WESTERN WASHINGTON UNIVERSITY
BOARD OF TRUSTEES
AGENDA
November 17, 2015
TUESDAY, NOVEMBER 17, 2015
Location: Old Main 340
Time:
1:00 p.m.
1. CALL TO ORDER
1:00 – 1:05
2. PRESIDENTIAL SEARCH PROCESS & APPROVAL OF POSITION DESCRIPTION
1:05 – 2:30
Presentation:
Sue Sharpe, Chair, Presidential Search Advisory Committee
Jan Greenwood, Greenwood-Asher & Associates, Inc.
Discussion
3. EXECUTIVE SESSION MAY BE HELD TO DISCUSS PERSONNEL, REAL ESTATE AND LEGAL ISSUES AS
AUTHORIZED IN RCW 42.30.110.
2:30 – 4:00
4. ADJOURNMENT

1. CALL TO ORDER

WESTERN WASHINGTON UNIVERSITY
ITEM SUBMITTED TO THE BOARD OF TRUSTEES

TO:

Members of the Board of Trustees

FROM:

Sue Sharpe, Chair, Presidential Search Advisory Committee

DATE:

November 17, 2015

SUBJECT:

Presidential Search Process & Approval of Position Description

PURPOSE:

Action Item

Purpose of Submittal:
Trustee Sue Sharpe, Chair of the Presidential Search Advisory Committee, will update the
Board on the status of the presidential search process.

Proposed Motion:
Moved that the Board of Trustees of Western Washington University, on recommendation of the
Chair of the Board and the Chair of the Presidential Search Advisory Committee, approve the
Position Description and the Leadership Challenges, Opportunities and Expectations document,
to be used for advertisement and recruitment of the next President of Western Washington
University.
Supporting Information:
Recommended Position Description (attached)
Recommended Leadership Challenges, Opportunities, and Expectations (attached)

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PRESIDENT
The Board of Trustees of Western Washington University is inviting nominations
and applications as it seeks a visionary and courageous leader as the next
President of Western Washington University. The University is interested in
applicants with a passion for promoting the essential contributions of Western
and public higher education to the economic health, well-being, and sustainability
of the local community, the State of Washington and beyond.
Western provides an active student-centered learning environment with a liberal
arts and sciences foundation and robust co-curricular, internship, research,
creative, and service learning opportunities. There is a widely shared vision that
Western will be a higher education leader in a culturally responsive 21st century
learning environment, applying its critical strengths to societal issues as well as
creating a welcoming community for a diversity of people, ideas, and programs.
To that end, Western has embraced a style that is collegial, transparent, and
timely in its engagement and communication with on- and off-campus
stakeholders.
Western, which first opened its doors in 1899, is the highest-ranking public,
master's-granting university in the Pacific Northwest and No. 2 in the West,
according to U.S. News & World Report college rankings. Kiplinger’s ranks
Western among the top 100 public colleges and universities in the nation that
offer the best quality and affordability. U.S. News and World Report has named
Western one of the most cost-efficient in the country among highly-ranked
universities and for several years in a row the Chronicle of Higher Education has
recognized Western as a “Great Place to Work.” Western is particularly proud of
its position as a leader in multidisciplinary environmental education and
sustainable campus operations.
Western is not only committed to the academic growth of its students, but to
empowering them to be engaged and active agents of positive change in the
world. To that end Western is ranked first in the nation among medium-sized
universities for Peace Corps participation, was first in the nation in 2014 among
public, masters-granting institutions for the number of its graduates awarded
Fulbright Fellowships, and has been classified for five years as a Carnegie
Community Engagement University. Western has been designated a “Military
Friendly School,” for the sixth consecutive year by G.I. Jobs Magazine.

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Western’s national recognition for academic excellence, efficiency, value, and
service is underscored by benchmarked assessment of student learning. In its
most recent ratings, the Survey of Earned Doctorates (SED) ranked Western 13th
(top two percent nationally) among all masters-granting institutions, public or
private, for the number of its undergraduates who went on to earn a research
doctorate in the past decade.
Western Washington University is located in Bellingham, Washington, a city of
83,580 people that is located between Seattle, Washington and Vancouver,
British Columbia, nestled in the foothills of the Cascade Mountains and adjacent
to the beautiful San Juan Islands. With an enrollment of more than 15,000
students at the Bellingham campus and seven other Puget Sound locations,
Western is the third largest university in the state. The main campus is located
on 212 scenic acres perched on a hillside overlooking Bellingham Bay.
The Opportunity
The President, as chief executive officer of the University, reports directly to an
independent governing Board of Trustees appointed by the Governor of the State
of Washington. The President has broadly delegated authority for the internal
and external affairs of the University including serving as the principal
administrative officer with general supervision of all operations and programs of
the institution. The President should be an experienced executive with a
distinguished record of teaching and scholarship, community engagement,
inspirational leadership, and service.
The President is accountable to the Board of Trustees for advancing the
University’s mission and strategic priorities through effective listening, shared
governance, and a consultative management style. In addition, as chief
executive officer, the President’s responsibilities include:
• Ensuring that Western is committed to providing affordable access to
excellent educational opportunities;
• Advancing Western’s commitment to increase equity, inclusion and
diversity in terms of race, ethnicity, religion, national origin, sexual
orientation, gender identity or expression, disAbility, age, veteran status,
or financial background;
• Building and sustaining healthy relationships with the Board of Trustees,
students, staff, faculty, alumni, and their respective representative bodies;
• Expanding Western’s partnership and collaboration locally, statewide,
nationally, and internationally to achieve strategic objectives;
• Capital and human resource development needed to fulfill Western’s
mission and vision;
• Promoting Western’s reputation nationally and globally;
• Advancing Western’s reputation for excellence in sustainability,
environmental education and sustainable operations.
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President

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Leadership Expectations
• Engage the campus in developing a mid- and long-term vision for the
future of the University, including how to better recruit, retain, and serve
diverse students, faculty and staff, and the role of Western’s programs in
serving non-traditional students;
• Increase Western’s reputation for excellence in liberal arts and sciences,
professional programs, and graduate studies, including the promotion of
scholarly and creative works of significance, particularly those that engage
students;
• Model active leadership in the development, implementation,
maintenance, and advancement of diversity, equity and inclusion
initiatives for faculty, staff, students, and programs;
• Advance the interests of the University and public higher education with
key governmental, public, private, and nonprofit sectors to build
commitment and financial support;
• Build on Western’s commitment to sustainability and community service to
produce socially responsible graduates prepared for regional, national,
and global job markets;
• Strengthen partnerships in the community to increase opportunities for
students and faculty to participate in civic engagement, internships, and
service learning;
• Willingness to personally engage with students frequently and in multiple
venues to develop meaningful relationships with students and enhance
their educational experiences.
Management Expectations
• Promote shared governance, shared responsibility, and collaboration
among all members of the Western community;
• Ensure that the use and application of technology supports the 21st century
teaching and learning experience, and advances the overall academic and
management operations of the University at all of its locations;
• Advance Western’s transparent and inclusive “bottom up” planning and
budgeting process;
• Effectively set clear priorities, delegate to and hold accountable a strong
collaborative leadership team;
• Oversee the negotiation and administration of union contracts and
maintain healthy relations with all employee groups.
Resource Development Expectations
• Further develop multiple sources of funding beyond state appropriations to
address Western’s needs and ability to provide high quality, affordable
higher education;
• Take an active role and personally engage in the institutional
advancement activities of the Western Foundation;
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Enhance relationships with local and regional governmental and
educational institutions to collaborate on significant initiatives.

Preferred Professional Qualifications
• Doctorate or equivalent terminal degree and academic credentials
sufficient to engender respect from the academy and the community at
large;
• A strong commitment to student-centered educational experience where
student success is the top priority;
• Demonstrated success institutionalizing equity, inclusion, and diversity,
including the active promotion of an inclusive climate, and the recruitment,
advancement, and retention of diverse faculty, staff and students;
• Knowledge of emerging and innovative trends in public higher education
funding and strategic management;
• Experience managing the financial and budgeting operations of a higher
education institution with transparency and inclusiveness;
• Experience and enthusiasm for fundraising that cultivates financial support
and partnerships in the private sector;
• Experience with and commitment to broadly inclusive shared governance
of a university in a collective bargaining environment;
• Able to articulate a broad vision of affordable access to quality higher
education as a public good;
• Experience promoting partnerships and collaboration with other higher
education institutions, P-12 schools, private sector entities, governmental
agencies, and communities to strengthen the mission of a university;
• Experience engaging a diverse community in a shared strategic vision;
• Successful experience promoting effective ways of addressing problems
and opportunities, and a willingness to foster and encourage positive
change;
• Demonstrated ability to achieve a high degree of visibility and accessibility
with students, faculty, and staff, as well as surrounding communities;
• Acumen working with local, state and federal legislators to advance the
mission and vision of a public university.
Personal Qualities
• Authenticity, empathy, and humility which engenders trust, confidence,
and collegiality, based on personal integrity;
• Courage and conviction to advance Western’s core values and interests,
and a willingness to take public stands on issues of importance to the
University;
• A personal commitment to advancing social justice, and upholding the
values of diversity, equity and inclusion;
• A personal commitment to sustainability and environmental stewardship;

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President
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Strong enterprising and innovative spirit, and a willingness to take
strategic risks that foster and encourage needed change;
A desire to become actively engaged in the life of the University and the
local community;
An active listener who welcomes and is responsive to feedback;
A politically astute and strategic thinker with sound judgment;
An inspiring style and sense of humor.

HOW TO APPLY
Greenwood/Asher & Associates, Inc. is assisting Western Washington University
in the search. Initial screening of applications will begin immediately and will
continue until an appointment is made. Individuals who wish to nominate a
candidate should submit a letter of nomination including contact information for
the nominee. Application materials should include a letter addressing how the
candidate’s experiences match the position requirements, a curriculum vitae or
resume and five professional, current references. Submission of materials as
PDF attachments is strongly encouraged. Confidential inquiries, nominations,
and application materials should be directed to:

Jan Greenwood, Betty Turner Asher, Partners
Chris Channing, Principal
Greenwood/Asher & Associates, Inc.
42 Business Centre Drive, Suite 206
Miramar Beach, Florida 32550
Phone: 850-650-2277 / Fax: 850-650-2272
Email: jangreenwood@greenwoodsearch.com
Email: bettyasher@greenwoodsearch.com
Email: christinechanning@greenwoodsearch.com
For more information on WWU please visit: http://www.wwu.edu/
For more information on the Presidential Search please visit:
www.wwu.edu/presidentialsearch
Western Washington University (WWU) is an equal opportunity and affirmative
action employer committed to assembling a diverse, broadly trained faculty and
staff. Women, minorities, people with disabilities and veterans are strongly
encouraged to apply. In compliance with applicable laws and in furtherance of its
commitment to fostering an environment that welcomes and embraces diversity,
WWU does not discriminate on the basis of race, color, creed, religion, national
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origin, sex (including pregnancy and parenting status), disability, age, veteran
status, sexual orientation, gender identity or expression, marital status or genetic
information in its programs or activities, including employment, admissions, and
educational programs.

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PRESIDENTIAL LEADERSHIP CHALLENGES, OPPORTUNITIES, AND
EXPECTATIONS
Contemporary higher education requires visionary, agile leaders with engaging
communication skills and outstanding management and resource development
abilities. While many of the day-to-day responsibilities may be appropriately
delegated to campus leaders, the institutional vision, direction and culture are set
by the President and implemented through the strategic planning and budgeting
processes of the campus. Western Washington’s most recent planning activities
as well as a recently completed draft Strengths, Challenges, Opportunities and
Threats (SCOT) Analysis, which will be the basis for university planning in 20152016 may be viewed at http://www.wwu.edu/provost/planning/index.shtml.
Special attention should also be directed to the items that follow.

LEADERSHIP AND VISION
Vision
The mission of Western Washington University is to serve the needs of the State
of Washington, the nation, and the world by bringing together individuals of
diverse backgrounds and perspectives into an inclusive, student-centered
university that develops the potential of learners and the well-being of
communities. The next President will be expected to join with the Board of
Trustees, faculty, staff, and students to lead with creativity, courage, humility and
transparency to further define and implement the realization of this mission over
the next decade.
Western is a values-driven university. The core values that support our mission
include: academic excellence, student-centered learning, diversity, equity, and
inclusion, promoting caring communities, community service, global citizenship,
environmental stewardship and a collaborative and innovative spirit.
Western’s President will provide leadership on how to steward, advance and
further integrate the mission and core values in a personalized teaching and
learning environment.

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Equity, Inclusion and Diversity
Western is actively committed to equity, inclusion and diversity as imperative
guiding principles calling for authentic engagement. While we have made
meaningful progress, it is clear that much more work is ahead. There are deep
commitments and great enthusiasm across all stakeholders to purposefully
engage in this work.
Western views itself as a welcoming community. Perceptions reported by faculty,
staff, and students from underrepresented groups indicate that there is room for
improvement. Recent surveys indicate that Western’s campus climate, as
experienced by women, ethnic and racial minorities, and LGBTQ colleagues is
quite different from the experiences of dominant groups. We recognize that these
few surveys are far from an all-encompassing assessment of the climate. The
results of the surveys we have done provide enough data to suggest that this
reputational effect may very well contribute to difficulty in recruiting, advancing,
and retaining people from underrepresented groups. Creating an authentically
inclusive climate that is infused throughout all operations of the institution is
imperative. Personal commitment and robust support for equity, inclusion and
diversity must continue to be articulated by University leadership.
Changing Demographics, Potential Growth and Enrollment Planning
The next President of Western must lead the campus in developing and
implementing a vision for the future size, location and potential growth of the
University, and its responsiveness to the state’s evolving social, economic and
demographic needs.
Changing Demography: The increasing racial and ethnic diversity that enriches
our state offers enormous opportunities for Western to live its mission as a
proudly public university. Western will develop a comprehensive strategy on how
to best recruit, retain, serve and graduate a more diverse and non-traditional
student population, and increase its numbers of faculty and staff from
underrepresented groups.
Changing Economy: Income inequality, and its tendency to become
institutionalized and generation spanning, represents another opportunity for
Western to deliver on its mission as a proudly public university by engaging
public, private, community and legislative avenues to expand accessibility,
affordability, and student success.
Sustaining Enrollment and Selectivity: While the number of graduates from
Washington’s high schools has declined from its peak several years ago, and is
projected to remain relatively flat. If, as projected, demographic trends show a
higher percentage of high school graduates coming from groups that have

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historically had low college-attendance rates, it is possible that the actual number
of high school graduates interested in attending four-year universities will decline
further than the overall number of high school graduates. The same trends,
combined with resource constraints from the recession have also made
competition for “high bar” students, in-state, out-of-state, and internationally,
much more intense. A comprehensive enrollment strategy will determine how
Western provides access to high quality programs.
State Demands for Baccalaureate Degrees: Despite its knowledge-based
economy, Washington ranks 48th nationally in the size of the pipeline leading to
public baccalaureate education. With expanded state support and through its
strong partnerships with P-20 partners around the state, Western has the
capacity to expand the pipeline in a way that highlights our strengths in liberal
arts and sciences education. To that end, Western will continue to work on behalf
of Washington’s citizens to develop and deliver the highest quality, publicly
accessible higher education opportunities not only in Bellingham, but throughout
the greater Puget Sound region.
Promote and Build Upon Western’s Distinctive Excellence
Western as a university, and its individual programs, carry increasingly strong
reputations locally, regionally, and nationally. These well-earned reputations
open doors to Western faculty, students, and staff; they also attract the
commitment, investment, support and good will of government officials,
community, and the private sector throughout the region. The President will help
to define and communicate the many distinctive strengths of Western. Those
include the following:
• A growing national reputation as the premier public comprehensive
university in the Pacific Northwest with an outstanding faculty, staff, and
administration, and a diverse and talented student body;
• National recognition for its commitment to student-faculty collaboration
and the high degree of attention students receive from faculty;
• A commitment to teaching evidenced by the vast majority (98 percent) of
classes being taught by professors, with an emphasis on small, upperlevel classes with one-on-one mentorship and active involvement of
students in research and service;
• Western’s niche in high quality undergraduate education that provides an
integrated curricular and co-curricular program with focus on social justice,
leadership, service to the community, civic engagement and wellness;
• Multiple strengths in professional and pre-professional departments,
including the Woodring College of Education, the College of Business and
Economics, the College of Science and Engineering, pre-health sciences,
behavioral neuroscience, vehicle research and design, marine and
environmental science, performance excellence in theatre and music, and
self-designed programs in the Fairhaven College of Interdisciplinary
studies;

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Advancing Western’s commitment to student-centered academic
excellence through Extended Education at multiple locations in the Puget
Sound region, which fulfills Western’s mission to serve the needs of the
people of the State and builds broad-based support for the University;
A strong partnership with local public school districts where Western
students provide mentoring support to students (starting in 5th grade) who
would not normally consider higher education an option. The “Compass 2
Campus” program has been replicated across the state and has received
national recognition;
An exciting opportunity to expand Western’s footprint in the community as
a partner in Bellingham’s Waterfront redevelopment initiative.
Western’s attractive campus in Bellingham is nestled in the foothills of the
Cascade Mountains between Seattle and Vancouver, providing
opportunities for developing relationships with Canada and throughout the
Pacific Rim;
A strong commitment to service during and after graduation. In 2015,
Western was selected to join the Ashoka U Changemaker Campus
consortium, joining global leaders in sustainability, social entrepreneurship
and service-learning in higher education. In 2015, Western ranked first in
the nation among medium-sized universities for Peace Corps participation
for the third straight year;
Nationally recognized leadership in environmental education and
sustainable campus operations, purchasing 100 percent renewable
energy and actively working toward campus carbon neutrality.

Strengthen and Integrate Liberal Arts and Sciences Core
Foundational to the distinctive “Western Experience” for students is a core
academic commitment to the liberal arts and sciences along with opportunities to
enter the professions. This distinctive experience is achieved through a highly
personalized environment that affords students unusually strong research and
experiential learning opportunities for a public comprehensive university.
Students collaborate with faculty on high-quality research and creative
endeavors. Western is also highly unusual among institutions of higher education
in attracting faculty and students who embrace the crossing of disciplinary lines.
Increasingly, Western faculty are optimizing the opportunities to work with
colleagues from multiple colleges in subjects outside disciplinary silos.
Discussions with employers in the state confirm that Western graduates are
highly sought after, not only for their professional skills, but also for the critical
thinking skills, applied knowledge, and broader perspective that result from their
liberal arts and sciences background. This is a direct outcome of Western’s
focus, not just on specific professional skills, but also on the student as an
educated and engaged citizen of the world.
While Western’s overall state funding has been cut by more than 50 percent over

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the past seven years, the legislature has made selective investments at Western
in STEM education, Engineering, Computer Science, and cybersecurity, as well
as professional programs. These investitures in specific areas of professional
need for the state will likely continue to drive enrollment at Western. However,
Western is committed to maintaining the competitive advantage Western
students enjoy due to a strong liberal arts and science core.
Living Western’s Full Mission in the State and in the Region
For most of its history, Western has lived its mission of applying its strengths to
meet the critical needs of the state by focusing upon campus-based, residential
Washington undergraduates selectively admitted. In responding to the growing
need of those historically underserved by traditional higher education in
Washington State, Western has established Extended Education programs at
seven sites in the Puget Sound region. The University has been working on
globalizing its curriculum, bolstering graduate education through Extended
Education, and making the Western experience more accessible to students
outside the Bellingham community. The next President will need to engage the
faculty, staff, students and administrators from all sites in how best to support
and integrate these programs into living the full mission of the University.
Student Experience
Western’s students are active and engaged in many issues involving social
justice, environmental protection, and the well-being of the campus and
community. This activist culture is present not only in the Associated Students
governing body, but is also evident in student involvement in over 200 studentrun organizations on campus. Examples of student-led initiatives include banning
the sale of bottled water on campus and the creation of a green energy fee to
fund sustainability efforts. The lack of a Greek system at Western leads students,
both undergraduate and graduate, to be actively involved in these on-campus
clubs and with organizations in the surrounding communities. The liberal arts and
sciences curriculum at Western promotes this activist spirit, and the President
has an important responsibility of engaging with students in their efforts and
encouraging their participation in bettering the Western community.
Western’s educational experience is highly experiential, with a strong foundation
in student/faculty collaboration. Many students are involved in research with
Western professors or service-learning initiatives alongside faculty. The liberal
arts and sciences core allows students to be exposed to a broad spectrum of
topics, and because of this, Western graduates greatly contribute to the success
of the state’s economy as they enter the workforce. Western’s reputation of
academic excellence is present not only on the Bellingham campus, but extends
to WWU’s multiple campuses in the Puget Sound region.

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EXECUTIVE EXPECTATIONS
Continue and Strengthen Organizational Best Practices
Western has worked hard in recent years to institute processes that enable
efficient work, streamline operating and management support systems, and
make planning and budgeting more transparent and “bottom up.” As a result,
Western has received national recognition for efficiency from U.S. News and
World Report, and for being one of the “Best Values in Public Colleges and
Universities” by Kiplinger’s Personal Finance Magazine.
Western must continue to examine its management and operating support
systems, as well as its general budgeting and planning, to ensure that it is using
best business practices while avoiding unnecessary duplication of effort.
Administrative and academic information technologies are critical core functions
that affect the entire campus on a daily basis. The optimal organization,
reportage and funding of Western’s information technology structure are currently
under discussion.
Infrastructure needs and space allocation at Western are a high priority as
growth demands have stretched available space in some cases beyond
functionality. Addressing capacity issues and deferred maintenance of older
buildings are critical to the delivery of Western’s mission at all sites. Creative
space planning and utilization along with any redistribution to meet the academic,
research, and service needs must be accomplished with a long range view
toward balancing the critical programmatic space needs while protecting the
attractiveness and sustainability of the campus environment.
Retaining and Recruiting Talented Faculty and Staff
Western made the intentional choice during the recent recession and resultant
budget cuts to protect its core academic function of teaching, and continued
student access to that teaching, as much as possible. As the economy
recovered, it made the choice to increase faculty resources through the hiring of
tenure-track faculty in the last few years. This decision has had positive
consequences, as the quality of its programs has been maintained and
enhanced.
Side effects of that decision mean that most if not all areas of the University are
operating with as lean a staff as possible. In some cases it is likely that staffing
levels are not sufficient for performance to be sustainably high. Some staff are
attempting to perform, in addition to their own jobs, functions that previously were
assigned to staff positions that no longer exist.

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Western’s workforce like the national workforce is aging. Over the next several
years a large number of faculty and staff in the Baby Boom generation will retire
and their expertise, experience, and institutional knowledge will be taken with
them. Managers and administrators have limited professional development
resources for training younger staff as part of succession planning.
Shared Governance
Over the last seven years Western has instituted processes and created
representative bodies that help to ensure the reality of shared governance
matches its promise. These include transparent and bottom-up capital planning
and budgeting processes that intentionally seek input from the entire campus
community. The University Planning and Resource Council, a committee of the
Faculty Senate, brings together representatives of all University stakeholders to
review and make recommendations on planning and budget proposals to the
President and Vice Presidents. Similarly, representatives of the faculty, students,
classified and professional staff all have seats on the President’s Cabinet.
The President will work to foster an environment where all employees feel their
contributions are respected, appreciated and valued.
Collective Bargaining, Labor Relations and Equity
Western seeks a President who is committed to continuing positive,
collaborative, mutually beneficial relationships with the unions representing the
Faculty and Classified Staff, as well as addressing equity in compensation,
retention, workload, and workplace climate for the Professional Staff, who are not
represented in collective bargaining. Furthermore, the meaningful inclusion of
Classified and Professional Staff in shared governance will continue to be a
priority.
RESOURCE DEVELOPMENT
Resource development in public higher education poses a major challenge for
any leader. Western has developed a strong reputation with the State
Legislature for high quality education, innovative programs, and work-ready
graduates, and has rich opportunities for further advancement. Given the
unlikely return of previous state funding levels, Western has adopted a model of
planning and budgeting that does not rely exclusively on state dollars, with some
notable successes. For instance, Western’s multi-disciplinary Institute for Energy
Studies program, which combines energy science, technology, and engineering,
with economics, business management, public policy and sustainability, is
supported by a combination of state funds and private donations.
It will therefore be essential for Western to further develop multiple sources of

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funding beyond state appropriations, including enrolling new students; increasing
private, corporate and alumni giving; acquiring new space; developing auxiliary
enterprises, securing grants and contracts, developing public-private
partnerships, research licensing, extended education, and others.
Fundraising
Western will soon conclude its $60M Western Stands for Washington campaign,
having reached the initial goal of $50M before the public launch a year ago.
While the campaign will make critical enhancements to scholarships, programs,
partnerships with P-12 education, and service learning, the campaign has raised
Western’s profile throughout the state and developed a culture of philanthropy on
campus and among a strong alumni base. The Western Foundation has made
significant investments in staff and training, and now operates an office on behalf
of the University out of Seattle. Encouraged by the results of the campaign,
academic deans and faculty are newly eager to participate in institutional
advancement. The President has an opportunity to leverage the momentum
generated by the campaign to increase support for Western in the Puget Sound
area and nationwide, and lay the groundwork for the next campaign.
Legislative Funding
Western’s reputation in the Washington State Capitol is not only for high quality
education and innovative program proposals, but uncommonly united legislative
representation from government relations, faculty, staff, unions, student, and
alumni representatives. Despite cuts of more than 50 percent to its state
appropriations, Western has received strategic reinvestments by the state in key
areas, including faculty and staff compensation, by remaining resolutely united
and on message.
There is, however, recognition that the state’s fiscal structure is designed for an
economy that no longer exists. Without a reformed tax structure, improvements
in the state’s economy will not produce corresponding revenue increases. On the
expenditure side, states are facing major budget impacts as the federal
government shifts various obligations to the state level. Additionally and specific
to our state, the need to comply with the State Supreme Court directive (known
as the McCleary decision) to significantly increase funding for K-12 education
continues to place an additional burden on an overburdened revenue structure.
Most of the state’s budget is protected from significant cuts due to constitutional,
political, or statutory considerations. The state cut tuition rates for the 2015-17
biennium and linked tuition increases to the state’s median income, limiting
Western’s ability to grow its own revenue.
It is quite likely that the additional state K-12 funding challenge will be pushed by
the legislature into the 2017-19 biennium. Consequently, it is most likely that any

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2017-19 Western budgetary requests will need to be highly strategic, have strong
political legs, and be modest in size.

OPPORTUNITY REVIEW
The President of Western Washington University will have an opportunity to
serve as the leader of one of the best public comprehensive universities in the
nation.
This is an extraordinary opportunity for a person seeking a challenge to be a
transformational leader for Western in a rapidly changing global environment.
Further refining and expanding Western’s mission and vision with the Board of
Trustees, faculty, staff, administrators and students, and shaping its future will
require a leader with the vision, enthusiasm, and interpersonal skills to advance
Western’s stature as a vital publically purposed university in the 21st century.

3.

EXECUTIVE SESSION
Executive Session may be held to discuss personnel, real
estate, and legal issues as authorized in RCW 42.30.110.

4.

Adjournment