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.
7 Board of Trustees Minutes July 25-26, 2024
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