California State University Sacramento

This document outlines Sacramento State's strategic action items, focusing on achieving high enrollment and graduation rates for former foster youth, community college transfer students, and Native American/Indigenous students. It is structured around four imperatives: 'Learning with an ROI', 'Make Sacramento State a National Brand', 'Financial Independence from State Budget Variability', and 'Foster an Environment of Dignity and Hope'. The plan details specific initiatives to enhance academic offerings, elevate institutional reputation, ensure financial stability, and create an inclusive, supportive environment for students and staff.

The Finance Committee discussed and approved the University Advancement 2026-27 budget for recommendation to the Executive Committee. Members also reviewed and moved the reserve policy to the Executive Committee, conducted a Q1 portfolio review of the UFSS Endowment with Sand Hill Global Advisors, and examined financial statements as of March 31, 2026.

The committee meeting agenda included finalizing the revised Audit Committee Charter and the Annual Task Chart. Key discussion topics comprised a review of the existing Conflict of Interest Policy, including an examination of the matrix of board member responses and fiscal year transactions, as well as an evaluation of the Auxiliary Control Self Assessment. Furthermore, the committee engaged in discussions regarding the Whistleblower Policy, reviewed relevant alumni association policies, and planned for future committee membership and leadership roles.

The committee held a presentation of the Form 990 by external auditors, noting it as an information return rather than a tax return, and subsequently moved to forward the document to the full Board for approval. Additionally, the committee discussed follow-up items originating from the board retreat and planned to use a poll to schedule future ad hoc meetings to address those tasks.

The committee discussed goals established during the previous board retreat, including updates to the committee charter to reflect current scope and responsibilities. Oversight responsibilities regarding the Conflict-of-Interest Policy were reviewed for alignment within committee charters. Additionally, research was initiated regarding the Chancellor's Office policy on board member re-engagement, and the board reviewed its legacy recommendation and selection process before moving into a closed session to discuss personnel.