UNIVERSITY PLANNING AND RESOURCES COUNCIL Meeting Minutes of April 4, 2018

Transcription

1 For approval 4/8/208 To Faculty Senate 4/23/208 UNVERSTY PLANNNG AND RESOURCES COUNCL Meeting Minutes of April 4, 208 Call to order: UPRC Chair Jeff Newcomer called the meeting to order at 4:07 pm, welcoming a total of 28 attendees (roster attached). Minutes: UPRC minutes of March 7, 208 and March 4, 208 were approved as written. DSCUSSON TEMS Q&A on Supplemental Operating Budget Allocation from WA Legislature: UPRC members briefly discussed the 208 Supplemental Budget allocations. A council member inquired whether the $700,000 funding allocation to create and implement a degree program in Early Childhood Education in one of Western s outreach campuses contributes to the objectives outlined in the ncreasing the Number of Teachers in Washington State decision package. Brent Carbajal, Provost & Vice President of Academic Affairs, stated that UPRC can consider the funding allocation connected to the decision package and clarified that the funding allocation is actually designated for Western s Bremerton campus, not the Poulsbo campus. Capital Budget and Space Planning: Brian Ross, Assistant Director of Capital Budget, and Ed Simpson, Associate Director of Facilities Development and Capital Budget, presented on the draft Capital Request and Ten-Year Capital Plan (see Appendix A). Ross stated that the Capital Request and Capital Plan are expected to be finalized in June. Ross described how some projects have been repackaged and outlined how UPRC s rankings of major and intermediate capital projects aligned with the draft capital request and capital plan. Ross reported that the Board of Trustees will review the draft capital request and capital plan at its April 2-3 meeting and requested UPRC s feedback on these documents by the end of April. Ross stated that feedback will also be solicited from the university community. UPRC members inquired about the other major capital projects reviewed by UPRC that are not reflected in the draft capital plan; how the STEM and project combines the Environmental Studies Center renovation with space for Computer Science and Electrical Engineering; the expected completion date for the space optimization study; and why the southcentral campus road is being rerouted. Ross stated that UPRC can expect to see preliminary findings from the space optimization study before the end of the academic year. One UPRC attendee emphasized the importance of ensuring that new green houses are in place before existing green houses are torn down, and one council member inquired why the Fine Arts Building is not included in the capital plan given the need for ADA upgrades. UPRC members generally agreed that UPRC s capital project rankings are reflected in the draft capital request and draft capital plan. UPRC Chair Jeff Newcomer suggested that council members gather feedback from constituents on these documents. University Accreditation Core Themes: Steve VanderStaay, Vice Provost of Undergraduate Education, presented on draft core themes, objectives, and indicators for Western s seven-year regional accreditation cycle (see Appendix B ). VanderStaay stated that the core themes and objectives are part of Western s year-one report due May, 208, and will be used to measure Western s mission fulfillment. VanderStaay reported that, where possible, objectives and metrics developed through Western s recent strategic planning initiative were used. UPRC members offered feedback on the core themes, objectives, and indicators. Council members inquired about highimpact practices, potential metrics, and data that is already being collected that can contribute to measuring the core themes. A Council member noted that it is important to ensure that all data collected through this process can be used to inform actionable next steps for the University. Meeting adjourned at 5:42 pm UPRC s feedback and suggested revisions from the April 4, 208 meeting have been incorporated into Appendix B. The Draft Core Themes, Objectives, and ndicators of Achievement document. Note: The indicators of achievement contained within the document are still in draft form and will likely be revised. Prepared by Kylee Swift, 0 April 208

2 UPRC Minutes 4 April Page 2 UNVERSTY PLANNNG AND RESOURCES COUNCL ROSTER Faculty Ex Officio Jeff Newcomer, Engineering & Design, UPRC Chair P 8 Mark Brovak, Senior Dir. & COO, UA P 2 Leo Bodensteiner, Environmental Sciences (Huxley) P 9 Brent Carbajal, Provost & VP, AA P 3 John Bower, Fairhaven (Fairhaven) Donna Gibbs, VP, University Relations -- 4 Cynthia Camlin, Art & Art History (CFPA) P 2 Melynda Huskey, VP, ESS P 5 Ron Helms, Sociology (CHSS) P 22 Rich Van Den Hul, VP, BFA P 6 McNeel Jantzen, Psychology (Senator) -- Non-Voting Attendees 7 Stephen McDowall, Mathematics (CSE-) P 24 Linda Teater, Director, Budget Office -- 8 Seán Murphy, Liberal Studies (ACC Chair) P 25 Lizzy Ramhorst, Shared Gov Ops Mgr P 9 Trula Nicholas, Health & Comm Studies (Woodring) Kylee Swift, Recorder P 0 Paqui Paredes, Mod & Classical Lang (CHSS) P Guests Mark Staton, Finance & Marketing (Grad Council) Brian Ross, Assistant Director of Capital Budget P 2 Elizabeth Stephan, Libraries (Libraries) P 27 Ed Simpson, Assoc Director of FDCB pro tem P 3 Nicholas Wonder, Finance & Marketing (CBE) P 28 Brad Johnson, Dean of CSE P 4 Mark Bussell, Chemistry (CSE) P 29 Spencer Anthony-Cahill, Chair of Chemistry P Students 30 Merrill Peterson, Chair of Biology P 4 Hunter Eider, AS VP Academic Affairs (Noble) P 3 Linda Beckman, Div Dir of Budget & Admin P 5 Alex Lavallee, AS VP for Business & Ops P 32 Sara Wilson, Special Assist to VP of ESS P Staff Representatives 33 Steve VanderStaay, Vice Prov of Undergrad Ed P 6 David Holmwood, Classified Staff Representative Josh Kavulla, Assoc Director of FDCB P 7 Chris Miller, Professional Staff Rep Forest Payne P Voting attendees 6 Non-voting attendees 2 TOTAL 28

3 Appendix A Capital Request and Ten-Year Capital Plan Presentation UPRC Meeting 4 April 208 Presentation to UPRC April 4, 208 Discussion of Draft Capital Request and Ten-Year Capital Plan Presenters: Brian Ross Ed Simpson

4 DRAFT Capital Request

5 DRAFT Capital Plan

6 DRAFT Capital Request UPRC Rank: Majors UPRC Rank: ntermediates 3 2

7 DRAFT Capital Plan UPRC Rank: Majors UPRC Rank: ntermediates 7 8

8 Next Steps Present Draft Request and Plan to Board on April 3 Gather feedback from UPRC, Board, and campus community Finalize Request and Plan for Board action on June 9 Submit proposals to OFM in August QUESTONS?

9 Appendix A2. Draft Capital Request and Draft Capital Plan UPRC Meeting -- 4 April 208 Western Washington University DRAFT CAPTAL REQUEST Univ. Priority PROJECT TTLE Biennium Legend Sciences Building Addition (STEM ) 60,000,000 Design 2 STEM and (ncludes Environmental Studies Center Renovation and space for Computer Science and Electrical Engineering) 4,000,000 Construction 3 Classroom & Lab Upgrades 6,000,000 Acquisition 4 Consolidated Academic Support Services Facility 9,950,000 5 Minor Works - Program 6,500,000 MW & ntermediate : Design & Construct Majors: Pre-design, Design & Construct 6 Minor Works - Preservation 2,000,000 7 Access Control Security & nfrastructure Upgrades 5,600,000 8 Elevator Preservation and ADA Upgrades 3,52,000 Preventive Facility Maintenance and Building System Repairs* 4,54,000 TOTAL 2,76,000 DRAFT CAPTAL PLAN PROJECT TTLE Plan STEM and (ncludes Environmental Studies Center Renovation and space for Computer Science and Electrical Engineering) Wilson Academic Renovation 30,000,000 63,225,000 CFPA Renovation and Addition 66,500,000 Heating System Carbon Reduction & Energy Eff. mprovements 53,65,000 Classroom & Lab Upgrades (amount is per biennia in 209 dollars, anticipate 3% escalation/fy) 6,000,000 Access Control Security & nfrastructure Upgrades 6,300,000 Southcentral Campus Roadway Revisions 2,060,000 Consolidated Academic Support Services Facility Ph. 2 9,900,000 Consolidated Academic Support Services Facility Ph. 3 9,900,000 Westside By-Pass Road Realignment 5,000,000 Waterfront Land Acquisition 4,500,000 Minor Works - Program (amount is per biennia in 209 dollars, anticipate 3% escalation/fy) 6,500,000 Minor Works - Preservation (amount is per biennia in 209 dollars, anticipate 3% escalation/fy) 2,000,000 Preventive Facility Maintenance and Building System Repairs* (amount is per biennia) 4,54,000 *Assumes $540,000 will not be appropriated in the Operating Budget. n the Budget, $3,64,000 was appropriated in the Capital Budget and $540,000 was appropriated in the Operating.

10 Appendix A3. Narrative Summary of Capital Plan Projects UPRC Meeting - 4 April 208 Narrative Summary of the Projects Shown in the Draft Ten-Year Capital Plan Sciences Building Addition (STEM ) This important project will provide laboratory and classroom space to support State-wide goals to expand opportunities in science, technology, engineering and math (STEM) education. Western has experienced unprecedented growth in enrollment for almost every STEM major, and the University continues to develop new degree programs in the STEM field. Western s existing science instructional space does not meet contemporary performance standards and there is a significant shortfall in available instructional space in general. This situation is compounded by a significant increase in demand for introductory science and mathematics courses from non-stem majors, and the hiring of new STEM faculty with resulting pressure for faculty support space. Western is at risk of failing to meet student demand while maintaining program quality. The program, use, and location of this facility will be determined based on the outcome of a comprehensive STEM study. STEM and STEM (includes Environmental Studies Center Renovation and space for Computer Science and Electrical Engineering) This project will renovate the forty-two year old Environmental Studies Center and provide a new facility that will help resolve critical instructional space and faculty office shortfalls within the sciences. The renovation of the Environmental Studies Center will address maintenance and repairs backlog, implement an entirely new and separate HVAC system, and provide modern teaching and research space needed for a 2 st century education. The program and use of this facility, after renovation, will be determined based on the outcome of a comprehensive STEM study. The new facility will be determined based on the outcome of a comprehensive STEM study; however, this project will include space for Computer Science and Electrical Engineering programs. Classroom & Lab Upgrades This is a multi-year program that will repurpose and upgrade existing instructional space on campus. The goal of the program is to ensure the nstitution has adequate access to high performance and modern learning space and, in the short term, partially accommodate the recent growth in STEM. The determination of what instructional space is upgraded or re-purposed is based on the following criteria:. Measurable Outcomes The upgrades will increase capacity and room usage. The capacity and usage should be supported with usable data. 2. Course Data The structured, academic use of the renovated room must be recorded and tracked within the nstitution's enterprise data system. This will preclude using the funding for renovations of scholarly activity space that was never intended to be used for instruction. 3. Performance Thresholds The renovated rooms will operate at a minimum level of usage per academic year.

11 The scope of work includes both the renovation of upper division instructional labs as well comprehensive renewal of general use classrooms. Consolidated Academic Support Services Facilities (includes Phase 2 and Phase 3) These projects would construct up to three buildings on the vacant land owned by the university at 25 th and Taylor Streets. The site is current zoned to accommodate approximately 60,000 gross square feet of office space. The new facilities would house various departments that require proximity to campus but do not need to be located on campus, thereby creating more capacity in the core for strategic programs. This, in concert with the Classroom and Lab Upgrades and Minor Works Program projects, would allow the core of the campus to partially accommodate recent growth in STEM and other academic programs. Minor Works Program Programmatic Minor Works projects have not received funding in the last several biennia, consequently many of the prior biennia project requests resurface every two years with even more dire conditions and need of funding than before. The programmatic projects include: student outreach/advising, career and counseling services; study and media equipped conference rooms; and most critically, office spaceoptimization projects. Much of the requested funding in this category is to address critical shortages in office space by compacting larger offices and suites within our older buildings. Several of our older buildings are heavily comprised of over-sized offices that were designed decades ago. The priority ranking of the projects in queue has been determined according to anticipated positive space outcomes. Minor Works Preservation Our Minor Works Preservation omnibus categories are for requests of projects ranging in size from $25,000 to $2,000,000. The project requests are submitted by departmental personnel and include facility preservation, health, safety and code compliance, and infrastructure renewal. Many of the projects have been identified in Western s Facilities Management Backlog Reduction Plan; others are critical departmental needs or are intended to mitigate existing deficiencies while awaiting a more comprehensive building renewal. Based on the recommendations from our consultant, Sightlines, and the cost to just keep up with our maintenance, we estimate our biennial capital preservation need to be $24.8 million. Access Control Security and nfrastructure Upgrades The University s existing campus access control system is based on Edwards Systems Technology, integrated with the campus fire alarm system. n 202, Western learned that Edwards would be phasing out the access control portion of the system and when the next system upgrade of the fire alarm system occurred, the University s access control system would no longer be supported. First proposed in the 5-7 biennia, and then as an emergent supplemental project in 206, the project would replace the campus head-end access control system, convert existing building access control systems to a new system and install electronic control on exterior doors and designated high security internal doors of all major academic buildings. The project will also install new hardware on selected classroom doors to enable locking from the inside in the case of a campus emergency. 2

12 An integral component to the access control system is the communications pathways through which data and information must flow. The current fiber network that serves all of campus is reaching the end of useful life, and does not have the capacity to accept the additional load anticipated of an expanded and improved access control security system. n addition, emerging technologies in building systems as well as increasing needs of faculty, students, and staff are placing unattainable requirements on the existing fiber cable. Exacerbating the condition is that fact that the fiber cable has been damaged in numerous locations over time, effectively reducing the capacity of the entire network. The recommended solution is to install new multi-mode and single-mode fiber cable between and within campus buildings. Overall, these upgrades will improve campus building access and security, provide improved integration with other security systems such as video monitoring and intrusion detection and simplify dispatch functions during emergency responses. Elevator Preservation Safety & ADA Upgrades n 205, with an increasing incidence of elevator breakdowns, Facilities Management hired a consultant to inspect and analyze all campus elevators to determine their current condition, compliance with current code, safety requirements, and to identify and recommend options for an elevator modernization. Overall, 29 elevators were identified as needing some level of modernization, repairs, or renewal. We have created a prioritized list of work to be accomplished on each elevator, based upon ) building and personal safety and code compliance; and 2) current operation and performance (reduce repair rate); and 3) appearance and quality of life. t has been determined that correction of the deficiencies generally cannot wait for a full building renovation, and instead must be accomplished as part of a stand-alone elevator renewal project. Waterfront Land Acquisition Western has been involved in discussion with the City of Bellingham and the Port of Bellingham regarding the revitalization of Bellingham s central waterfront for over a decade and project requests have been submitted for funding consideration in prior biennia. The waterfront development and Western s planned growth are linked. The University s nstitutional Master Plan recognizes that we cannot grow to our planned capacity without acquiring property for development. Relocating and/or expanding some of Western s programs to the waterfront would allow for our future growth. Potential uses include a multi-purpose community learning center for conferences and large-group gatherings and new academic facilities to accommodate expanding graduate programs, emerging academic programmatic needs, and extended education. Wilson Academic Renovation The Wilson Library project was requested in the prior biennia to provide for effective reuse of space, improved accessibility, and updating of building systems that have met or exceeded their useful life. There are several programmatic opportunities in renovating the facility. To some degree, the extent of that opportunity hinges on how we will manage Library collections and where we will store those collections. 3

13 With the completion of the Carver Academic Renovation, Wilson Library will have the largest facility maintenance backlog on campus at $3 million. The brick exterior for the original building and the 976 addition are solid masonry and have infiltration issues. The multi-level sloped built-up roof and walkways have drainage path bottlenecks and are in need of replacement. There are no draft stops in the attic, making a small fire difficult to contain. The 927 section of the facility has no functioning fresh air ventilation system and depends on open windows year round for fresh air. The HVAC equipment in the 970 s wing has had recent in-house and ESCO energy savings upgrades and is operating acceptably despite being past its expected service life. The main electrical service was replaced in 202. Branch panels and wiring in the old and newer sections are original and overdue for replacement. Elevators are the least reliable of any on campus and overdue for replacement. Southcentral Campus Roadway Revisions Requests for roadway revisions have been submitted several biennia. The University received predesign funding in to assess south campus roadway development/revision options. There is a critical need for improving pedestrian safety when accessing the campus from the south. The congestion at two intersections involves pedestrians, bicyclists, transit buses, private vehicles, vendor semi-trucks and any number of motorists using the campus roadway as a standard route to downtown Bellingham. The project involves creating a safe area for crossing by redirecting pedestrian and bus traffic related to East and West College Way where Bill McDonald Parkway enters the campus. ncluded in the project is installation of a traffic signal at Bill McDonald Parkway and South College Drive. CFPA Renovation & Addition Exterior renewal of the Performing Arts Center facility (PAC) was approved and executed in the biennia, along with the exterior roofing renewal of PAC which was completed winter of 205. However, the renovation and addition project proposes an intense overhaul of the Performing Arts Center to address a multitude of facility infrastructure, building renewal, code compliance and programmatic needs. t was previously requested and referred to as the Gateway Complex project. The project includes adding several thousand square feet of multi-disciplinary academic and performance spaces that meet contemporary technology and curriculum requirements. The expansion would require removal of High Street Hall and Canada House. The Center for Canadian American Studies and the Border Policy Research nstitute would be relocated to the PAC addition. The project also involves upgrades/replacements of mechanical and life safety systems that are in poor condition. Heating System Carbon Reduction & Energy Efficiency mprovements Proposed in the biennia, this project would reduce our annual CO2 emissions by roughly 0% and involve a pre-design and subsequent construction budget estimate to convert our central steam heating system to a hot water system. Centralized hot water heating is roughly 30% more energy efficient than steam. A pre-design is needed to thoroughly analyze the conversion needed and the costs to construct. Our aging steam distribution system requires nearly wholesale replacement over the next few biennia. The size and capacity on our steam line does not meet our hot water needs. n biennia we spent $2.5 million in essential repairs and anticipated spending another $5 million over the course of the next 0 years. t is possible to implement this conversion in phases. This essential request also demonstrates our commitment to work toward a zero carbon footprint by

14 Westside By-Pass Road Realignment The Westside By-Pass Road Realignment projects realigns the connection with West College Drive to Bill McDonald Parkway. The realigned road was developed during a previous south campus roadway predesign study in The realigned roadway would improve pedestrian safety and create an improved south campus transit center and southern entry to the campus. The realignment will also allow non-university bound traffic to avoid student pedestrian traffic. 5

15 Appendix A4. Map of Draft Capital Plan Projects UPRC Meeting -- 4 April 208 / / // SCENCES BULDNG ADDTON (STEM ) ENVRONMENTAL STUDES CENTER RENOVATON (STEM ) CLASSROOM & LAB UPGRADES CONSOLDATED ACADEMC SUPPORT SERVCES FACLTY MNOR WORKS - PROGRAM MNOR WORKS - PRESERVATON T NFRASTRUCTURE & ACCESS CONTROL SECURTY UPGRADES ELEVATOR PRESERVATON AND ADA UPGRADES WATERFRONT LAND ACQUSTON WLSON ACADEMC RENOVATON SOUTHCENTRAL CAMPUS ROADWAY REVSONS CFPA RENOVATON AND ADDTON SUPPORT SERVCES FACLTY PHASE 2 SUPPORT SERVCES FACLTY FNAL PHASE HEATNG SYSTEM CARBON REDUCTON & ENERGY EFF. MPROVEMENTS WESTSDE BY-PASS ROAD REALGNMENT Fielding Avenue Fer entje C- : ;,R() i / ' / ' jl 00 : ', ' ----, ' ; ; -.i RJ NORTH Douglas Avenue WESTERN WASHNGTON UNVERSTY DRAFT YEAR CAPTAL PLAN

16 Appendix B. Draft Core Themes, Objectives and ndicators UPRC Meeting 4 April 208 DRAFT CORE THEMES, OBJECTVES, AND NDCATORS OF ACHEVEMENT CORE THEME : ADVANCNG NCLUSVE SUCCESS Higher education has never been more important to the economic and social development of our communities and our global society. The data from our ongoing economic recovery underscore what we have known for a long time: higher education is a precondition for upward social mobility and the most powerful social and economic equalizer. Our most important challenge, then, is to raise the success rate for all students, while eliminating gaps for students from historically underrepresented backgrounds. Western aspires to be a leader in student retention and on-time graduation, regardless of the socio-economic background of our students. We have a moral imperative to ensure that Western more closely reflects the local and global diversity in which we live and which we seek to advance, including enrolling more underrepresented students and first-generation students from the state of Washington. That will enable us to build a more diverse, inclusive and equitable community and culture of care for all. Not only should Western increase diversity to better reflect the state s demographics, but also ensure that all admitted students, regardless of background, can succeed. mplied, too, is the notion that the diversity of Western s administration, faculty and staff should also increase to better reflect the state s demographics. Moreover, to accomplish these goals, access becomes part of the conversation. Who gets in, and how fair is the process, etc. Retention and graduation rates, plus other time-to-degree metrics, then, also become important especially extended retention and grad rates, for instance by ethnicity, A scores, Pell eligible status, First Generation, etc. Draft Objectives for Core Theme :.a Western fosters a caring and supportive environment where all members are respected and treated fairly. Rationale: A caring and supportive environment means creating a positive and collaborative campus climate, including the physical environment, that welcomes and affirms the diversity of individuals, groups, cultures, and ideas..b Western pursues justice and equity. Rationale: Justice and equity means access to a diverse student body and ensuring that all admitted students, regardless of their backgrounds, are successful. t also means that the university creates a compelling environment to attract and retain a diverse faculty and staff workforce.

17 Draft ndicators of Core theme Achievement Metrics for Objective a.. Employee satisfaction broken down by type of employee and demographic characteristics (e.g. gender, race, ethnicity, etc.). 2. Student satisfaction with educational support and quality of instruction, broken down by demographic characteristics (e.g. gender, race, ethnicity, Pell-eligible, etc.). Possible Metrics for Objective.b.. Grad/retention rates overall for native and transfer students, broken down by demographic characteristics and for specific populations of students (firstgen, SOC, Pell-eligible). 2. Time-to-degree rates overall and for specific populations of students. 3. Percent of first-generation, Pell-eligible and State Need Grant eligible students, including native and transfer students. 4. Percent of students, staff and faculty of color, and/or LGBTQ+.[Currently, students do not declare LGBTQ status] CORE THEME 2: ENHANCNG ACADEMC EXCELLENCE Western prides itself on its quality of education and preparation of its graduates. We are well-positioned to increase our impact and contributions in ways that build upon and maintain the essence of what has made us distinctive. Western faculty s research and creative work encompasses a wide range of topics and issues important to our social, economic and environmental progress, and faculty-mentored research opportunities enhance the educational experience for our students. We will continue to enhance and expand our undergraduate and graduate programs in the liberal arts and the professional disciplines, the high-impact learning experiences for our students, and a faculty culture of innovation that cuts across disciplines and integrates research and creative work in our academic programs. Draft Objectives for Core Theme 2: 2.a Western provides a transformational education grounded in the liberal arts and sciences. Rationale: Western s education experience will continue to be rooted in an active teaching and learning environment with a liberal arts and science foundation and robust co-curricular, internship, research, creative, and community engagement opportunities. 2.b Western bases its transformational education on innovative scholarship, research and creative activity.

18 Rationale: Western will recruit the best faculty and staff to support the growth and sustained flourishing of programs, departments, and centers. Moreover, Western will provide technological and other academic infrastructure to support curricular innovation, research, scholarship, creative activity, civic engagement and social justice. Draft ndicators of Core theme Achievement Possible Metrics for Objective 2a.. Post-grad placement rates from Career Services Survey, Senior Exit Survey, and/or our federal College Scorecard. 2. Comparative rates of overall and diverse students in high-impact practices (HPs). 3. Number and/or percentage of students participating in interdisciplinary curricular/co-curricular offerings. 4. Overall rates of retention and graduation for native and transfer students. 5. Student-faculty ratio. 6. NTT/TT ratio, percentage of SCH production by TT/NTT, and percentage of 00- and 200-level SCH produced by TT/NTT. Possible metrics for objective 2.b. Percentage of graduating seniors reporting that they engaged in research or creative projects with faculty. 2. Grant dollars received. 3. Total number of scholar publications, papers, and creative activities. 4. Total number of student co-authors for scholarly publications and papers. CORE THEME 3: NCREASNG WASHNGTON MPACT We will work to increase our impact and contributions to the current and future economic development needs of Washington and the region by expanding access to our programs, leveraging partnerships to offer programs and credentials to place-bound and non-traditional students, and through the research and creative work of our faculty. Western s education model with a strong liberal arts background ensures that our graduates are competitive for the best jobs after graduation and, at the same time, are prepared and adaptable to respond to continuously changing employment trends shaped by technology and innovation. And, importantly, prepared to contribute to their communities as leaders and citizens. This emerging theme is related to our current work for Carnegie s classification as a Community Engaged institution. Yet as a Core Theme or an award application, both

19 face data issues. Specifically, metrics proving Western s impact on our state are soft. ndeed, most data points for this topic are tangential. For instance, one of the goals in Western s new Strategic Plan references place : Western will advance a deeper understanding of and engagement with place. The concept of place includes the Western s ability to impact both within its own world, and on the world outside itself. n other words, community impact writ large: local, regional, and global. An additional feature of this theme is how we support our community in providing quality opportunities to impact our students. Draft Objectives for Core Theme 3: 3.a Western will impact communities beyond the campus. Rationale: To impact communities beyond campus, Western should strive to give all students educational experiences both in and beyond the classroom that help them develop the knowledge, skills, and abilities to nurture and create the conditions for people and planet to thrive, increase engagement between Western and local communities, and increase the experiences through which students, staff, and faculty can engage with communities and environments in multiple regions in the world, both inside and beyond the classroom 3.b Western will advance a deeper understanding of and engagement with place. Rationale: The concept of place calls us to recognize our obligations and connections to indigenous and Native nations, to the environment and sustainability, and to the diverse cultures within and across our borders; it inspires us to think and act thoughtfully and creatively about where we are and how we connect with the wider world. Draft ndicators of Core theme Achievement Possible Metrics for Objective 3.a.. Degrees awarded, plus degrees awarded at all off-campus sites (Bachelor s and Master s). 2. Outcomes from surveys of community partners. 3. STARS rating: Sustainability Tracking, Assessment, and Reporting System, from the Association for the Advancement of Sustainability in Higher Education (AASHE). 4. Percentage of students graduating from majors designated by the state as high-demand. 5. Number of students studying abroad. 6. Percent international students Possible Metrics for Objective 3b.

20 . Number of curricular and co-curricular offerings addressing regional/indigenous issues. 2. Number of faculty and staff participating in community engagement opportunities and related professional development.