October2024
CWU TRUSTEES QUARTERLY BOARD MEETING AGENDA October 17-18, 2024
THURSDAY, OCTOBER 17, 2024
Location: Wellington Event Center
1:15
Call to order
1:15-2:00
Executive Session As allowed by RCW 42.30.110 (1)(i)(i)
2:00-2:15
Break
2:15-2:25
Board Business & Communications
o Approval of the Agenda o Approval of July Retreat meeting minutes o Official Communications o Public Comment 2:25-2:30 President’s Report
2:30-2:45
Academic Programs Update
2:45-3:15
Enrollment & Budget Update
3:15
Business Meeting Adjourns
3:30-4:00
High Impact Practice Presentation/Music Building Field Trip
(No business conducted)
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FRIDAY, OCTOBER 18, 2024
Location: Wellington Event Center
9:00
Call to Order
Last updated October 9, 2024
CWU Trustees Agenda for October 17-18
9:15-9:45
North Academic Complex Tour
(No business conducted)
10:00
Meeting Reconvenes at Wellington Event Center
10:00-10:45 APOYO Presentation
10:45-11:30 Faculty Research Presentation
11:30-11:45 Action Agenda
11:45
Meeting Adjourns
2
Central Washington University Board of Trustees October 17, 2024
ACTION – Approval of the minutes of the regular meetings of July 25-26, 2024.
We recommend the following motion:
The Board of Trustees of Central Washington University hereby approves the minutes of the regular meetings of July 25-26, 2024.
Submitted:
Dania Cochran Secretary to the Board
Approved for Submittal to the Board:
Jim Wohlpart President
Board of Trustees Minutes Board Retreat Wellington Event Center July 25-26, 2024
Draft
JULY 25, 2024 EXECUTIVE SESSION
The board convened in executive session at 9:00 a.m. for forty-five minutes for the purpose of reviewing the performance of a public employee, per RCW 42.30.110 (1)(g). Executive session ended at 9:45 a.m. Present:
Erin Black, Board Chair Jeff Hensler, Vice Chair Jeff Charbonneau, Trustee Gladys Gillis, Trustee
Zabrina Jenkins, Trustee Robert Nellams, Trustee Jim Wohlpart, President Staci Sleigh-Layman, Associate Vice President, Human Resources
BOARD MEETING Trustees Present: Erin Black, Chair Jeff Hensler, Vice Chair Eliasib Alvarado Jeff Charbonneau Gladys Gillis
Zabrina Jenkins Robert Nellams Staff to the Board: Jim Wohlpart, President Dania Cochran, Board Secretary, and Interim Chief of Staff Joel Klucking, Board Treasurer and Senior Vice President for Finance and Administration Patrick Pease, Provost/Executive Vice President for Academic Affairs John Clark, Assistant Attorney General (via Zoom) Kim Dawson, Executive Assistant to the President/Board of Trustees
Executive Faculty & Staff: Paul Elstone, Vice President for University Advancement Andrew Morse, Interim Vice President for University Relations Margaret Ortega, Vice President for Student Engagement and Success Charlita Shelton, Interim Vice President for Equity and Belonging Staci Sleigh-Layman, Associate Vice President of Human Resources Ginny Tomlinson, Associate Vice President of Information Services
Chair Black convened the board meeting at 10:00 a.m. and introduced Eliasib Alvarado. He will serve as the student trustee through June 2025. Approval of Agenda Motion 24-17: Ms. Jenkins moved that the Board of Trustees of Central Washington University approve the agenda of the meetings of July 25-26, 2024. Mr. Nellams seconded the motion, which the board unanimously approved. Approval of Minutes Motion 24-18: Ms. Jenkins moved that the Board of Trustees of Central Washington University approve the minutes from the meetings of May 16-17, 2024. Mr. Hensler seconded the motion. The motion was approved. Official Communications Since our last meeting, the board has received four communications, which are included in the briefing materials: 1. Email from Caroljean Metzelaar, CWU Student, May 17, 2024, regarding protestors on campus. 2. Email from Robert Lowery, former Director of Radio Services & Integrated Communications for CWU, May 18, 2024, regarding an article in The Observer/May 16, 2024. 3. Email from Neyda Flores, Washington State Auditor’s Office, June 10, 2024, regarding CWU’s Accountability Audit Entrance meeting. 4. Email from Neyda Flores, Washington State Auditor’s Office, June 21, 2024, regarding the planned scope for the upcoming audit. 5. Email conversation between Stephen Lloyd, Axon.com, and President Wohlpart, June 26 & 27, 2024, regarding Zschool and the pay-to-play model for advisors. Public Comment One person signed up for public comment but withdrew their request prior to the meeting. President’s Report President Wohlpart introduced Charlita Shelton, Interim VP Equity and Belonging, Senior Diversity Officer. He then summarized the strategic plan data that will be presented the next two days and the DEI training that Board, Executive Leadership Team, and University Administrative Leadership Team members will participate in on Friday afternoon, which is not part of the board meeting.
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Core Value 3: Stewardship Goal 3: Implement values-based budgeting to ensure the efficient and effective use of fiscal resources and the long-term fiscal sustainability of the university. EVP Klucking gave a summary of the Fall 2024 confirmation velocity for First Time in College students and transfer students. We are outperforming all previous years in non-resident confirmations, which includes all types of students. He then shared disaggregated date on applications, admits, and confirmation yields by race/ethnicity and high school GPA. We are heading towards a Hispanic Serving Institution, so the increase in Latino/Hispanic students is understandable. This is happening nationwide. The FY 2024 final budgets (preliminary) in the state and local general funds and system funds were summarized.
EVP Klucking then detailed the Fiscal 2025 key budget drivers, which include: • 8700 Student Headcount (1600 FY; 700 TR) • 2175 On-Campus Residents • 6700 Ellensburg Campus • COLAs and Healthcare Costs • Enrollment Contingency Planning for State General ($1M) • Staff Vacancies (Wage & Benefit Savings) Planning for the Fiscal 2025 budget in the State and Local General Funds includes: • State funding increase. • Tuition based on 8700 students. • All filled positions • Approved vacant positions. • $1M enrollment contingency (200 students) • Anticipated goods and services savings • Anticipated vacancies Planning for the Fiscal 2025 budget in the System Funds includes: • Room and board based on 2175 students. • Filled positions. • Approved vacant positions. • No major repairs or improvements
VP Morse presented on Values-Based Innovation and Revenue Opportunities. He reported that the American Council of State Colleges and Universities (AASCU) describes regional comprehensive universities as engines of upper economic mobility for their students and regions. They evolve to meet the distinct education and workforce needs of the region. They enroll a disproportionately higher percentage of low income, first-generation, working adults, veterans, and racial/ethnic minorities. They are recognized as “stewards of place” for their commitment to service.
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They focus on the communities around their institutions and thus serve as academic, economic, and cultural centers. CWU is currently working to create access and belonging through a funded project with the Lumina Foundation Great Admissions Redesign Partnership with the Washington Student Achievement Council and the Yakima Valley School District. In addition, if funded, CWU will be partnering on a Yakima Valley Dual Enrollment and Credential Innovation program that would see $1.7M for two years beginning spring/summer 2025. With regard to economic and community engagement, CWU is currently doing some project work with the Kittitas County Economic Development Plan implementation and conducting some analysis with OIC of Washington Needs and the Washington Horse Park Impact. We may likely receive program funding from the National Science Foundation (NSF) EPIIC Grant and the Advanced Competitive Technology Institute. VP Morse then commended Delano Palmer and Jeff Bousson for securing almost $1M in grants for large scale solar innovation and solar installation on existing buildings. Provost Pease presented next. He shared details of a 30-year enrollment trend. CWU had 20 years of growth between 2001-2020, and then four years of declining enrollment. It will take some time to get adjusted to the new reality. Enrollment projections through 2028 are basically flat so we will need to adjust to this moving forward as well. Provost Pease then summarized FY24 operating and non-operating funds revenue and state general funds. Distribution of state general funds by expense type for FY24 details that 70 percent of the budget is people. The FY24 Academic Affairs budget was then summarized by expense type and by division. Eighty-eight percent of the Academic Affairs budget is people. Instructional staff numbers are down 94 faculty. This was an effort to rebalance to the current revenue that we have. Provost Pease then gave a quick overview of the values-based budget structure for Academic Affairs. He explained that it is a four-step process: 1. Begin with funding instructional expenses; colleges funded for faculty positions based on the expectation that they are teaching at historical norms; vacated tenure/tenure track faculty positions are taken centrally, and new lines are distributed at the Academic Affairs level based on a collaborative process and demonstrated need. This process allows for making strategic decisions about what programs/lines to fund across the colleges. 2. Non-instructional expenses are funded next. 3. Goods and services are funded at appropriate levels, again in alignment with our values, goals, and initiatives. 4. A values-based fund is established; this fund will incentivize/reward/invest in our Vision, Mission, and Values. Funding for instruction, non-instruction, and goods and services must be carefully allocated so that we are able to support and grow this strategic fund. We have not been able to move in this direction at this time. Core Value 3: Stewardship Goal 1: Promote sustainable practices and responsible stewardship of land and resources to support an ecologically healthy and socially just world, while respecting and honoring Indigenous peoples. EVP Klucking introduced Jeff Bousson, Sustainability Officer, and Susan Kaspari, Professor, Department of Geological Sciences. Mr. Bousson reminded the group that CWU is committed to
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developing and implementing a comprehensive, university-wide Climate Action Plan, as well as integrating sustainability into university-wide curriculum, which will equip our students with the necessary skillset to build a more sustainable and equitable future. Since he presented to the board last October a lot has happened: • Three sustainability forums were held with guest speakers from McKinstry and Cascadia regarding our decarbonization plan, Waste Management and Kittitas County around waste diversion, and sustainability awards. • Six classroom presentations were held to measure literacy, increase awareness, and inspire students to be involved in sustainability projects moving forward. • A Student Green Fund was passed, which was a student-led sustainability project for students who have an idea but no funding to implement it. A student-led committee will work with the Sustainability Council to review applications that come forward. • Several campus-wide events were held Spring Day of Service, Bike to Campus Day, SOURCE presentations, community tabling at Earth Week, Don’t Waste, Donate campaign, and Regalia Reuse program during commencement. • A monthly CWU sustainability newsletter has been developed. • Collaboration with classes and students on a myriad of climate action plan initiatives and feasibility studies. Mr. Bousson then reported that CWU’s Climate Action Plan has been completed and is published on the CWU Sustainability website. It was a 15-month process that was highly collaborative within the CWU and local communities. He added that CWU recently received the 2024 Sustainability and the Sustainable Development Award from the American Association of State Colleges and Universities (AASCU) for our institutional commitment to advancing environmental stewardship and climate change solutions on our campus and throughout our community. Dr. Susan Kaspari summarized the education and curriculum piece of sustainability. She explained that the objective is to integrate sustainability and climate change education across the university curriculum, co-curricular activities, and campus culture. The strategy is to train and incentivize faculty members to incorporate sustainability in the curriculum. An additional strategy is to develop a Sustainability Center to collectively advance sustainability knowledge and address critical sustainability challenges. Workshops were held in the spring for faculty teaching one of CWU’s 300+ sustainability courses, and 20 faculty members attended the Piedmont/Ponderosa training in June. This two-day training focused on why and how to integrate sustainability in to teaching and provided examples from faculty already doing this work. In addition, a Faculty Sustainability in the Curriculum Team was established for 2024-2025. Core Value 3: Stewardship Goal 2: Elevate shared governance and collaboration across the university and advance professional development and leadership opportunities that demonstrate the value of our human resources and that build a strong, united university community.
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President Wohlpart reported that the Shared Governance group is drafting definitions and principles and those will be shared with the Board in the future. He then introduced Alexis Andrews, Executive Project and Event Manager, President’s Office, and Leah Valverde, Manager, Learning and Talent Development, Human Resources, to talk about the Supervisor Summit and the Performance Management System. Ms. Andrews explained that there were three overarching goals for the Supervisor Summit: 1. To develop a shared understanding of leadership and its relationship to organizational culture. 2. To deepen our understanding of and commitment to equity and belonging. 3. To rethink performance management and be introduced to the new ePerformance Management System. During the seven-session day, supervisors learned about the current perceptions and trends in higher education and where we are as an institution. Attendees then participated in real-time collaborative data collection about their perceptions of CWU’s culture. The third session allowed supervisors to dive into a conversation about equity and belonging and receive credit for Senate Bill 5227 reporting, which is the state-mandated equity and belonging training and professional development as placed in 2021. In the afternoon, supervisors learned about the new performance management system, how it is utilized, and how using it effectively leads to ongoing conversations and development, with an emphasis on coaching and mentoring. The day wrapped up with CWU alum, Eric Boles, delivering a keynote speech. The founder and president of The Game Changers Incorporated passionately connected with attendees about fostering greatness of their teams and themselves and how doing so establishes personal clarity and connectedness to the university as a whole. Approximately 194 supervisors from across divisions attended the summit and feedback was incredibly positive. Ms. Valverde then gave an update on CWU’s performance management system. She explained that feedback was gathered from focus groups, faculty consultations, surveys, and informal feedback over the last few years to develop a new performance management process and criteria for staff that advances the university’s vision and values. The new approach is not about ticking off a box once a year, it is about ongoing conversations and real-time feedback that develops employees and uncovers their career aspirations and talents. It also offers flexibility so supervisors can make it relevant for their unique teams and reports. Feedback from supervisors has been positive. To keep the process advancing, employee training and development will include a series of First Friday Speakers beginning in October that will build on discussions from the Supervisor Summit. Human Resources will continue to enhance engagement with the university community on the new ePerformance system by overcommunicating and continuing to collect feedback to improve the process.
The morning session adjourned at 12:00 pm.
Trustees and Executive Leadership Team members had lunch in Sue Dining. No business was conducted.
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Chair Black reconvened the board meeting at 1:23 p.m.
Unifying Value: Student Success Jason Jones, Executive Director, Institutional Effectiveness, Research, and Planning presented data on CWU’s Strategic Plan Accountability, which focused on quantitative metrics. He noted that we are seeing declining enrollments statewide and nationwide. In looking at equitable and inclusive enrollments, trend lines for newly enrolled full-time undergraduates are fairly flat, but Hispanic/Latinx students are increasing each year. Retention rates in 2022-23 fall to winter were 91 percent, fall to spring were 84 percent, and fall to fall were 69 percent. Retention data was also compared by term and high school GPA. Students with a GPA below 3.00 is a key target for our retention efforts. Six-year graduation rates for full-time, first time in college students, and three- year graduation rates for transfer students were reviewed as well. Pell eligible students, WA College Grant students, first generation students, and students of color continually have lower graduation rates than white students. Transfer students who come in with a Direct Transfer Agreement (DTA) or an associate degree have a much higher graduation rate than other junior-level transfers. To increase course completion, we have some work to do in lower division courses that result in D’s, F’s, W’s (withdrawals), and I’s (incompletes). Regarding employee diversity, we have made progress in newly hired people of color in instructional and non-instructional positions. Unifying Value: Student Success Goal 1: Develop clear pathways into and through the university to ensure equitable access to higher education, enhance student engagement and success, and improve retention and graduation rates. • Initiative 1.1: Admissions Plan for 2024-2025 VP Ortega introduced Dr. Peg Blake, Interim Executive Director, Admissions, and Kelsey Haney, Associate Director, Financial Aid. The group highlighted the Admissions plan for 2024-2025. VP Ortega began by reporting that the Strategic Recruitment Plan was completed in collaboration with AACRAO utilizing national best practices. The plan was put into place April 2024. Due to the delayed upgrade and improvements to the federal aid application, a “call to action” plan was developed. In anticipation of this delay, Admissions, Financial Aid, Marketing and Housing met on a bi-weekly basis. A marketing campaign was created to emphasize to students and families to apply and get their FSA ID number beginning in January. This strategy resulted in CWU receiving early batches of ISIRS a head of most colleges and universities in Washington and Oregon. Casa Central was launched this year as a Latinx focused residential experience in Barto Hall in partnership with Douglas Honors College. This year there will be 20 students living in Casa Central. A national recruitment is underway for an Associate Vice President of Enrollment Management, who will lead both Admissions and Financial Aid. Under the new AVP, both departments will work in an integrated model and allow for the work to be strategic, seamless, student centered, and relational. The Director of Student Financial Services stepped down in June. An interim will be hired to allow time for the new AVP to launch a search for a permanent director in the coming months. With the arrival of the new Provost, we will begin the process of implementing a Strategic Enrollment Management process which will allow for broad coordination across campus for recruitment and retention. Student Engagement and Success is also developing a plan to provide emergency funding for students in immediate need or crisis. The goal is to provide funding to students in days, not weeks. This work will be done with Case Management, Financial Aid, and the CWU Foundation.
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Dr. Blake presented next. She reported that every prospective first-year student is assigned an admissions counselor (based on location/territory) who serves as their primary contact throughout the admission and onboarding process. First-year students receive a variety of communications, which includes personal emails, texts, phone calls, visits (coffee shop talks), and referrals to other offices for more in-depth assistance on financial aid, housing, etc. Newly admitted students also receive a phone call (or email if they do not answer the phone) from the Admissions processor on the day they are admitted, congratulating them on their admission and talking with them about next steps. Undergraduate admissions processing is a one-week turnaround. Consideration is also being given to modify the division of work in Financial Aid to create a caseload for each financial aid counselor, so students would always work with the same person rather than getting whoever happens to be available. Admissions is working to develop stronger handoffs with other units (Housing, Financial Aid, Academic Advising, etc.) to confirm that students are always in good hands. Transfer leads are notoriously difficult to generate. Transfer student recruitment begins with outreach, includes partnerships, and providing updated transfer specific information online and available 24/7. The Transfer Team does over 100 visits to the 34 Washington Community Colleges and has developed and maintained 55 transfer maps that have been built for the majors most frequently transferred in to. CWU hosts the annual Washington State Transfer Symposium. Increased communication and collaboration with campus recruitment partners is critical. An Admissions liaison is assigned to every college dean, with regular meetings and updates. Admissions hosts monthly meetings with the University Center Directors. Admissions hosts bi-monthly meetings with representatives from other CWU departments who have recruiting responsibilities (Athletics, ROTC, Veterans, TRIO, Music, Honors College, College in the High School/Running Start, Financial Aid, College Deans office, Marketing/Communication, etc.). These meetings are valuable in coordinating efforts and supporting each other’s work. Orientation and onboarding programming has become much more focused on the specific audience. New Student Orientation is now required of all Ellensburg freshmen and transfer students. Jump Start is now a year-long experience that is an extension of orientation. Ms. Haney presented on Financial Aid. She reported that financial considerations play a significant role in a student’s decision to pursue their education. When utilized accurately and consistently, financial aid can be effectively integrated into our strategies at every level to enhance enrollment and retention rates. For this fall’s financial aid and recruitment cycle, Financial Aid collaborated with Admissions, Marketing, and other key stakeholders to create a shared vision and goals (communication, aid offers, and scholarships). They began working together more efficiently to achieve shared enrollment goals through understanding, making quick adjustments, and committing to communication and flexibility. Financial Aid offered over 2300 awards for undergraduates, post baccalaureates and graduate students for 2024-2025. Almost $500K was awarded in Wildcat Promise Scholarships for 2024-2025, and another $1.1M in institutional and Foundation funds were awarded to students for 2024-2025. In addition to scholarships, CWU was able to spend all state and federal work study allocations ($787K) for 2023-2024. For 2024-2025, 4928 students were notified of their eligibility for work study, and so far, approximately $525K has been awarded.
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Unifying Value: Student Success Goal 1: Develop clear pathways into and through the university to ensure equitable access to higher education, enhance student engagement and success, and improve retention and graduation rates. • Initiative 1.4: Pathways: Limitless Grant with Yakima Valley Technical School • Initiative 1.5: Intentional and Developmental High Impact Practices Sathy Rajendran, Dean, College of Education and Professional Studies, presented on Enhancing College Access Opportunities for High School Students and Adult Learners through the CWU and Yakima School District Limitless partnership. Dean Rajendran summarized a project within the College of Education and Professional Studies that uses iconic mapping to visualize High Impact Practices in curriculum. All the curriculum is mapped so faculty can see where the gaps are and can then adjust as needed. He then introduced the Limitless Learning Network. Collaboration of 26 partnerships in Washington State were dedicated to boosting postsecondary enrollment rates. These partners included higher education institutions, K-12, and others. The goal is to increase awareness and improve access to strategies and approaches, improve partnership capacities, and improve data capacity. A Bachelor of Applied Science in Professional Studies is currently being developed. It will be a degree completion program for students who have started but not completed a four-year undergraduate degree. The goal is to launch this in the next year. Yoshiko Takahashi, Dean of Undergraduate Studies, presented on Navigating Student Success Through Intentional and Developmental High-Impact Practices (HIPs). Dean Takahashi explained that High-Impact Practices are educational practices that research has shown to increase rates of student retention, student engagement, and persistence to graduation for all students across diverse backgrounds. There is evidence of significant educational benefits especially for historically underserved students. CWU is working to ensure that every student has access to several types of HIPs. We are exploring how to incorporate HIPs across the curriculum in developmentally appropriate ways that offers pathways to success. We are connecting academic programs like UNIV 101 with co/extracurricular experiences like Week of Welcome, Student Leadership Academy, and SOURCE. First-year HIPs increase a sense of belonging for students. They provide students’ academic connection opportunities, peer-to-peer connections, and they encourage social and community engagement. The sophomore to senior year HIPs enhances the learning experience. They provide a sense of excitement that comes from working to answer important questions. They give students the opportunity to explore cultures, life experiences, and world views different from their own, and students learn to work and solve problems in the company of others. Nearing graduation HIPs require students to draw connections between their own disciplinary studies and their general education experiences and learning, demonstrating the mastery of learning. Unifying Value: Student Success Goal 3: Elevate the holistic well-being of our students.
• Initiative 3.1: Culture of Respect • Initiative 3.2: Health & Wellness
Members of the Culture of Respect Leadership Council: Staci Sleigh-Layman, AVP, Human Resources, John MacArthur, Director, Civil Rights Compliance and Title IX, Laura Brant, Deputy Title
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IX Coordinator for Education and Compliance, and Andrea Eklund, Professor, Family & Consumer Sciences, gave some history and updates on what the council has been working on. A CWU Safe Work Group was established November 10, 2022. The group conducted extensive fact finding, research, and listening sessions. They made extensive recommendations and suggested formation of a Culture of Respect Leadership Council. The council was established Fall of 2023 with the purpose of guiding and supporting the university’s ongoing responsibilities to assure trauma- informed and equity-minded policies, practices, and procedures for the prevention and handling of gender-based violence. The council has accomplished many things in a short time. They have developed charter documents, membership, and leadership. Members of the council engage in regular education to create a community of learning, and they have begun work on establishing regular collection of campus climate data. The team is also reworking various policies and procedures related to mandatory employee training, response to sexual misconduct procedures, update of timely notification, new Title IX regulations, and standardized outcomes rubrics for employees and students. Education has been enhanced as well. Training for students is available through Health Promotion/PATH and the Diversity Education Center. Gender-based violence prevention and response has been infused in curriculum, and statements have been added to syllabi. In the future, the council will focus on the following: • Implementation of new Title IX regulations: August 1. • Support creation and commitment to a culture of accountability. • Research, study, and recommend strategies for assessing university climate. • Explore development of resources, guidance, and incentives for faculty to incorporate gender-based violence prevention in curriculum and high impact practices. • Create a timeline for implementation of all other CWU Safe recommendations (mandatory training, and formal integration of requirements in university policy). Joy Stochosky, Executive Director of Health and Wellness, presented on Holistic Well-Being and Student Services. Ms. Stochosky explained that CWU’s Health and Wellness unit includes Office of Case Management, Office of Health Promotion, Student Counseling Services, Student Health Services, and University Recreation. When full staffed, the unit has about 50 staff members and 90 student employees. Their working definition of holistic well-being recognizes the interconnections between domains of wellness and promotes living integrated lives within the context of a healthy, engaged, and inclusive community. A priority of the unit during the academic year 2023-24 was to set a common language and introduce the holistic wellbeing philosophy to CWU stakeholders. The nine dimensions of wellbeing include physical, emotional, environmental, social, intellectual, financial, occupational, cultural, and spiritual. Through this philosophy, partnerships are being built, sample initiatives have been launched, and reported service delivery improvements via the interconnected efforts are being made within SES and throughout campus. Core Value 1: Engagement Goal 2: Partner with businesses, nonprofits, governmental agencies, tribal agencies, and other entities, as well as with individuals, to increase opportunities for students. • Initiative 2.3: Foundation & Alumni Paul Elstone, Vice President, University Advancement, gave an update on the CWU Foundation and Alumni Relations. Alumni has launched a new online platform for Wildcat alumni engagement. It is
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called WildcatsConnect. Approximately 1450 alumni have opted in, so far. It is a place for alumni, students, and friends to connect to learn more about career services, mentorships, projects, and events. VP Elstone then gave some background on why a campaign is important. A campaign can bring the university community together for long-term engagement and support. It also elevates the profile and reputation of CWU and builds a culture of philanthropy across all stakeholder groups. We are three years into a campaign and are in the quiet phase of a six to eight-year timeline. Summaries of types of gifts, revenue to the CWU Foundation, total assets by fiscal year, and endowment growth were shared with the group. The CWU Foundation is making a difference for students offering opportunities with scholarships, the Wildcat Promise, engagement with the Wildcat Pantry, and experiences with study abroad programs. University Advancement has embarked on some new strategies. They have an integrated approach with alumni engagement, new thoughts on campaign leadership committees, and new staff models to focus on mid-level donors/pipeline development/broader initiatives. Chair Black explained that the Board will move into executive session at 4:15 p.m. for 45 minutes and that no action will be taken following the executive session. The public portion of the meeting concluded for the day at 4:00 p.m. Executive Session Briefing Chair Black convened the Executive Session at 4:15 p.m. and announced that the session was expected to last approximately forty-five minutes. The meeting room was cleared, other than board members. The purpose of the executive session was to review the performance of a public employee, as allowed by RCW 42.30.110 (1)(g). The executive session ended at 5:00 p.m., and no action was taken following the executive session. Present:
Erin Black, Board Chair Jeff Hensler, Vice Chair Jeff Charbonneau, Trustee Gladys Gillis, Trustee Zabrina Jenkins, Trustee Robert Nellams, Trustee
Meeting adjourned at 5:00 p.m.
Board members, Executive Leadership Team members, and faculty and staff attended a social reception at Hotel Windrow, Ellensburg, WA. No business was conducted.
JULY 26, 2024 EXECUTIVE SESSION
The board convened in executive session at 9:00 a.m. for forty-five minutes for the purpose of reviewing the performance of a public employee, per RCW 42.30.110 (1)(g). Executive session ended at 9:44 a.m.
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Present: Erin Black, Board Chair Jeff Hensler, Vice Chair Jeff Charbonneau, Trustee Gladys Gillis, Trustee
Zabrina Jenkins, Trustee Robert Nellams, Trustee Jim Wohlpart, President Staci Sleigh-Layman, Associate Vice President, Human Resources BOARD BUSINESS MEETING Trustees Present: Erin Black, Chair Jeff Hensler, Vice Chair Eliasib Alvarado Jeff Charbonneau Gladys Gillis
Zabrina Jenkins Robert Nellams Staff to the Board: Jim Wohlpart, President Dania Cochran, Board Secretary, and Interim Chief of Staff Joel Klucking, Board Treasurer and Senior Vice President for Finance and Administration Patrick Pease, Provost & Executive Vice President for Academic Affairs John Clark, Assistant Attorney General (via Zoom) Kim Dawson, Executive Assistant to the President/Board of Trustees Executive Faculty & Staff: Paul Elstone, Vice President for University Advancement Andrew Morse, Interim Vice President for University Relations
Margaret Ortega, Vice President for Student Engagement and Success Charlita Shelton, Interim Vice President for Equity and Belonging Staci Sleigh-Layman, Associate Vice President of Human Resources
Chair Black convened the board meeting at 10:01 a.m.
Core Value 2: Belonging Goal 2: Become a Hispanic Serving Institution (HSI)
Vice President Ortega introduced Veronica Gomez-Vilchis, AVP, Equity and Belonging – Students, and Christy Gilchrist, Director, Research and Sponsored Programs, who presented on Abriendo Brecha (Creating Pathways) and transitioning to a Hispanic-Serving Institution. Dr. Gilchrist began by explaining that a Hispanic-Serving Institution (HSI) is defined as an institution of higher education that is an eligible institution and has an enrollment of undergraduate full-time equivalent students
12 Board of Trustees Minutes July 25-26, 2024
that is at least 25 percent Hispanic students at the end of the award year immediately preceding the date of application for a grant. Hispanic-Serving Institutions focus on “servingness.” Servingness is a multidimensional and conceptual way to understand what it means to move from simply enrolling Latinx students to actually serving them. The institution not only serves the students, but their families and communities as well. Outreach to Hispanic students needs to begin early on to promote access, equity, excellence, and a supportive inclusive environment at CWU. Vice President Ortega gave some background information on Alianza para Latinx Advancement and Success (A’LAS), which means culturally inclusive practices serving all. There is an A’LAS council that works with the student leadership advisory group, the HSI Director, and the Executive Leadership Advisory group to discuss ideas and opportunities. There are several work groups that come and go as needed and new work groups are established as needed. It is a very fluid project. Ms. Gomez-Vilchis A’LAS focuses on experience-journey of exploring and developing an identity, servingness, culturally inclusive practices, exploring the broader elements of servingness in the context of how grants are structured while representing a community that has specific needs, and find the duality and framing the work. Next steps in becoming an HSI include developing a communication plan and website, finalizing the A’LAS charter and mission, preparing biennium funding request for grant preparation, identifying a team of experts, strengthening connection with our Centers, strengthening Yakima valley recruitment, and attending HSI conferences intentionally and strategically. Core Value 2: Belonging Goal 3: Cultivate an inclusive and welcoming campus culture that embraces diversity, that fosters a sense of belonging for all students, faculty, and staff, and that nurtures pride in the university. • Initiative 3.1: DEI Training Vice President Shelton outlined DEI learning that was done in the past, what is happening this year, and what is planned for 2024-2025. Tier One: Foundational Training for Employees is sponsored by Human Resources and the Office of Diversity, Equity, and Inclusion. It is a foundational offering that provides a basic understanding of diversity, equity, and inclusion, the related terminology, and the significance of the work. Case studies are used to identify and understand micro aggressive behavior and the related unconscious and implicit biases. Strategies and practices for allyship are provided. The course goals include defining diversity, equity, and inclusion, and identifying categories of difference. Dr. Davison summarized Tier Two training. A Diversity Advocate Workshop is included in Tier Two training. It is a required training to be a diversity advocate, and it is external to the hiring department. Diversity advocates guide search committees in inclusive hiring practices. Living Social Justice is another element of the Tier Two training. It focuses on foundational knowledge about race, diversity, identity, and intersectionality and is a critical goal to building relationships and community. Another portion of Tier Two training is Anti-Racist Emotional Intelligence. Emotional intelligence is used to deconstruct implicit biases and move toward allyship and advocacy. A digital workbook is used for independent journaling and self-reflection. Ms. Valverde shared information on current trainings that are available for employees through CWU’s online CLA system.
13 Board of Trustees Minutes July 25-26, 2024
Vice President Shelton then summarized targeted training that has occurred for faculty, staff, and students to date. DEI training for students next year will include Voices for Change: Diversity, Inclusion, and Belonging for Students, Anti-Racism, diversity, and inclusivity (ADI) curriculum requirement, and opportunities offered by the DEC will be maintained. Employee training in the next year will include DEI in the Workplace, CLA “just-in-time” asynchronous, online courses, and we will maintain opportunities that were offered during the 2023-24 academic year. In addition, we will be using Suitable software to track employee participation in DEI events and opportunities. BOARD BUSINESS AND ACTION AGENDA Approval of Presidential Contract Addendum Motion 24-19: Mr. Nellams moved that the Board of Trustees of Central Washington University approve the Presidential Contract Addendum extending President Wohlpart’s contract for five years through July 31, 2029. Ms. Jenkins seconded the motion. The motion was approved. Board Elections Board bylaws require that a chair and vice chair be elected annually. Elections were conducted and Erin Black was voted in as board chair and Jeff Hensler was voted in as vice chair. Appointment of Committees Central Washington University Policy 1-60-040 provides that membership on committees of the board shall be for a one-year term and membership of committees shall be by the appointment of the chair. Committee appointments for 2024-2025 are as follows:
Executive Committee • Erin Black • Jeff Hensler
• Robert Nellams
Academic Affairs
• Robert Nellams • Jeff Charbonneau • Eliasib Alvarado
Finance and Administration • Ray Conner • Gladys Gillis • Jeff Hensler
Student Engagement and Success • Erin Black • Zabrina Jenkins Approval of 2025-2026 Trustees Meeting Schedules
14 Board of Trustees Minutes July 25-26, 2024
Motion 24-20: Ms. Jenkins moved that the Board of Trustees of Central Washington University hereby adopts the 2025-2026 meeting schedule as proposed. Ms. Gillis seconded the motion. The motion was approved. Approval of Consent Agenda The formal recognition for our faculty and staff is contained in our consent agenda. Motion 24-21: Ms. Gillis moved that the Board of Trustees of Central Washington University hereby approves the consent actions items submitted July 26, 2024. Mr. Nellams seconded the motion. The motion was approved. Approval of Athletics Budget FY25 Motion 24-22: Mr. Hensler moved that the Board of Trustees of Central Washington University hereby approves the athletic budget of $7,795,509 for Fiscal Year 2025 as presented. Mr. Nellams seconded the motion. The motion was approved. Approval of New Voluntary Fee, Student Green Fee Fund Motion 24-23: Mr. Alvarado moved that the Board of Trustees of Central Washington University hereby approves the new Green Fund Fee as presented. Ms. Gillis seconded the motion. The motion was approved. Approval of Faculty Code Changes Motion 24-24: Ms. Gillis moved that the Board of Trustees of Central Washington University hereby endorses the recommendation of the Faculty Senate and hereby approves the changes to Faculty Code. Mr. Nellams seconded the motion. The motion was approved.
The next meeting of the board will be October 17-18, 2024, in Ellensburg.
Meeting adjourned at 11:21 a.m.
Dania Cochran, Secretary to the
Erin Black, Chair
CWU Board of Trustees
CWU Board of Trustees
15 Board of Trustees Minutes July 25-26, 2024
Central Washington University Board of Trustees October 17, 2024 EXECUTIVE SUMMARY – Board Communication Report The Board acknowledges receipt of the following communications: 1. Email from Otto von Volkmann, CWU student, August 29, 2024, regarding Roper Center for Public Opinion Research. 2. Email from David Douglas, Senior Lecturer/ITAM, September 11, 2024, regarding a local newspaper article on the annual presidential evaluation for 2023-2024. 3. Letter from Peter Klosterman, Faculty Senate Chair, October 4, 2024, regarding an update from Faculty Senate.
Submitted:
Dania Cochran Secretary to the Board
Approved for Submittal to the Board:
Jim Wohlpart President
Central Washington University Board of Trustees October 17, 2024
EXECUTIVE SUMMARY – Faculty Senate Update
Highlights from Last Year Last academic year, Faculty Senate made important strides in running the general education program. The first official general education assessment on a scheduled cycle was successfully run, new guidelines were established to avoid ableist and biased language in current and new course learning outcomes, and an overall evaluation of the program structure was begun through a faculty - wide survey. The new a nti -racism, diversity and inclusivity (ADI) graduation requirement was officially approved by Senate and starting this fall , all incoming students will graduate with ADI course. As of May 2024, 32 ADI courses have been approved and 20 faculty have been approved to teach them. Upcoming Plans For this year, Senate will continue working on the overall structure of the general education program. This fall marks the fifth anniversary of the program’s implementation, and many changes —both institutionally and across higher education more broadly —have occurred during that time. Through additional faculty surveys, Senate will determine if the program is effectively meeting the needs of our students and if structural updates are appropriate. Several important policies are also under development, including a generati ve AI academic policy, a student conduct in the classroom policy, and a clarification of the hybrid modality. Additionally, Senate will investigate consistency of non -tenure- track evaluation standards across the academic colleges, as well as implement two new non -tenure- track senator positions.
Budget & Enrollment Update Board of Trustees October 17, 2024 Joel Klucking CFO/SVP for Finance & Administration
CWU TRUSTEES QUARTERLY BOARD MEETING AGENDA October 18, 2024
FRIDAY, OCTOBER 18, 2024
Location: Wellington Event Center
9:00
Call to Order
9:15-9:45
North Academic Complex Tour
(No business conducted)
10:00
Meeting Reconvenes at Wellington Event Center
10:00-10:45 APOYO Presentation
10:45-11:30 Faculty Research Presentation
11:30-11:45 Action Agenda
11:45
Meeting Adjourns
Last updated October 9, 2024
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Central Washington University Board of Trustees October 18, 2024
ACTION – Approval of Consent Agenda The attached consent action/report and list are submitted by the divisions of Academic Affairs, Finance and Administration, Student Engagement and Success, and the President.
We recommend the following motion:
The Board of Trustees approves the consent action items submitted October 18, 2024. Submitted:
Patrick Pease Provost/Executive Vice President Academic Affairs
Joel Klucking, Sr. Vice President Finance and Administration
Dania Cochran Int. Chief of Staff
Margaret Ortega, Vice President Student Engagement and Success
Approved for Submittal to the Board:
Jim Wohlpart President
CONSENT ACTION/REPORT LIST October 18, 2024 CONSENT PERSONNEL ACTIONS Distinguished Service Recognition Name Title
Department
Effective
# Years 29 yrs. 21 yrs.
Barnett, Dave Galbraith, Eric
Technical Director Human Resource Consultant Executive Assistant
Theatre
June 16, 2024
Human Resources October 5 2024
Schmidt, Rhonda
Finance & Administration Contracts and Procurement Wildcat Shop
June 1, 2024
23 yrs.
Snyder, Shellie
Contract Assistant
June 1, 2024
24 yrs.
Wenger, Steve
General Manager
September 4, 2024 22 yrs.
Faculty Emeritus Status Name
Rank
Department
Effective
# Years 20 yrs. 33 yrs. 18 yrs.
Moore, Stephen Munsell, Kenneth Pritchard, Mark
Professor Sr. Lecturer Professor
History History
January 1, 2025 June 16, 2024
Management
December 16, 2024
Central Washington University Board of Trustees October 18 th , 2024 Action – Fiscal Year 2025 Budget Approval
Central Washington University’s anticipated operating revenue for Fiscal Year 2025 will be approximately $248 million, up 1.5% from the prior year actuals. Compared to the prior year, the increase in revenues is due to higher state appropriation for faculty & staff COLAs and other programmatic investments and slightly higher residential occupancy than the prior year. Lower overall enrollment partially offset these revenue increases and general inflation is putting pressure on our net operating margin. The FY25 operating budget reflects the efforts that have been made across the institution to calibrate our staffing levels to enrollment levels. Our overall operating wage & benefit costs are flat compared to the prior year, despite absorbing a 3% across-the-board wage increase and related benefit costs. We will continue this effort, and that is reflected in our assumptions embedded in the FY25 operating budget.
We recommend the following motion:
The Board of Trustees of Central Washington University hereby approves the proposed budget for Fiscal Year 2025 as presented.
Submitted:
Approved for Submittal to the Board:
Joel Klucking, Vice President Business and Financial Affairs
Jim Wohlpart President
Central Washington University Board of Trustees October 18, 2024 Action – Academic Year 2025-2026 Tuition Increase Approval
Washington State law limits the amount that CWU is allowed to increase resident undergraduate tuition to the 14-year average of wage inflation, which is currently 3.3 percent. This Board has discretion on setting other tuition rates (non-resident undergraduate, resident, and non-resident graduate). We recommend a 3.3 percent increase for all tuition types (resident and non-resident undergraduate, resident and non-resident graduate) for academic year 2025-2026.
The table below shows the annual increase across all careers and residencies.
Tuition FY 2025
Tuition FY 2026
*Difference
Resident Undergraduate
$7,231
$7,469
$238
Non-Resident Undergraduate
$25,340
$26,176
$836
Resident Graduate
$11,033 $25,845
$11,397 $26,698
$364 $853
Non-Resident Graduate
Resident CoB Graduate
$16,550
$17,096
$546
*Fulltime Student per year
We recommend the following motion:
The Board of Trustees of Central Washington University hereby approves a 3.3 percent increase for all categories (resident and non-resident undergraduate, resident and non-resident graduate) for academic year 2025-2026.
Submitted:
Approved for Submittal to the Board:
Joel Klucking
Jim Wohlpart
Sr. Vice President, Finance & Administration
President
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