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
4 Board of Trustees Minutes July 25-26, 2024
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