinforced by five key messaging themes:

2 Board of Trustees Minutes October 20-21, 2022

• We’re here for your future. • You will do something great. • You belong here. • We build community. • Central at the center of a better future.

In addition to a new brand promise and core messaging, we will be adopting and implementing a new tagline that replaces “Learn. Do. Live” and “Welcome” with a new version that invites our campus community to live into our new brand. Through a series of tailored capacity-building educational sessions with campus marketing and communication stakeholders, Public Affairs will provide consultative and advisory support to assure the consistent adoption and implementation of CWU’s new brand anthem. In addition, and as Public Affairs develops campus-wide resources for utilization in marketing and communication deliverables (via, Public Affairs will host two campus-wide summits designed to educate campus about what brands are and do; engage in collaborative and inclusive discussion with campus for feedback about the brand; and to share resources in living the We See Futures brand promise across the university. Further, Public Affairs will distribute a regular e-communication titled “Living Our Brand” that will a) educate campus about key branding concepts, principles, and high-impact practices; and b) provide updates on the implementation progress, timelines, and opportunities for campus engagement in the brand rollout. Finally, to assure the effective institutionalization of CWU’s brand, Public Affairs will form and host a CWU Brand Council composed of campus-wide communicators/marketers to provide advice, guidance, monitoring/assessment, and implementation/maintenance functions related to CWU’s brand. Built on a strategic, relational, and intentional partnership between Enrollment Management, Public Affairs, and Academic Affairs, Central has launched a short-term academic program marketing plan focused on 1) academic areas of interest; and 2) key programs of interest that appeal to prospective students and their families and will drive general brand awareness and direct student recruitment marketing. Three key strategies are guiding the execution of a short- and intermediate-term plan. They include: 1. Increase prospective student interest in CWU through intentional promotion of high demand academic programs and clusters. 2. Enhance the personalized connection to CWU by collecting accurate program information, sharing prospect contacts, and creating department landing pages on the Admissions website that drive tailored follow-up marketing through Slate and other direct outreach. 3. Elevate brand consistency and grow unit-level marketing capacity with marketing and communications liaisons and templates. The new website project is on track to launch in September 2023. The core team and BarkleyREI (BREI) have finalized mapping the information architecture. It will serve as the foundation for a recruitment focused sitemap that better serves our audiences and the cornerstone to which all the content and pages of the new website will align. We have secured a new Content Management System (CMS) built with a focus on solving higher education web content and governance needs.

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We are currently working with BREI on developing an effective content strategy, and now that the foundational work is done, we are starting the design exploration phase. We continue to work with numerous departments to audit and update their websites in preparation to migrate their content, we are also looking at the current web policy and procedures critically to provide adequate oversight of the website going forward. Students, faculty, and staff have been involved in providing input throughout the process. We expect that they will continue to do so as the project moves along to completion. Enrollment & Budget Update Vice President Klucking gave the board an update on enrollment. The first-year class increased six percent over last year, and there was significant improvement in application and confirmation yield. However, last minute no-shows affected many regional comprehensives. Transfer students increased three percent from last year. Applications were significantly stronger, but there is an overall enrollment decline at community colleges over the past decade. Our incoming student population is growing again, but larger classes will graduate and likely lead to declining enrollment in FY23-FY24. We had several bright spots in recruiting: • Yield efforts paid off in applications and confirmations • Incoming first year class maintained diversity (43%) and increased percentage first generation (48%) • We had the most non-resident transfer students ever (16%) • Systems were built to improve future results (strategy, marketing, communications) Vice President Klucking then gave the board an update on state and local funds for FY23, system funds for FY23, and the state funding split scenario. Survey & Data Update Dr. Cochran presented the board with follow up data on the U.S. News and World Report Survey. At the July Board Retreat, we discussed the benefit of understanding our national ranking – first to understand how the consumer views us when searching for a university to attend, and to help identify possible gaps in how we serve our ideal student population. Many outlets provide rankings and have varying definitions, but U.S. News generally has the most concise information, it is more user-friendly, and has been providing data since 1988, which makes this outlet a very valuable resource for CWU to understand and use our own data for the future. We are using this information to understand what we are reporting, how the consumer might view us, and what areas we need to focus on. We will not use this data for anything other than producing better work and student experiences. U.S. News and World Report divides colleges and universities into four categories: National Universities, National Liberal Arts Colleges. Regional Universities, and Regional Colleges. CWU falls into the regional universities, which have a focus on undergraduate and masters, with very few, if any, doctoral programs. In public and private regional universities, CWU ranked 46/122 in 2021-2022 and 42/120 in 2022. In public, regional universities only, CWU ranked 23/66 in 2021-2022 and 18/60 in 2022-2023.

4 Board of Trustees Minutes October 20-21, 2022

Dr. Cochran then introduced data from the Washington Monthly Rankings. This survey focuses on data considered reliable and relevant to the majority of students and policy makers at state and federal levels. Many colleges who do poorly on U.S. News and World rankings, do well on Washington Monthly rankings and vice versa. Data is pulled from IPEDS, which is our reported numbers to the federal government. Washington Monthly uses four categories as well: National Institutions, National Liberal Arts Institutions, Masters Institutions, and Bachelors Institutions. CWU falls into the masters institutions, which evaluates institutions based on 32 factors primarily focusing on social mobility, research, and service. In public and private universities, CWU ranked 74/603, and in public universities only, CWU ranked 43/238. The Economic Mobility Index (EMI) rates institutions on the value they provide based on proportion of lower-income students enrolled. Institutions are evaluated based on ROI, primarily price-to-earnings premium. EMI uses three categories: public institutions, private institutions, and for-profit institutions. CWU falls into the public institutions and ranked 154/1320 in public and private institutions. CWU ranked 116-484 in public only institutions.

Meeting adjourned at 11:45 a.m.

Trustees had lunch with students in the Student Union Recreation Center. No business was conducted.

Chair Nellams reconvened the board work session in Wellington Event Center at 1:35 p.m.

Diversity, Equity, and Inclusion Data and Plan President Wohlpart gave a brief summary on retention rates from 2010-2020 and from 2020-2021. Our retention rates have been going down, but there has been some slight fluctuation the last five years. He then gave an update on four- and six-year graduation rates. Four-year graduation data is good to have, but not considered part of the U.S. News rankings. They use six-year graduation data. Jonathon Henderson then reported on student attrition. He summarized CWU student attrition by ethnicity/race of first year, full-time students. The data shows that these students primarily enrolled elsewhere. President Wohlpart reported that everyone is focused on equity, diversity, and inclusion initiatives with regard to student recruitment, retention and success. Some of our general recruitment activities include: • Prioritizing diversity related recruitment events • Enhancing Spanish language track in our Wildcat Preview Days • Adding Spanish language recruitment publications • Highlighting diversity in our recruitment publications and marketing efforts CWU’s Yakima Valley recruitment activities include: • Embedding admissions counselors in Yakima high schools and at our Yakima Center • Attending family nights and FAFSA/WASFA nights • Providing on-the-spot admissions events • Enhancing the Guaranteed Admissions Program • Working closely with our community-based organization partners

5 Board of Trustees Minutes October 20-21, 2022

President Wohlpart introduced Vecinda Keys, who is a senior and works as a peer mentor in Exploratory Studies. Ms. Keyes presented on Jump Start, which is an extended orientation program. There are currently 26 participants. The main focus of this program is to build community and enhance the feeling of belonging for in-coming students. Mentors work with participants on increasing their sense of competency and their belief in their ability to be successful at CWU. Ultimately, this would increase both academic performance and retention of participants. Elvin Delgado was invited to speak about the recent Hispanic Association of Colleges and Universities (HACU) conference. The President’s Office sponsored a group of faculty, staff and students to participate in this conference. Approximately 15 people attended. As CWU moves towards considering how we can become an institution that better serves our Hispanic and Latina/o communities, this conference provided an opportunity to expand our learning about what this means, and it provided a track for student leadership development. Some additional initiatives that are happening on campus include: • PUSH/Basic Needs Pantry established a coordinator role and a Basic Needs Council in 2022 and expanded the Food Pantry into a Basic Needs Pantry in 2022 • Office of Case Management applied for a Housing Insecurity Pilot Grant 2022 • Counseling Office hired two counselors from traditionally underrepresented backgrounds • Diversity and Equity Center is supporting events and activities for student affinity groups and hosts a Culture Corner • Multicultural Center discussions continue, including bonding and a legislative request for 2023- 2025 Values & Strategic Planning Workshop (Trustees) President Wohlpart shared the current CWU University Values (student success, access, engagement, inclusiveness, shared governance, facilities and safety). Board members had a thoughtful conversation and provided the following feedback: • How do we apply these values to what we are doing? • Add student, faculty & staff experiences • Students learn in different ways; are we using the words we want to create the experience we have at CWU? • Shorten the list to four to five values and then focus on how we are going to get there. University Advancement Update Vice President Elstone updated the board on University Advancement activities. He gave a quick review of FY22 giving. Total commitments are up by 5.5% and total cash is up by 31%. However, the number of donors is down 14% and the number of gifts is down 13%. He added that we need to create a sustainable base in our changing environment. One new approach includes engaging alumni in the life of CWU students and faculty. Donors want meaningful engagement, compelling content, personalized interactions, and curated experiences. Vice President Elstone then gave a brief update on campaign planning and summarized the financial, reputation and visibility, and engagement goals, which will feed into the university-wide goals of student opportunity, student experience and campus impact. He then summarized the timeline for the campaign, which runs from July 1, 2021, through June 30, 2028, in multiple, overlapping phases.

6 Board of Trustees Minutes October 20-21, 2022

Meeting adjourned at 4:12 p.m.

Trustees, President and Mrs. Wohlpart, and Alan Smith, Assistant Attorney General, attended a social dinner at the University House from 6:00-8:00 p.m. No business was conducted. OCTOBER 21, 2022

BOARD BUSINESS MEETING Trustees Present: Robert Nellams, Chair Ray Conner, Vice Chair Erin Black (via Zoom) Jeff Charbonneau Gladys Gillis (via Zoom) Dave Hartless Jeff Hensler Zabrina Jenkins Staff to the Board: Jim Wohlpart, President

Dania Cochran, Interim Board Secretary and Executive Office & Project Manager Joel Klucking, Board Treasurer and Vice President for Business & Financial Affairs Kim Dawson, Executive Assistant to the President/Board of Trustees Alan Smith, Assistant Attorney General Executive Faculty & Staff: Delores (Kandee) Cleary, Vice President for Diversity & Inclusivity Michelle DenBeste, Provost/Vice President for Academic Affairs Paul Elstone, Vice President for University Advancement Jonathon Henderson, Assistant to the President & Executive Director of Institutional Effectiveness, Research & Planning

Andrew Morse, Chief of Staff & Interim Vice President for Public Affairs Lucha Ortega, Interim Vice President for Student Engagement and Success Staci Sleigh-Layman, Associate Vice President, Human Resources Ginny Tomlinson, Associate Vice President, Information Services & Security

Chair Nellams convened the board meeting at 9:02 a.m.

Operating & Capital Budget Requests President Wohlpart summarized the 2023-2025 Operating and Capital Budget Priorities and explained that the number one request on the operating priorities is for the legislature to fully fund COLAs. The public universities are asking for this collaboratively. The top three priorities on the capital request are the North Academic Complex, the Behavioral and Mental Health Building, and a Multicultural Center.

7 Board of Trustees Minutes October 20-21, 2022

Vice President Klucking introduced Thomas Toepfer from PFM Financial Advisors LLC. Mr. Toepfer presented to the group on the bond market and financing for the Multicultural Center. He explained that CWU has requested $6.0 million from the legislature to fund design and initial construction of academic space, with the remaining $16.8 million to be self-funded. Mr. Toepfer added that some things to consider regarding CWU’s system revenue bonds are: CWU’s credit rating, borrowing amount, timing, and the possibility of doing a Certificate of Participation. Trustees will continue to weigh the options. Dr. Morse introduced Alethia Miller and Steve DuPont, CWU’s Government Relations Managers. Ms. Miller and Mr. DuPont serve as CWU’s official liaisons with local, state, federal and elected officials for regulatory, budget, and policy matters of all kinds. They summarized the legislative process and reminded folks to contact them with anything related to the legislative process. We all need to be on the same page when speaking with legislators. Open Public Meetings Act (OPMA) Training The OPMA training was tabled and will be offered at the February 2023 board meeting. High Impact Practices Dr. DenBeste gave a quick update on CWU’s High Impact Practices (HIP) Institute. The HIP task force will begin meeting at the end of the month. The group will create an action plan and begin to create an institute for faculty this summer. The Summer Institute will be a standalone program and will bring faculty and campus experts together to work on projects and learn from each other. Dr. DenBeste introduced Dr. Sayantani Mukherjee, Professor of Marketing & Faculty Coordinator of the Digital Marketing Minor. Dr. Mukherjee then introduced two CWU graduates, who were in the Digital Marketing Minor: Kahlia Mafua (graduated 2022) and Sabrina Dominguez Wilkins (Graduate 2018). The group gave some background information on the minor. Digital Marketing classes were created as marketing electives in 2013. In 2020, the Digital Marketing minor launched. Now in 2022, Digital Marketing is the largest minor in the College of Business. Key features of the minor include: • Interdisciplinary • High-touch in an online/hybrid environment • Focus on high impact practices • Open to College of Business and non-College of Business students across all CWU locations and online. Students in this minor have competed in marketing competitions and have done very well. One CWU team won the Top Marketer Award from Google. In addition, students work with local businesses and non-profits to develop digital marketing strategies. Many of the projects lead to internships for our students. ACTION AGENDA Approval of Consent Agenda The formal recognition for our faculty and staff is contained in our consent agenda. Motion 22-23: Mr. Hensler moved that the Board of Trustees of Central Washington University hereby approves the consent actions items submitted October 21, 2022. Ms. Gillis seconded the motion. The motion was approved.

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Approval of FY23 Budget Motion 22-24: Ms. Gillis moved that the Board of Trustees of Central Washington University hereby approves the proposed budget or Fiscal Year 2023 as presented. Mr. Conner seconded the motion. The motion was approved. Approval of President’s Evaluation Motion 22-25: Mr. Conner moved that the Board of Trustees of Central Washington University hereby approves the evaluation of President Wohlpart (CWUP 1-10-050) as presented. Mr. Hensler seconded the motion. The motion was approved.

The next regularly scheduled meeting of the board will be in February, on the 16 th and 17 th .

Meeting adjourned at 11:02 a.m.

Dania Cochran, Interim Secretary to the

Robert Nellams, Chair CWU Board of Trustees

CWU Board of Trustees

9 Board of Trustees Minutes October 20-21, 2022

Central Washington University Board of Trustees February 16, 2023 EXECUTIVE SUMMARY – Board Communication Report The Board acknowledges receipt of the following communications:

1. Email and attachment, January 17, 2023, from Vanesa Arostegui, regarding an issue with a Practicum class. 2. Email, January 18, 2023, from Neyda Flores, Washington State Auditor’s Office, regarding CWU’s Audit Entrance Conference. 3. Email, January 27, 2023, from Dr. Leah Batty-Hibbs & Dr. Michael Drane, Triumph Treatment Services, regarding a graduate student in CWU’s Mental Health Counseling program. 4. Email, January 27, 2023, from Jade Hall, Josiah Hogan, Caity Oliger, Rusty Whitehall, Simona Wood, and Bria Wright (members of CWU’s Mental Health Counseling Cohort), regarding Vanesa Arotegui.


Dania Cochran Interim Secretary to the Board

Approved for Submittal to the Board:

Jim Wohlpart President

Creating Our Future President A. James Wohlpart │ February 16-17, 2023 Board of Trustees Meeting

Central’s Moment

Brand Rollout

Brand Messaging

Mission Vision Values

Comprehensive Campaign

New Tagline

Strategic Planning

New Website


External Ext

Investing in Our Future

• State Budget Update • Values Based Budgeting • Federal Funding • Agribusiness │ $75,000 •

HVAC Update in Medical Facility │ $1,000,000

• Council of Presidents Reception

Action Returns to the Pav

Nicholson Pavilion is on track for Fall 2023 Final Completion

CWU Women Defeat SPU 81-72 in the Pav

Wildcats Do Great Things

CWU Student Emma CrowE (far right) represents CWU at the United Nations Green Summit

David Puente, Jr. (B.S., Occupational Safety) Appointed Director, Washington State Department of Veterans Affairs

CWU Recognized as a 2022-23 Top Producer of Fulbright Scholars


2023 Financial Update Central Washington University

Board of Trustees February 16, 2023 Joel Klucking CFO/SVP for Finance & Administration

Fiscal Year 2023 (In Thousands)

State/Local General

Budget Forecast Difference

Revenue State Appropriation

$ 77,904 77,943 $ 82,952 81,462 19,549 19,050 180,405 178,455 132,188 130,469 14,392 15,285 34,672 32,633 181,252 178,387







Total Revenue Expense Wages/Benefits Tuition Waivers





(2,039) (2,865)

Total Expenses State/Local Net







Net Margin as a Percent of Revenue




HEERF Funding




1,000 1,068



Net after HEERF Funding









(Housing/Dining/Bookstore/Parking/Student Funds)

Fiscal Year 2023 (In Thousands)


Budget Forecast Difference

Revenue Operating Revenue

$ 55,968 55,723 $ 55,968 55,723


(245) (245)

Total Revenue Expense Wages/Benefits




23,755 23,627


Total Expenses System Net Bond Payments

46,091 9,877 12,107

47,054 8,669 12,107





$ (2,230) $ (3,438)



HEERF Funding




Net Including HEERF


2,970 $ 1,762




Debt Service Coverage Ratio





winter-spring spring-fall








Fall 2008 Fall 2009 Fall 2010 Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020 Fall 2021 Fall 2022


Housing and Dining Rates

6% Rate Increase In Aggregate • 9% Housing/3% Dining • Cost of labor (COLA/Min Wage) • Other Inflation (food, utilities, building maintenance) • CPI: Food: 10% / Energy: 7% • CPI Food Away From Home: 8.3% • Low enrollment (down approx. 1,000 residents) • Renovation/repair plans on hold (emergency only)


Housing & Dining

FY23 Budget % Increase FY24 Increase

Salaries, Wages & Benefits General Supplies & Services

$ 14,581,186

6.0% $

606,283 161,094 351,297

2,013,671 4,391,212 2,581,211 2,934,641

8.0% 8.0%

Cost of Goods Sold


10.0% 258,121


6.0% 2.0%

176,078 14,090




Total Cash Expenses $ 27,206,421

$ 1,566,963

FY23 Projected Revenues $ 38,092,268

4.1%$ 1,566,963

Asset Stewardship Fund

1.9% $




Consistent with the academic year rate increases. The proposed summer fee increases are as follows:

CWU Summer Tuition Fee per credit




6.54 12.27 20.28 30.41 14.40

Resident Undergraduate Non-resident Undergraduate

$ 272.64 $ 279.18 $ $ 408.96 $ 421.23 $ $ 327.14 $ 347.42 $ $ 489.18 $ 519.59 $ $ 479.87 $ 494.27 $

Resident Graduate

Business Resident Graduate

Non-resident Graduate


Washington State Economic and Revenue Forecast Council Quarterly Forecasts • November Forecast informs the Governor’s Budget in December • February Forecast informs the Legislature in March for Biennial budget

November Forecast indicated a $681M revenue increase for the 2023-2025 Biennium ($66B) • The Washington economy continues to expand but inflation remains high and housing has weakened • Slowdown still expected, but later and from a higher revenue base than September Forecast

Monthly Update: • January – Major revenue collections are $83.3M (1.4%) higher than November Forecast


• Policy Funding

$ 1,290,000

• STEM Dual Language Teacher Prep • Student Success (Learning Commons Expansion/Development) • Preventive Maintenance Fund Shift

• Compensation Funding

$ 2,171,000

• Cost of Living Increases (67% due to “fund split”)

• Maintenance Level

$ 2,019,000

• FY23 Supplemental Funding

$ 1,151,000

• Tuition Backfill & Climate Change Act (utilities)


• Humanities & Social Science Complex (NAC)


• Includes Demolition of L&L and Farrell • Geothermal Heating/Cooling

• Multicultural Center

$ 6,000,000

• $6M For Design & Academic Portion of $23M Project

• Minor Works Preservation

$ 13,473,000

• Minor Works Program

$ 1,000,000


Congressionally Directed Spending

Department of Education •

Agribusiness Program Development (Cantwell)

$ 75,000

Department of Health & Human Services •

Student Medical & Counseling Center HVAC (Schrier)




Preserving the water resources of the Yakima River basin for future generations Faculty: Lisa Ely, Carey Gazis Students: Emily Polizzi, Edward Vlasenko, Brice Liedtke, Lindsay Henning, Rhiannon Whitehead, Silas Sleeper Department of Geological Sciences

Central Washington University Board of Trustees February 16, 2023 EXECUTIVE SUMMARY – Brand Update Dear Trustees,

Included in this Board of Trustees Docket Item is a review of the process and implementation of the new messaging platform and visual identity of Central Washington University’s new brand.


Andrew Morse Chief of Staff & Interim Vice President for Public Affairs

Approved for Submittal to the Board:

Jim Wohlpart President

Living Our Brand

Brand launch summits

When: 1:30-3:30 p.m. Jan. 27 Where: SURC Ballroom Who: CWU community in Ellensburg

When: 9-11 a.m. Feb. 3 Where: Des Moines and Zoom Who: CWU sites and centers


Brand resources


Brand promise

Our brand promise is the distilled essence and heart of the brand.

We See Futures

We see a whole range of individual possibilities for each student – not just one pre- destined future. We’re deeply embedded in our community—and we see what it could become. We know what it takes to build a great career today—and we’re thinking about the fields and careers of tomorrow. We understand barriers but we focus on strengths and possibilities. We love backstories but we focus on futures.


Brand voice

Central should sound like a person.

Direct, grounded, authentic—we use human language to build real understanding.


Energetic, dynamic—we use verb-driven language that creates a sense of momentum.


Humane, relational—we put people at the heart of our communications.


Self-assured, steadfast, bold when needed—we know who we are and where we’re going.



Key messages Distilled statements that convey our brand promise to audiences.

We’re here for your future

Foreground relationships, highlight individual stories.

You will do something great

Lift up potential, possibilities, confidence.

Create a sense of belonging and purpose for each student, relay values of inclusion and access. Include community in the story of CWU; relationships that form communities on campus and impact on community at large. Convey bold aspiration, celebrate institution-wide successes, convey broad impact.

You belong here

We build community

Central at the center of a better future


Templated design kits


Photo and video

• Use authentic, original photos of our people when possible. Avoid stock photography. • Foreground relationships and interactions, keeping people at the heart of communications. • Prioritize photos that tell a story—candid, action, authentic emotion. • Celebrate authentic diversity of backgrounds, identities, age, and modes of self-expression. • Celebrate authentic self-expression and avoid editing photos in ways that touch markers of identity.


CWU logo

We will use a single, simplified logo to enhance brand consistency.


Project milestones and next steps Discovery: Jan-March 2022

150 people, 22 conversations, statewide representation

Mid-project check-in: April

2 town hall conversations with about 70 people from discovery

Community review: May

17 presentations to CWU community, approval with BOT

Public Affairs & Campbell finalize messaging platform and rollout plan, engage early adopters, implement brand messaging with programs of emphasis, test tagline, assemble brand council, host brand education summit Concentrated period of initial rollout to include engagement, identifying brand ambassadors, training, coaching Integrate messaging in communication channels and programs (website, enrollment, advancement, HR, legislative, etc.) Regular maintenance to assure brand’s adherence and visibility well into the future (tools, resources, refreshers, updates, etc.)

Rollout prep: June-Dec

Adoption: Oct 22-March 23

Integration: April-Dec 2023

Maintenance: Ongoing


Brand resources • Updated brand guide at with new messaging platform • New blog at • New one-page quick guide • Updated business and stationery suite o PowerPoint, email signatures o Letterhead, envelopes, business cards, greeting cards o Names tags, desk plates • New self-serve design kits o Banners o Rack cards, touch cards, posters, flyers o Social media graphics


Tagline conversation

Started with three tagline concepts in October • Reviewed with Public Affairs leadership (10/11/22) • Reviewed with President Wohlpart (10/17/22) • Reviewed with brand rollout working group (10/19/22) • Received feedback from “Early Adopter” in December 2022 • Consolidated feedback, recommended two options • Received feedback from Brand Council (1/10/23) • Discussed taglines at Brand Summits (1/27/23 & 2/3/23) • Will discuss with CWU Alumni and Foundation Boards (2/4 & 2/24) • Will present to the CWU Board of Trustees (2/17) • Will receive feedback at student focus group in February


Central Washington University Board of Trustees February 17, 2023 EXECUTIVE SUMMARY – CWU Safe Structure and Approach

The CWU Safe Work Group will convene as a large group for a series of focused topics related to gender- based violence prevention policy and procedure, high impact practices, and an overview of the current state of institutional policy and procedure at Central. In addition, we will facilitate intentional and reflective conversations related to creating shared, university-wide ownership of trauma-informed and equity-minded gender-based violence prevention and handling strategy and practice. The large group convenings will feature interactive dialogues with subject matter experts on campus and in the community that inform the work group about areas of strength in CWU’s approach to the prevention and handling of gender-based violence as well as some possible areas of improvement. Work group members will be provided pre-convening reading materials and presentations that will help members be ready for an engaging discussion on each session topic. In between large group convenings, work group members will be asked to choose one focus area that will facilitate further study on campus prevention and response to gender-based violence. The purpose of the smaller focus groups will be to facilitate a deep dive review of current issues, challenges, or opportunities for Central to elevate gender-based violence policy, programming, and prevention. The small group work will be reported back to the large group during our regular convenings. After the large group topical discussions and small group focused activities are complete, the work group will then produce a final report with recommendations to the Executive Leadership Team at CWU. The Executive Leadership Team will then be responsible for reviewing the report and partnering with campus on a shared plan for campus-wide ownership of the recommendations. A proposed topic list for the CWU Safe Work Group is below. Large Group Convening 1: Overview of Title IX, VAWA, and Clery: Current State and What’s Ahead? Large Group Convening 2: National Best Practices on Gender-Based Violence Prevention and Handling Large Group Convening 3: Current State at CWU: Title IX and Non-Discrimination Policy Large Group Convening 4: Current State at CWU: Prevention Large Group Convening 5: Reflective Conversation: What About CWU’s Culture and Structure Must We Change to Create a True Culture of Respect?

Timeline We propose meeting as a large group once every three weeks for 90 minutes with small group focused work in between. That would mean convenings would occur from approximately February 2 through April 27 with report and recommendation writing to follow in May.


Approved for Submittal to the Board:

Andrew Morse Chief of Staff & Interim Vice President for Public Affairs

Jim Wohlpart President

WSAC SSEH Pilot Grant Program Office of Case Management

Gretchen Geltemeyer, Interim Director Jen Moultine, Resource Coordinator

Basic needs insecurity disproportionately impacts marginalized students 57.9% of students in South Central WA face basic needs insecurity – the highest rate in our state

Students most likely to be affected state-wide: • American Indian and Alaska Native students (67.8%) • Black/African-American students (66.8%) • Hispanic/Latinx students (58.5%) • Female students (51.3%)

WA Student Experience Survey Findings Report, January 2023


WSAC SSEH Pilot Grant Program $108,000 awarded to CWU for AY 2022-23

$12,663 unspent

$31,956 staffing expenses to enhance student service

$76,044 direct funding to students

$63,881 awarded to 24 students fall quarter

Award range: $300 to $5000


Campus & community resources Referral process & eligibility

Basic needs support to student

Case Manager

Resource Coordinator

Grant eligibility Any of these: ü Homeless ü Risk of homelessness ü Foster care at 18

Financial Aid & Grants Admin


Students served vs. CWU community

0 10 20 30 40 50 60 70 80


Students served through grant funding

Overall CWU community














Axis Title Hispanic Latinx

American Indian Alaska Native

Black African American



Pacific Islander Native Hawaiian


Race, ethnicity, and gender

Demographic categories not listed: "Unknown race" & "2 or more races"


CWU Data Source: Common Data Set 2021-22

Basic needs support increases student persistence

• 31 students met with Resource Coordinator • 24 were eligible and awarded funds • 90% completed quarter (28) • 87% registered for winter ‘23 (26) or graduated (1)

Guaranteed funding would allow for continued service and expanded outreach


Wildcat Pantry

What & How

The Wildcat Pantry (also known as PUSH) in Brooks Library 101C is a free resource for CWU students, faculty, & staff to access food, hygiene, and household products. In addition, CWU Career Services offers a free professional clothing closet to students.

• Low barrier & free access • Serve more Wildcats • Reduce stigma • All you need is your CWU connection card • Drop-in hours: SNAP assistance, reducing utility bills, resource referrals


Powered by Students

• PUSH 2015 • Student leaders opened the pantry last October (2021). • Presidents Office hired the first full time staff to manage the pantry in July. • Launching the Wildcat Pantry into an official university program this academic year. • Demonstration of student activism & mobilization. • Continues to be a collective effort.



• The Wildcat Pantry works to empower CWU students by removing barriers to essential resources that support holistic well-being. We do this by providing access to free groceries, professional clothing, and educational programming that addresses systemic issues. • Every Wildcat always has access to nutritious foods and can meet their basic needs, making CWU a place of prosperity and belonging. Vision


• Wildcat Essentials Coalition • Food Recovery Program Amplify & Build

• Partnerships (FISH, APOYO, Costco) • Community Wide Events & Drives • Wildcat Pantry & Basic Need Advocacy Training • Service learning



• The Wildcat Pantry is funded by donations made to the PUSH Foundation account. • Excluding paid positions • 2021-2022 the pantry received $32,000 in donations • Current cost of replenishment is $1,000 week. • Food diversity (food allergies, cultural foods) • Hygiene & household products Financial Goals • Raise $50,000 to cover replenishment costs for next academic year • Create reliable sources of funding: Wildcat Pantry student fee & receive campus funding in the next few years. • Total minimum costs: $120,000


By the Numbers

2022-2023 • 1,148 visits (66% increase) • 2021-2022 763 total • 9,304 items distributed (71% increase) • 2021-2022 6,644 total • 2,123 pounds in donations • 1,200 from January Pack the Pantry • 87 students, faculty, and staff received Wildcat Pantry & Basic Need Advocacy Training


• Heightened spending due to inflation and increasing rate of visits. • Capacity to expand current services and develop new programs. • Coordinating consistent staffing for the Food Recovery Program and Wildcat Pantry. • Receptiveness of new pantry practices and procedures. With the continued growth of the Wildcat Pantry, we anticipate the following challenges:


Reaching Our Potential

• Paid staff positions

• Data and story collection • New facility or space upgrades • Campus wide promotion and storytelling

• On campus food assistance and housing program

• Expand services & ongoing programs


• Donate to the PUSH Foundation account • • Purchase items through our Amazon Wishlist Help us improve students access to food & essentials • Bring physical donations to the pantry • cannot be expired, unsealed, or damaged • Follow us! @cwuwildcatpantry • Contact or


Developing skills, confidence, and community in a sophomore-level field methods course Faculty: Anne Egger, Bre MacInnes Students: Tommy Badar, Kathryn Josten, Carley Preator Department of Geological Sciences



Location: Wellington Event Center


Call to Order

Ethics & Public Service Training

Values & Strategic Planning Framework Workshop

Tagline Workshop

Action Agenda

11:00 Expected Adjournment

Last updated February 9, 2023


CWU BOARD OF TRUSTEES AAG Alan Smith February 2023

Legislative Declaration

“The people of this state do not yield their sovereignty to the agencies which serve them. The people, in delegating authority, do not give their public servants the right to decide what is good for the people to know and what is not good for them to know.”

RCW 42.30.010

OPMA Definitions

n “Public Agency”—any state agency or educational institution created by statute.

n “Governing Body”—the multimember policy-making board of a public agency or any committee thereof acting on the board’s behalf. n “Action”—the transaction of official business. Includes not only “final action,” but also any deliberations, discussions, reviews, evaluations.

Three Basic Rules

n All “meetings” of the governing body shall be public and open to all persons.

n No governing body shall take any action except in an open public “meeting.”

n No governing body at any “meeting” required to be open to the public shall vote by secret ballot.

When Is There a “Meeting”?

n A “meeting” is any meeting at which “action” is taken.

n Remember “action” includes “discussion” of official business.

n The Board of Trustees takes “action” by a majority of its members.

So a “Meeting” Occurs . . .

n Whenever five or more trustees are together discussing official CWU business.

n Includes “study sessions,” workshops, retreats, dinner meetings, legislative meetings. n Avoid “phone trees,” informal “polling,” or email chain discussions involving multiple trustees.

Executive Sessions— Real Estate & Public Contracts

n Purchase or sale of real estate when public knowledge would likely have an adverse effect on price. n Reviewing negotiations on performance of publicly bid contracts when public knowledge would likely increase cost.

n Final action must be taken in open session.

Executive Sessions— Personnel Matters

n Receiving and evaluating complaints against a public officer or employee.

n Evaluating the qualifications of an applicant for public employment or the performance of a public employee. n Final action hiring, setting salary, or disciplining an employee must be taken in open session.

Executive Sessions— Litigation

n Discussing actual or potential litigation with CWU legal counsel when public knowledge is likely to result in adverse legal or financial consequence. n Potential litigation means (1) specifically threatened, (2) reasonably anticipated, or (3) legal risks of a proposed action or current practice.

Executive Sessions— Collective Bargaining

n OPMA does not apply at all to collective bargaining matters.

n Board may meet in Executive Session to consider matters relating to contract negotiations, grievances, or interpretation of a labor agreement.

Executive Sessions— Procedure

n Board Chair must publicly announce the purpose for the Executive Session and when it will conclude. n Executive Session may be extended to a stated later time by further public announcement.

n Compliance monitored by State Auditors.

Penalties for Violations

n Any action taken in violation of OPMA shall be “null and void.”

n Each trustee who attends a meeting with knowledge of an OPMA violation shall be personally liable for $500 civil penalty for first violation, $1000 for subsequent violation.

n CWU liable for prevailing party’s attorney fees and court costs.

Board of Trustees Meeting February 17, 2023 DRAFT Values and Strategic Plan Frameworks for Feedback

Included below are three different draft models of Values and Strategic Planning frameworks. You will note that they have similar content and themes as each of them derives from the feedback received in November at the State of the University event. Eventually, in the final step of the strategic planning process, we will develop Actions or Initiatives that will be nested within the framework we select, along with Key Performance Indicators or Indicators of Success. For this step of the process, we ask that you provide us feedback on the strengths and weaknesses of the content of each of these three models. We would also welcome feedback on the different framework options that are utilized here. At the May Board of Trustees meeting, we will workshop draft Actions or Initiatives that will populate the Strategic Plan. Your feedback at this early stage will assist us as we finalize a Strategic Plan framework and then have a conversation with the university community to develop the actions that will populate the plan.

Steering Committee Members

• Missy Davis, Classified Employee • Jessica Murillo-Rosales Davis, Alumni representing Graduate Students • Laura Dahlby Nicolai, Athletics • Sigrid Davison, Equity

• Wendy Iwaszuk, Alumni/Foundation Board Member • Elizabeth Brown, Academic Department Chair Council • Elvin Delgado, Former Faculty Senate Chair • Jeff Stinson, Provost’s Council • Jonathon Henderson, Exempt Employee • Luis Reyes, ASCWU/Undergraduate Student

Draft Values and Strategic Plan Frameworks


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