April 6, 2017
TO: Members of the Board of Regents Designated Representatives to the Board of Regents
FROM: Joan Goldblatt, Secretary of the Board of Regents
RE: Schedule of Meetings
WEDNESDAY, APRIL 12, 2017 5:30 p.m. 142 Gerberding Hall REGULAR MEETING OF THE BOARD OF REGENTS: Regents Shanahan (Chair), Ayer, Benoliel, Blake, Harrell, Jaech, Rice, Riojas, Simon, Wright-Pettibone
THURSDAY, APRIL 13, 2017 REGULAR MEETING OF THE BOARD OF REGENTS: The meeting will begin at 8:30 a.m. with portions of the day allocated as set forth below.
8:30 to 9:45 a.m. Petersen Room ACADEMIC AND STUDENT AFFAIRS Allen Library COMMITTEE: Regents Rice (Chair), Riojas, Simon, Wright-Pettibone
10:00* to 11:50 a.m. Petersen Room FINANCE AND ASSET MANAGEMENT Allen Library COMMITTEE: Regents Jaech (Chair), Ayer, Benoliel, Blake, Harrell
12:15 p.m. Petersen Room MEETING OF THE FULL BOARD OF Allen Library REGENTS: Regents Shanahan (Chair), Ayer, Benoliel, Blake, Harrell, Jaech, Rice, Riojas, Simon, Wright-Pettibone
*or upon conclusion of the previous session. Unless otherwise indicated, committee meetings of the Board of Regents will run consecutively; starting times following the first committee are estimates only. If a session ends earlier than expected, the next scheduled session may convene immediately. Committee meetings may be attended by all members of the Board of Regents and all members may participate.
To request disability accommodation, contact the Disability Services Office at: 206.543.6450 (voice), 206.543.6452 (TTY), 206.685.7264 (fax), or email at [email protected]. The University of Washington makes every effort to honor disability accommodation requests. Requests can be responded to most effectively if received as far in advance of the event as possible.
1.1/204-17 4/13/17 AGENDA BOARD OF REGENTS University of Washington
Wednesday, April 12, 2017 5:30 p.m. Gerberding Hall, Room 142 (Item No.)
I. CALL TO ORDER
II. ROLL CALL
III. CONFIRM AGENDA
IV. PUBLIC COMMENT PERIOD To provide public comment at this meeting, sign up at the meeting before the start of the meeting.
V. BOARD ITEM
Leadership Priority Spotlight: The Husky Experience (Information only) B–1 Ed Taylor, Vice Provost and Dean, Undergraduate Academic Affairs Philip Reid, Vice Provost, Academic and Student Affairs; Deputy CIO, UWIT; Professor, Chemistry Undergraduate Students: Joshua Dawson, Junior in Biology Havana McElvaine, Senior in Sociology Lauren Mittelman, Winter 2017 graduate, Public Health Trevor Renken, Senior in Civil Engineering Lyris Tudhope-Locklear, Senior in Psychology
Kelly Edwards, Associate Dean, Graduate School Graduate Students: Marcus Johnson, Ph.D. student, Communications, UW Bothell Sumyat Thu, Ph.C. student in English August Longino, student in School of Medicine Katherine (Katie) Querna, Ph.D. student in Social Work Grant Williamson, Ph.D. student in Molecular Engineering
VI. ADJOURN
1.1.1/204-17 4/12/17 UNIVERSITY OF WASHINGTON BOARD OF REGENTS
Academic and Student Affairs Committee Regents Rice (Chair), Riojas, Simon, Wright-Pettibone
April 13, 2017 8:30 to 9:45 a.m. Petersen Room, Allen Library
Approval of Minutes of Committee Meeting on March 9, 2017 COMMITTEE ACTION 1. Academic and Administrative Appointments ACTION A–1 Gerald Baldasty, Provost and Executive Vice President
2. Approval of an Honorary Degree to Johnnetta Betsch Cole ACTION A–2 Ana Mari Cauce, University President
3. Approval of an Honorary Degree to William W. Philip ACTION A–3 Gerald Baldasty, Provost and Executive Vice President Mark Pagano, Chancellor, UW Tacoma
4. Population Health Initiative INFORMATION A–4 Ana Mari Cauce, President Ali Mokdad, Professor, Department of Global Health, Institute for Health Metrics and Evaluation, Vice Chair of the Population Health Initiative Thaisa Way, Professor of Landscape Architecture, Faculty Senate Liaison for the Population Health Initiative Derek Fulwiler, Project Director of the Population Health Initiative, UW Executive Office
5. Community College Engagement Initiative Update INFORMATION A–5 Philip Ballinger, Associate Vice Provost for Enrollment and Undergraduate Admissions Michaelann Jundt, Associate Dean, Undergraduate Academic Affairs Patricia Kramer, Professor and Chair, Anthropology and Chair, Enrollment Management Task Force Paul Rucker, Special Assistant to the President/Provost for Community College Engagement and Associate Vice President for Alumni and Constituent Relations Gary Oertli, President, South Seattle College and President, Washington Association of Community College Presidents
6. Other Business
1.4.1/204-17 4/13/17 UNIVERSITY OF WASHINGTON BOARD OF REGENTS
Finance and Asset Management Committee Regents Jaech (Chair), Ayer, Benoliel, Blake, Harrell
April 13, 2017 10:00 to 11:50 a.m. Petersen Room, Allen Library
Approval of Minutes of Committee Meeting on March 9, 2017 COMMITTEE ACTION
1. Research Vessel Thomas G. Thompson – Approve Increase in ACTION F–1 Contract Value Ann Anderson, Controller and Associate Vice President, Financial Management Douglas Russell, Manager Marine Operations, Oceanography
2. Treasurer of the Board Report INFORMATION F–2 Jeff Scott, Executive Vice President for Finance & Administration, Treasurer of the Board of Regents
3. Capital and Debt Report INFORMATION F–3 Chris Malins, Associate Vice President, Treasury Mike McCormick, Associate Vice President, Capital Planning and Development
4. Debt Management Annual Report INFORMATION F–4 Chris Malins, Associate Vice President, Treasury Bill Starkey, Senior Associate Treasurer, Asset Liability Management, Treasury
5. Deferred Maintenance Update INFORMATION F–5 Charles Kennedy, Associate Vice President, Facilities Services Mike McCormick, Associate Vice President, Capital Planning and Development
6. Intercollegiate Athletics Annual Financial Review and Updated INFORMATION F–6 Semi-Annual Borrower Report Jennifer Cohen, Athletic Director, Intercollegiate Athletics Kate Cullen, Senior Associate Athletic Director; Chief Financial Officer, Intercollegiate Athletics
1.2.1/204-17 4/13/17 AGENDA – Finance and Asset Management Committee Meeting on April 13, 2017 Page 2
7. Annual Report Benchmarking University Advancement INFORMATION F–7 Performance Connie Kravas, Vice President for University Advancement Walt Dryfoos, Associate Vice President, Advancement Services, University Advancement
8. Other Business
1.2.1/204-17 4/13/17 AGENDA
BOARD OF REGENTS University of Washington
April 13, 2017 12:15 p.m. Petersen Room, Allen Library
(Item No.) I. CALL TO ORDER
II. ROLL CALL: Assistant Secretary Shelley Tennant
III. CONFIRM AGENDA
IV. PUBLIC COMMENT PERIOD
V. BOARD ITEMS
Monthly Safety Report (Information only) B–2 Ana Mari Cauce, University President
Governmental Affairs Advisory Committee Update (Information only) B–3 Herb Simon, Regent, Chair of the Governmental Affairs Advisory Committee Randy Hodgins, Vice President, Office of External Affairs Joe Dacca, Director of State Relations, Office of External Affairs Becka Johnson Poppe, Senior Legislative Analyst, Office of Planning & Budgeting
Quarterly Compliance Report – Civil Rights/Employment (Information only) B–4 Elizabeth Cherry, Associate Vice Provost, Compliance and Risk Services Jill Lee, Executive Director, Compliance Services Erin Rice, Assistant Vice President, HR Operations
Diversity, Equity, and Inclusion Advisory Committee Update (Information B–5 only) Joanne Harrell, Regent
VI. REPORT OF THE CHAIR OF THE BOARD OF REGENTS: Regent Shanahan
VII. REPORT OF THE UNIVERSITY PRESIDENT: President Cauce
VIII. CONSENT AGENDA
Approval of Minutes of Meeting on March 9, 2017
Approval of an Honorary Degree to Johnnetta Betsch Cole A–2
Approval of an Honorary Degree to William W. Philip A–3
1.1.1/204-17 4/13/17 AGENDA – Board of Regents Meeting on April 13, 2017 Page 2 Research Vessel Thomas G. Thompson – Approve Increase in Contract Value F–1
IX. STANDING COMMITTEES
A. Academic and Student Affairs Committee: Regent Rice – Chair
Academic and Administrative Appointments (Action) A–1
Population Health Initiative (Information only) A–4
Community College Engagement Initiative Update (Information only) A–5
B. Finance and Asset Management Committee: Regent Jaech – Chair
Treasurer of the Board Report (Information only) F–2
Capital and Debt Report (Information only) F–3
Debt Management Annual Report (Information only) F–4
Deferred Maintenance Update (Information only) F–5
Intercollegiate Athletics Annual Financial Review and Updated Semi-Annual F–6 Borrower Report (Information only)
Annual Report Benchmarking University Advancement Performance F–7 (Information only)
X. REPORTS TO THE BOARD
Faculty Senate Chair – Professor Zoe Barsness
Student Leaders: ASUW President – Ms. Daniele Menez GPSS President – Ms. Soh Yeun (Elloise) Kim ASUW Tacoma President – Mr. Berkan Koroglu ASUW Bothell President – Ms. Tanya Kumar
Alumni Association President – Mr. Clyde Walker
XI. DATE FOR NEXT REGULAR MEETINGS: Wednesday, May 10, and Thursday, May 11, 2017
XII. EXECUTIVE SESSIONS
(to discuss with legal counsel litigation or potential litigation as defined in RCW 42.30.110.)
(to review the performance of public employees.)
XIII. ADJOURN
1.1.1/204-17 4/13/17 OFFICIAL MINUTES
M I N U T E S
BOARD OF REGENTS University of Washington
April 13, 2017
The Board of Regents held its regular meeting on Thursday, April 13, 2017, beginning at 12:15 p.m. in the Petersen Room of the Allen Library. The notice of the meeting was appropriately provided to the public and the media.
CALL TO ORDER
Regent Shanahan called the meeting to order at 12:15 p.m.
ROLL CALL
Assistant Secretary Tennant called the roll. Present were Regents Shanahan (chairing), Ayer, Blake, Harrell, Jaech, Rice, Riojas, Simon, and Wright-Pettibone; President Cauce; Provost Baldasty; Dr. Scott; Ms. Goldblatt; designated representatives: Professor Barsness, Ms. Menez, and Mr. Walker.
Absent: Regent Benoliel and Ms. Kim.
CONFIRM AGENDA
The agenda was confirmed as presented.
Regent Shanahan projected slides, which are attached to these minutes. They showed: 1) The University’s current environment; 2) The leadership in place, emphasizing “We > Me;” and 3) The plan to be the best public university in the world, as measured by impact.
He described his goal to kick the meeting off with a way to set the stage and continue to drive home consistent themes about what the Board is trying to accomplish in a dynamic environment. As the environment continues to change, he said it is important to stick together as a team and remain aligned to achieve the goal of having an impact on the world. During a recent meeting with President Cauce, he reported he asked her what her “retirement” message would be. She replied she wanted her legacy to be significant impact on the world and the UW recognized as one of the best public institutions in the world. This means changing the status quo, which can be hard. The Board is consistently keeping its focus on areas where it intends to make impact. Regent Shanahan said, “The things that we, together, care about can change the world and have impact.”
PUBLIC COMMENT PERIOD
BOARD OF REGENTS 2 April 13, 2017 Regent Shanahan announced the Board would receive comments from the public. This segment of the meeting provides Board members a chance to hear directly from the public on any subject pertaining to the University. Regent Shanahan offered the opportunity to comment to people who signed up in advance.
Regents heard comments from one member of the public about an opportunity for the University to partner with the community and create opportunities for careers in the building trades, in conjunction with the University District up-zone and the Campus Master Plan. The City of Seattle passed a “Priority Hire Ordinance” in 2015, which created pathways to careers in the building trades for local community members who live in “distressed zip codes.” He said the results were “astounding,” with women participation in trades increased by 12% and MWBE utilization is 15.9%. The speaker encouraged the University to adopt a similar program and make a significant impact on the community with its construction projects.
Regent Shanahan thanked the speaker for expressing his view.
BOARD ITEMS
Monthly Safety Report (Agenda no. B–2) (Information only)
President Cauce provided an update on the campus shooting that occurred on January 20. The shooter was female. The UWPD investigated thoroughly. Immediately, and during the investigation, the suspect was barred from campus for bringing a gun onto campus. The UWPD has officially concluded its investigation and recommended a felony assault charge against the shooter to the Prosecutor, who will decide what charges to file. The President will keep the Board informed as new information becomes available.
See Attachment B–2.
Governmental Affairs Advisory Committee Update (Agenda no. B–3) (Information only)
Regent Simon, Chair of the Governmental Affairs Advisory Committee, acknowledged the efforts of the UW’s “stellar” Government Relations team. He also thanked UW Impact and UW student leaders for their work in Olympia. He provided an overview of the current legislative session. Regents attended Husky Day in Olympia on Monday, March 20, and met with legislators to talk about issues germane to the UW and advocate for the State Need Grant. The UW has made impact with productive meetings in Olympia. He noted the President is well-liked by legislators and this makes a big difference. During Husky Day, UW Regents attended sixteen meetings with legislators, including top leadership. The Promise Coalition is actively advocating for funding for the State Need Grant. They are using social media to interest and involve the public.
Joe Dacca, Director of State Relations, echoed Regent Simon’s remarks and thanked the Regents for engaging in Olympia on multiple occasions. He said the UW is fortunate to have a strong campus presence in Olympia by the Regents and President Cauce, as well BOARD OF REGENTS 3 April 13, 2017 as faculty and administrators, and support from UW Impact. The regular legislative session ends on Sunday April 23.
Becka Johnson Poppe, Senior Legislative Analyst in the Office of Planning & Budgeting (OPB), reported this session the OPB has responded to over 100 fiscal note requests and tracked and analyzed over 400 bills that could impact the UW. She provided a comparison between the Senate and House operating and capital budget proposals.
Mr. Dacca talked about the “conference budget” letter President Cauce sent to legislative leaders outlining the University’s priorities. Given what the University requested and what is provided for in each draft budget, the letter summarizes what the University hopes to see in the final budget. He feels the UW is well-positioned, and he will continue to communicate with members of the legislature and their staff to keep them aware of the UW’s priorities.
See Attachment B–3.
Quarterly Compliance Report – Civil Rights/Employment (Agenda no. B–4) (Information only)
Elizabeth Cherry, Associate Vice Provost for Compliance and Risk Services, introduced the report on two mitigation projects selected as part of the civil rights and employment compliance assessment.
Jill Lee, Executive Director of Compliance Services, talked about revision and implementation of the Student Conduct Code. The primary goal was to create a fair and equitable process for all students that provides for thorough and timely fact-finding and review. The update to the Code will be followed by implementation which will require continued engagement of leadership and faculty governance and coordination of process partners including the Student Life offices on all three campuses, Compliance Services, and faculty and student review panels.
Erin Rice, Assistant Vice President in Human Resources Operations, described the work of the Disability Services Governance Task Force. Federal and state laws place an affirmative obligation on the institution for disability accommodation, including for faculty, staff, students, patients, and members of the public, locally and internationally. The mitigation plan will be a comprehensive approach formulated by a task force which plans to research peer best practices; look at all of the UW’s existing disability-related boards, committees, and service-provider offices; and recommend a structure for service delivery that is comprehensive, efficient, and can effectively prioritize strategic institution-wide priorities.
See Attachment B–4.
Diversity, Equity, and Inclusion Advisory Committee Update (Agenda no. B–5) (Information only)
BOARD OF REGENTS 4 April 13, 2017 In her role as Chair of the Diversity, Equity, and Inclusion Advisory Committee (DEI), Regent Harrell provided an update on the Committee’s activities.
The Committee held a lively and productive meeting on Friday, March 31. This ten- member advisory committee was formed in May 2015 to advise the Board and the President on matters relating to diversity, equity, and inclusion for faculty, students, staff, and in procurement and contracting.
Along with Regent Harrell three other Regents serve on the Committee: Riojas, Jaech, and Rice. President Cauce serves ex officio. Aretha Basu from UW Bothell is the student member; William Covington from School of Law is the faculty member; Colleen Fukui- Sketchley represents the UW Foundation Board, and there are two community members – Mari Clack and Norma Zavala.
The focus of the first few meetings has been learning about University activities in the areas of diversity, equity and, inclusion. The Committee reviewed the Race and Equity Initiative and took a deep dive into the Diversity Blueprint. It also spent time learning about the Business Diversity Program, and the ongoing development of the Business Equity Scorecard.
Regent Harrell provided highlights from the last meeting:
1) Chief Vinson described the newly-forming Presidential Advisory Committee on Policing; 2) Colleen Fukui-Sketchley reported on UW Foundation Board’s efforts toward diversity in its membership and donor base; 3) Michael Verchot, Director of the Consulting and Business Development Center in the Foster School of Business, brought members of the Supplier Diversity Student Club to present.
Going forward, the Committee will focus on the right metrics. The Committee meets again in May and expects to develop a “dashboard” to measure and display progress toward and attainment of its goals.
Regent Rice asked Regent Harrell to comment on her recent trip to Alabama with Congressman John Lewis. Regent Harrell reported she recently traveled to Alabama on a “pilgrimage” with the Faith and Politics Institute and visited iconic sites of the Civil Rights Movement in Birmingham, Selma, and Montgomery. The focus of this year’s trip was on the women of the Civil Rights Movement, some of whom shared their stories. Regent Harrell said she gained an awareness of the power of an individual to make a difference for good or bad. She said she feels the Board of Regents is a collective for doing good, and it is on the right path.
See Attachment B–5.
REPORT OF THE CHAIR OF THE BOARD OF REGENTS: Regent Shanahan
BOARD OF REGENTS 5 April 13, 2017 Regent Shanahan invited Regent Wright-Pettibone to report on a recent trip to Washington, D.C. with the Student Advocates for Graduate Education (SAGE).
Regent Wright-Pettibone thanked the Board for sponsoring his travel, and said it is important to foster the relationship between the student Regent and the members of GPSS. SAGE provided an opportunity for the student Regent to get to know GPSS officers and “see them in action.” He praised the leadership of Ms. Kim, and said UW’s GPSS stands out, compared with graduate student leaders at other institutions, for its precision, professionalism, and the level to which its leaders understand the values important to students. As an example, UW GPSS convinced others to add issues related to student debt to the shared agenda. Other priority issues discussed by SAGE were sexual assault prevention, immigration, and federal funding for research. Regent Wright- Pettibone praised the work of the UW’s Office of Federal Relations and said Director Sarah Castro is a “rock star.”
Regent Shanahan remarked that individually and collectively the Board can affect change with a focus on progress and actions rather than on debating policy. He recognized the leadership of committee chairs for the material presented at the day’s meetings. Discussions focused on progress on all subjects. He commented on both the Community College Initiative and the Population Health Initiative’s progress toward goals. He recognized Regent Jaech’s efforts to push transparency around the financials of the University. He thanked Dr. Scott for his work building a fiscal team focused on the right items. He said the Board would continue to make progress through its working relationships and by working together.
REPORT OF THE UNIVERSITY PRESIDENT: President Cauce
President Cauce congratulated Regent Shanahan for his nomination to serve as Deputy Secretary of Defense and led a round of applause for him. She praised his sense of service.
The President congratulated UW Tacoma alumna Sophie Nop for receiving a Fulbright award to work in Cambodia where she will study how mobile apps increase digital literacy in rural areas and how Cambodian youth interact with technology.
President Cauce thanked Regents for attending the hugely successful Husky 100 celebration and the Parents and Family weekend. She said it was fun to see parents on campus and the events demonstrated the good work of the Husky Experience. She recognized Provost Baldasty for creating the Husky 100, now in its second year. During the Parents and Family weekend, President Cauce addressed the Class of 1967, who gathered for their 50th class reunion. She observed that the Class of 1967 graduated during a period of change similar to today. The Class of 1967 raised funds toward a class gift of scholarships for veterans.
Recently in Washington, D.C., President Cauce met with senators and congressional delegation members from Washington State, and said they are “absolutely terrific,” and understand the value of the University and the research it conducts. The UW has an appealing story to tell about the value of the research to national defense and job creation. BOARD OF REGENTS 6 April 13, 2017
The President said she feels student anxiety is at a different level and that faculty anxiety is high, but in a different way. There is concern related to possible cuts to research funding.
President Cauce reported she is teaching a freshman seminar class on leadership this quarter. She also reported that searches are underway for University leadership, and the future looks bright.
CONSENT AGENDA
Regent Shanahan noted there were four items for approval on the Consent Agenda, and called for a motion.
MOTION: Upon the recommendation of the Chair of the Board and the motion made by Regent Simon, seconded by Regent Rice, the Board voted to approve the four items on the Consent Agenda as shown below:
Minutes for the meeting of March 9, 2017
Approval of an Honorary Degree to Johnnetta Betsch Cole (Agenda no. A–2)
It was the recommendation of the administration and the Academic and Student Affairs Committee that the Board of Regents approve the granting of an Honorary Doctor of Humane Letters degree to Johnnetta Betsch Cole, scholar, educator and humanitarian.
See Attachment A–2.
Approval of an Honorary Degree to William W. Philip (Agenda no. A–3)
It was the recommendation of the administration and the Academic and Student Affairs Committee that the Board of Regents approve the granting of an Honorary Doctor of Humane Letters degree to William W. Philip, Tacoma civic leader, philanthropist and visionary founding supporter of the University of Washington Tacoma.
See Attachment A–3.
Research Vessel Thomas G. Thompson – Approve Increase in Contract Value (Agenda no. F–1)
The administration and the Finance and Asset Management Committee recommended that the Board of Regents increase the delegated authority to the President or her designee to administer the previously awarded contract to Vigor Marine LLC, from $35M (plus applicable tax) to $42M (plus applicable tax) to complete the mid-life refit of the Research Vessel Thomas G. Thompson (R/V Thompson).
See Attachment F–1.
BOARD OF REGENTS 7 April 13, 2017 STANDING COMMITTEES
ACADEMIC AND STUDENT AFFAIRS COMMITTEE: Regent Rice, Chair
At the request of Regent Rice, Provost Baldasty commented that the faculty appointments include some “splendid new people.”
Academic and Administrative Appointments (Agenda no. A–1)
MOTION: Upon the recommendation of the administration and the motion made by Regent Rice, the Board voted to approve the personnel appointments. Regent Wright-Pettibone abstained from the vote.
See Attachment A–1.
The following items were presented for information during the Academic and Student Affairs Committee meeting.
Population Health Initiative (Agenda no. A–4)
See Attachment A–4.
Community College Engagement Initiative Update (Agenda no. A–5)
See Attachment A–5.
FINANCE AND ASSET MANAGEMENT COMMITTEE: Regent Jaech, Chair
The following items were presented for information during the Finance and Asset Management Committee meeting.
Treasurer of the Board Report (Agenda no. F–2) (Information only)
See Attachment F–2.
Capital and Debt Report (Agenda no. F–3) (Information only)
See Attachment F–3.
Debt Management Annual Report (Agenda no. F–4) (Information only)
See Attachment F–4.
Deferred Maintenance Update (Agenda no. F–5) (Information only)
See Attachment F–5.
BOARD OF REGENTS 8 April 13, 2017 Intercollegiate Athletics Annual Financial Review and Updated Semi-Annual Borrower Report (Agenda no. F–6) (Information only)
See Attachment F–6.
Annual Report Benchmarking University Advancement Performance (Agenda no. F–7) (Information only)
See Attachment F–7.
REPORTS TO THE BOARD OF REGENTS
Faculty Senate Chair: Professor Zoe Barsness
Dr. Barsness commented the process to update the Student Conduct Code has been a productive and fruitful collaboration between administration, students, and faculty. This collaboration enhanced the quality of the Code, which is under consideration for approval with the goal of implementation in the fall of 2017.
The Senate continues to make progress on lecturer issues. It has created guidelines and is assuring practices are adopted and disseminated. There is Senate legislation in process to clarify the role of scholarship for those faculty members holding instructional titles. Work is underway to clarify the roles and responsibilities of faculty holding different ranks in the lecturer progression. The Senate is working with elected faculty councils in each school/college to disseminate the guidelines.
Senate leadership, in partnership with Provost Baldasty, the Board of Deans and Chancellors, and the chairs of the elected faculty councils, is working on supporting a more robust dialogue about compensation strategy, work load, and human capital planning, and recognizing the importance and impact of compensation to sustain excellence.
Professor Barsness said winter quarter felt “responsive.” The faculty expressed a need to be more proactive and positive about their work and institutional role. Senate leaders are drafting a letter to reaffirm shared faculty values. They are expressing their commitment to access and excellence, their understanding of the role of diversity and inclusion, the importance of critical thinking and inquiry, and their commitment to academic freedom. This letter is expected to launch additional work broadening the notion of the role of the public university going forward.
ASUW President: Ms. Daniele Menez
Ms. Menez updated the Regents on two student-supported bills that have passed in the legislature. The first is a House bill that reauthorizes a working group tasked with determining solutions to the unique challenges faced by students with disabilities transferring from community colleges to UW. Also passed was a Senate bill that includes campus victim advocates in confidentiality exemptions with the goal to make students BOARD OF REGENTS 9 April 13, 2017 feel safer when reporting assaults. ASUW is also focusing its advocacy efforts on funding for the State Need Grant and on tuition affordability.
As part of Sexual Assault Awareness month in April, ASUW is participating in the “It’s On Us” campaign, which is a national campaign to raise awareness and prevent sexual assault. Events and conversations are going on throughout the month involving students, administrators, faculty, and staff.
Ms. Menez said the Husky Pride Fund, an ASUW scholarship originally intended to fund study abroad, has been transitioned to support students at risk of, or currently experiencing, homelessness.
The ASUW election process begins soon. Ms. Menez is serving as Chair of the student regent search committee and the process is underway.
GPSS President: Ms. Elloise Kim
Ms. Kim was not present.
ASUW Tacoma President: Mr. Berkan Koroglu
Mr. Koroglu was not present.
ASUW Bothell President: Ms. Tanya Kumar
Ms. Kumar was not present.
Alumni Association President: Mr. Clyde Walker
Mr. Walker reminded the Regents the Alumni Association engages and mobilizes alumni and supporters in service to the University.
The annual UWAA Report to Members highlights the numerous programs and services of the UWAA, including about 325 events annually, bringing people together to best serve the University. The advocacy programing includes Husky Caucus Day in Olympia, held on March 22. The efforts of the day were focused on the thirty-one currently serving legislators who are UW alumni. Legislators noted the improvement by the UW in messaging and consistency, and said they depend on advocates to provide them with facts and information they need to make good decisions.
Mr. Walker talked about alumni engagement with students. UWAA facilitated two Career Treks over spring break, one to the Bay Area and one to Washington, D.C. This program connects students and alumni from different geographical areas, provides a means for them to get together, network, talk about career opportunities, and build long- lasting relationships. UWAA is looking at how to bring this popular program to scale.
BOARD OF REGENTS 10 April 13, 2017 Locally, the Huskies@ Work job shadowing program pairs alumni with students to explore careers and build networks and relationships. More than 300 students have participated.
Recently, UWAA hosted a Walla Walla Wine Weekend. It was attended by 130 UW alumni and friends who visited wineries owned or operated by UW alumni.
Recently UWAA organized the class of 1967’s fiftieth year reunion dinner.
UWAA continues to offer a full roster of public lectures. Recently Misty Copeland lectured as part of the Equity & Difference series. Mr. Walker reported on another recent lecture by Dr. Peggy McIntosh, founder of the Wellesley College Center of Women, who researches and lectures on white privilege, work she began twenty-eight years ago as the author of the “List of 50.” The Equity & Difference lecture series continues in the spring.
Mr. Walker said the end of the school year is when the UWAA looks forward to welcoming a new Husky class into the alumni family with a variety of events, celebrations, and activities around Commencement.
Provost Baldasty thanked the Alumni Association for giving first-year memberships to the new cohort of Husky 100 students.
DATE FOR NEXT MEETINGS
The next regular meetings of the Board of Regents will be held on Wednesday, May 10, and on Thursday, May 11, 2017, on campus.
EXECUTIVE SESSIONS
Regent Shanahan announced the Regents would hold two Executive Sessions. The first Executive Session would be to discuss with legal counsel litigation or potential litigation as defined in RCW 42.30.110.
Returning to open session, Regent Shanahan announced the Regents would hold an Executive Session to review the performance of public employees.
ADJOURNMENT
Returning to open session, Regent Shanahan adjourned the regular meeting at 2:45p.m.
______Joan Goldblatt Secretary of the Board of Regents
Approved at the meeting of the Board on May 11, 2017. A–1 STANDING COMMITTEES
Academic and Student Affairs Committee
Academic and Administrative Appointments
RECOMMENDED ACTION
It is the recommendation of the administration and the Academic and Student Affairs Committee that the Board of Regents approve the appointments to the University faculty and administration as presented on the attached list.
Attachment Academic and Administrative Appointments
A–1/204-17 4/13/17
ADMINISTRATIVE APPOINTMENTS
School of Dentistry Department of Periodontics Roberts, Frank Alan Acting Chair, Periodontics, effective 3/16/2017 Continuing Appointments: Associate Professor, Periodontics Adjunct Associate Professor, Oral Health Sciences Degrees: PhD, 1996, University of Alabama DDS, 1990, University of Tennessee BS, 1986, Davidson College
School of Medicine Department of Laboratory Medicine Baird, Geoffrey S. Acting Chair, Laboratory Medicine, effective 3/1/2017 Continuing Appointments: Associate Professor without Tenure, Laboratory Medicine Adjunct Associate Professor, Pathology Degrees: MD, 2003, University of California (San Diego) PhD, 2001, University of California (San Diego) BS, 1995, Stanford University
Department of Surgery Wood, Douglas Earl Chair, Surgery, effective 2/1/2017 Continuing Appointments: Professor without Tenure, Surgery Acting Chair, Surgery Degrees: MD, 1983, Harvard University AB, 1979, Harvard University
A–1.1/204-17 ATTACHMENT Page 1 of 7 4/13/17 Department of Medicine Potyk, Darryl Keith Associate Dean, School of Medicine, effective 2/16/2017 Continuing Appointment: Clinical Professor, Salaried, Medicine Degrees: MD, 1986, University of Southern California BS, 1982, University of California (Los Angeles)
University of Washington, Tacoma Education Program, Tacoma Endo, Rachel Kazumi Dean, Education, Tacoma, effective 7/1/2017 Degrees: PhD, 2009, University of Illinois at Urbana-Champaign MA, 2005, University of Nebraska at Omaha MPA, 2004, University of Nebraska at Omaha BS, 2003, University of Nebraska at Omaha
ENDOWED APPOINTMENTS
School of Medicine Department of Medicine Reisman, Mark David and Nancy Auth Endowed Chair in Cardiovascular Innovation, effective 4/1/2017 Continuing Appointment: Clinical Professor, Salaried, Medicine Degrees: MD, 1985, New York University BS, 1980, State University of New York (Stony Brook)
Department of Pathology Keene, Christopher Dirk Nancy And Buster Alvord Endowed Chair In Neuropathology, effective 4/1/2017 Continuing Appointments: Associate Professor without Tenure, Pathology Adjunct Associate Professor, Neurological Surgery Adjunct Associate Professor, Ophthalmology Degrees: MD, 2005, University of Minnesota PhD, 2003, University of Minnesota BS, 1995, University of Nevada
A–1.1/204-17 Page 2 of 7 4/13/17
Department of Surgery Wood, Douglas Earl Henry N. Harkins Endowed Chair In Surgery, effective 2/1/2017 Continuing Appointments: Professor without Tenure, Surgery Acting Chair, Surgery Chair, Surgery Degrees: MD, 1983, Harvard University AB, 1979, Harvard University
NEW APPOINTMENTS
ROTC Department of Naval Science Kirby, Dean Robert Jr. Assistant Professor without Tenure, Naval Science, effective 4/14/2017 Degree: BS, 2012, Old Dominion University
College of Arts and Sciences Department of Chemistry Dunning, Thomas Harold Jr. Research Professor, Chemistry, effective 2/1/2017 Prior UW Appointment: Affiliate Professor, Chemistry Degrees: PhD, 1970, California Institute of Technology BS, 1965, University of Missouri (Rolla)
College of Engineering Department of Chemical Engineering Mitra, Kishalay Visiting Associate Professor, Chemical Engineering, effective 5/1/2017 Degrees: PhD, 2009, Indian Institute of Technology (India) Mtech, 1997, Indian Institute of Technology Kanpur Bachelor in Engineering, 1995, National Institute of Technology, Durgapur
A–1.1/204-17 Page 3 of 7 4/13/17 Ramadesigan, Venkatasailanathan Visiting Assistant Professor, Chemical Engineering, effective 5/1/2017 Degrees: PhD, 2013, Washington University MS, 2008, University of South Carolina BTech, 2005, Anna University (India)
Department of Computer Science and Engineering Srinivasa, Siddhartha Sriprasanna Associate Professor, Computer Science and Engineering, effective 7/1/2017 Degrees: PhD, 2005, Carnegie Mellon University MS, 2001, Carnegie Mellon University BTech, 1999, Indian Institute of Technology Madras
Information School Schildkraut, Laura Beth Lecturer, Full-time, Information School, effective 3/16/2017 Prior UW Appointment: Lecturer Full-Time, Information School Degrees: MBA, 1988, New York University BS, 1982, State University of New York (Albany)
School of Medicine Department of Anesthesiology and Pain Medicine Ross, Faith Elizabeth Jordan Assistant Professor without Tenure, Anesthesiology and Pain Medicine, effective 4/1/2017 Prior UW Appointment: Acting Instructor, Anesthesiology and Pain Medicine Degrees: MD, 2010, University of Connecticut MS, 2005, Yale University BS, 2004, University of Oklahoma
Department of Family Medicine Al Achkar, Morhaf Assistant Professor without Tenure, Family Medicine, effective 4/24/2017 Degrees: MS, 2015, Indiana University-Purdue University-Indianapolis MD, 2006, University of Aleppo
A–1.1/204-17 Page 4 of 7 4/13/17 Department of Global Health Afshin, Ashkan Assistant Professor without Tenure, Global Health, effective 4/1/2017 Prior UW Appointment: Acting Assistant Professor, temporary, Global Health Degrees: Doctor Of Science, 2014, Harvard School of Public Health MSC, 2014, Harvard School of Public Health MPH, 2010, Johns Hopkins University MD, 2005, Tehran University (Iran)
Kyu, Hmwe Hmwe Assistant Professor without Tenure, Global Health, effective 4/1/2017 Prior UW Appointment: Acting Assistant Professor, temporary, Global Health Degrees: PhD, 2013, Mcmaster University (Canada) MPH, 2004, Chulalongkorn University (Thailand) Bachelor of Medicine, Bachelor of Surgery (MB BS), 2002, Institute of Medicine 1 (Myanmar)
Department of Medicine Yung, Rachel L. Assistant Professor without Tenure, Medicine, effective 3/1/2017 Degrees: MD, 2006, Harvard University BS, 2000, University of Nebraska-Lincoln
Department of Neurology Tully, Hannah More Assistant Professor without Tenure, Neurology, effective 4/1/2017 Prior UW Appointment: Acting Assistant Professor, temporary, Neurology Degrees: MSC, 2015, University of Washington-Seattle Campus MD, 2006, Duke University MFA, 1998, School of Visual Arts BA, 1989, Bennington College
Department of Orthopaedics and Sports Medicine Saper, Michael Garrett Assistant Professor without Tenure, Orthopaedics and Sports Medicine, effective 3/1/2017 Degrees: Doctor of Osteopathic Medicine, 2010, Kirksville College of Osteopathic Med BA, 2004, University of California-Berkeley
A–1.1/204-17 Page 5 of 7 4/13/17 Department of Pathology Chhieng, Cheung Faivon Professor without Tenure, Pathology, effective 4/1/2017 Degrees: MEng, 2012, University of New Haven MS, 2006, The University of Alabama MBA, 2003, The University of Alabama Bachelor of Medicine, Bachelor of Surgery (MB BS), 1987, Chinese University of Hong Kong
Department of Pediatrics Metz, James Benson Assistant Professor without Tenure, Pediatrics, effective 3/1/2017 Degrees: MD, 2006, University of Vermont MPH, 2002, George Washington University BA, 1994, Hamilton College
Department of Radiation Oncology Geneser, Sarah Elizabeth Assistant Professor without Tenure, Radiation Oncology, effective 4/1/2017 Degrees: PhD, 2008, University of Utah MA, 2002, University of Utah BA, 2001, Rice University
Department of Rehabilitation Medicine Kapp, Susan Leonore Lecturer, Full-time, Rehabilitation Medicine, effective 3/13/2017 Degrees: MED, 2005, The University of Texas at Brownsville BS, 1979, Texas A & M University
Daniel J. Evans School of Public Policy and Governance Jurcevic, Ines Assistant Professor, Evans School of Public Policy and Governance, effective 9/1/2017 Degrees: PhD, 2016, University of California-Los Angeles MA, 2011, University of California-Los Angeles BS, 2010, University of Washington-Seattle Campus
A–1.1/204-17 Page 6 of 7 4/13/17 Martin, Karin Danielle Assistant Professor, Evans School of Public Policy and Governance, effective 7/16/2017 Degrees: PhD, 2012, University of California-Berkeley MA, 2009, University of California-Berkeley MPP, 2006, University of California-Berkeley AB, 1995, Stanford University
School of Public Health Department of Global Health Afshin, Ashkan Assistant Professor without Tenure, Global Health, effective 4/1/2017 Prior UW Appointment: Acting Assistant Professor, temporary, Global Health Degrees: Doctor Of Science, 2014, Harvard School of Public Health MSC, 2014, Harvard School of Public Health MPH, 2010, Johns Hopkins University MD, 2005, Tehran University (Iran)
Kyu, Hmwe Hmwe Assistant Professor without Tenure, Global Health, effective 4/1/2017 Prior UW Appointment: Acting Assistant Professor, temporary, Global Health Degrees: PhD, 2013, Mcmaster University (Canada) MPH, 2004, Chulalongkorn University (Thailand) Bachelor of Medicine, Bachelor of Surgery (MB BS), 2002, Institute of Medicine 1 (Myanmar)
University of Washington, Tacoma Education Program, Tacoma Endo, Rachel Kazumi Professor, Education, Tacoma, effective 7/1/2017 Degrees: PhD, 2009, University of Illinois at Urbana-Champaign MA, 2005, University of Nebraska at Omaha MPA, 2004, University of Nebraska at Omaha BS, 2003, University of Nebraska at Omaha
A–1.1/204-17 Page 7 of 7 4/13/17 A–2 STANDING COMMITTEES
Academic and Student Affairs Committee
Approval of an Honorary Degree to Johnnetta Betsch Cole
RECOMMENDED ACTION
It is the recommendation of the administration and the Academic and Student Affairs Committee that the Board of Regents approve the granting of an Honorary Doctor of Humane Letters degree to Johnnetta Betsch Cole, scholar, educator and humanitarian.
BACKGROUND
RCW 28B.20.130(6) grants to the Board of Regents, upon recommendation of the faculty, the authority to confer honorary degrees upon persons other than graduates “in recognition of their learning or devotion to literature, arts, or sciences.” The faculty Special Committee on Honorary Degrees is responsible for recommending candidates for honorary degrees. On March 15, 2017, the Committee recommended to President Cauce that Dr. Cole be awarded an Honorary Doctor of Humane Letters degree at the University of Washington June commencement ceremony, where she will be the Commencement speaker. President Cauce concurs with the recommendation and brings it to the Board of Regents on behalf of the faculty.
Dr. Cole is the former president of Spelman College and Bennett College, and recently retired director of the National Museum of African Art. She became well known on the national stage in 1987, when she became the first African American woman to serve as president at Spelman, a historically black women’s college. Under her leadership, Spelman was named the top liberal arts college in the South. Her national profile continued to rise in 2009, when she was named director of the National Museum of African Art. She also serves on the Scholarly Advisory Committee of the Smithsonian's National Museum of Africa American History and Culture, which President Barack Obama formally opened in September 2016.
As a college president, university professor and through her published works, speeches, community service and consultations with corporations and not-for- profit organizations, Dr. Cole has addressed racial, gender, and all other forms of inequality.
A–2/204-17 4/13/17 STANDING COMMITTEES
Academic and Student Affairs Committee
Approval of an Honorary Degree to Johnnetta Betsch Cole (continued p. 2)
Born in Jacksonville, Florida, in 1936, she enrolled at Fisk University at the age of 15 before transferring to Oberlin College, where she completed a bachelor's degree in sociology. She conducted research in Liberia in the early 1960s and earned a Ph.D. in anthropology at Northwestern University in 1967. Dr. Cole taught at UCLA, Washington State University, University of Massachusetts Amherst, Hunter College and Emory University. She retired from Emory where she held the position of Presidential Distinguished Professor of Anthropology, Women's Studies and African American Studies. She is a fellow of the American Academy of Arts and Sciences and the American Anthropological Association.
Dr. Cole actively participated over the years on numerous community and civic boards and organizations, including The Carter Center of Emory University, the Atlanta Rotary Club and The United Way of Metro Atlanta. She has been a trustee of the Rockefeller Foundation and Gallaudet University. She also served as a member of Delta Sigma Theta Sorority, The Link Inc., and the National Council of Negro Women.
In honor of her broad civic involvement in various worthwhile causes, Cole has received 64 honorary degrees and numerous awards, including the TransAfrica Forum Global Public Service Award; the Radcliffe Medal; the Eleanor Roosevelt Val-Kill Medal; the Alexis de Tocqueville Award for Community Services from United Way of America; the Joseph Prize for Human Rights presented by the Anti-Defamation League; the Straight for Equality Award from Families and Friends of Gays and Lesbians (PFLAG); and the Alston-Jones International Civil and Human Rights award. In 2010, Ebony magazine listed her among the 100 most influential African Americans, and Washington Magazine listed her among Washington, D.C.'s most powerful women in 2011.
For her groundbreaking career and service as a teacher, scholar, and university president, and for her leadership of one of the nation’s landmark national art museums, it would be an honor to confer upon Johnnetta Betsch Cole an Honorary Doctor of Humane Letters degree at the June commencement ceremony.
A–2/204-17 4/13/17 A–3 STANDING COMMITTEES
Academic and Student Affairs Committee
Approval of an Honorary Degree to William W. Philip
RECOMMENDED ACTION
It is the recommendation of the administration and the Academic and Student Affairs Committee that the Board of Regents approve the granting of an Honorary Doctor of Humane Letters degree to William W. Philip, Tacoma civic leader, philanthropist and visionary founding supporter of the University of Washington Tacoma.
BACKGROUND
RCW 28B.20.130(6) grants to the Board of Regents, upon recommendation of the faculty, the authority to confer honorary degrees upon persons other than graduates “in recognition of their learning or devotion to literature, arts, or sciences.” The faculty Special Committee on Honorary Degrees is responsible for recommending candidates for honorary degrees. On March 15, 2017, the Special Committee recommended to President Cauce that Mr. Philip be awarded an Honorary Doctor of Humane Letters degree at the University of Washington Tacoma June commencement ceremony. President Cauce and Chancellor Pagano concur with the recommendation and bring it to the Board of Regents on behalf of the faculty.
Mr. Philip, who recently turned 90, has humbly and quietly commanded the respect of every UW Tacoma chancellor and of the leading citizens of Washington for many years. Widely regarded as a founding father - even the founding father - of the University of Washington Tacoma, Bill Philip attended the University of Washington, became a successful banking executive and in the 1980s was among a small group of civic leaders who spearheaded the effort to persuade the Legislature and the UW to establish a new campus in Tacoma.
He has been UW Tacoma's foremost friend and advocate for more than a quarter century. He has been a generous donor to higher education, the arts and healthcare, as well as a civic leader who has made profound and enduring contributions to the well-being of the region, the state and the world. Over his long and distinguished career, Mr. Philip has exerted an influence for good in many arenas, not just higher education and not just public education. He has been a longtime board leader in healthcare and the arts and also served many years as an elected water commissioner.
A–3/204-17 4/13/17 STANDING COMMITTEES
Academic and Student Affairs Committee
Approval of an Honorary Degree to William W. Philip (continued p. 2)
Mr. Philip shared his vision of a great new UW campus for Tacoma with newspaper editors, bank boards, business associates, elected officials, University of Washington regents and philanthropists. His persistence was essential to swaying the minds of political and institutional decision-makers, as well as donors. In 1989, founding legislation established UW Tacoma, and the new university opened in 1990, using leased space for classrooms and faculty offices. His own modest contribution constituted the first gift ever given to UW Tacoma . After the first classes began, and even more intensely after the permanent campus opened in 1997, Mr. Philip continued to advocate for public, corporate and philanthropic investment in UW Tacoma. Many followed his lead and made generous commitments to public higher education.
Mr. Philip's effectiveness at recruiting and motivating others to support the University has been remarkable. He chaired the UW Tacoma Advisory Board for two terms and during that period succeeded in attracting higher and higher levels of philanthropic leadership to the board. In recognition of Mr. Philip's enduring contributions to the well-being of the region and, especially, of his role in founding the University of Washington Tacoma, when Jim Milgard, the former executive vice president of Milgard Manufacturing and now a UW Presidential Laureate, made a generous pledge toward a new campus assembly hall at UW Tacoma, he asked the University to name the building for Bill Philip. Bill and his wife Dorothy also contributed to the building, named William W. Philip Hall, which now serves as a center for campus and community activities, including lectures, debates and forums on matters of public importance.
Bill Philip reimagined the future of Tacoma and the University of Washington. He has exercised humane leadership over his entire adult life to foster a thriving economy, create educational opportunity and inspire others to philanthropy in support of education, the arts and healthcare. He has been an engaged citizen par excellence. His commitment to the University of Washington Tacoma and to the ideal of accessible, excellent higher education is deeply deserving of this recognition.
A–3/204-17 4/13/17 A–4 STANDING COMMITTEES
Academic and Student Affairs Committee
Population Health Initiative
INFORMATION
For information only.
BACKGROUND
Nearly a year ago, President Ana Mari Cauce launched the Population Health Initiative by inviting the University community and partners to join in developing a 25-year vision to advance the health and well-being of people around the world by leveraging capabilities and opportunities at the UW and beyond.
This presentation is intended to share the progress that has been made by the initiative since its November 10, 2016 update to the Board of Regents. This progress includes completion of an initial population health landscape assessment; completion of the initiative’s visioning process; project identification, vetting, and prioritization; and ongoing partnering and collaborating conversations.
ADDITIONAL INFORMATION
www.uw.edu/populationhealth
Attachments 1. Population Health Initiative (PowerPoint Presentation) 2. Presenters’ Biographical Information
A–4/204-17 4/13/17 Population Health Initiative
Page 1 of 13 A–4.1/204-17 ATTACHMENT 1 4/13/17 Presentation Outline
Background Initiative progress
Page 2 of 13 A–4.1/204-17 4/13/17 www.uw.edu/populationhealth How does the UW see population health?
> A broad concept encompassing: – Not just the elimination of diseases and injuries, but also – Intersecting and overlapping factors that influence health > Influencing factors revolve around three pillars:
Environmental Social and Human health resilience economic equity
Page 3 of 13 A–4.1/204-17 4/13/17 Role of the population health facility
> Intended to support the overall work of the initiative > A major early step, but is not the only step, nor the last step > Goals for building – Home for the Department of Global Health, IHME, and portions of the School of Public Health – Convening space for students, faculty, and trainees to exchange ideas, develop projects, and prepare for careers that will advance population health – Magnet for faculty, students, and staff to work with industry, visionaries, civic leaders, and entrepreneurs
Page 4 of 13 A–4.1/204-17 4/13/17 Presentation Outline
Background Initiative progress
Page 5 of 13 A–4.1/204-17 4/13/17 www.uw.edu/populationhealth Completed initial outreach and landscape assessment
> Learned about existing strengths, resources, and expertise from every dean, chancellor, and many chairs > Developed a searchable population health resource directory of faculty expertise and centers, institutes, and
labs Page 6 of 13 A–4.1/204-17 4/13/17 Completed visioning process
> Our vision: – Create a world where all people can live healthier and more fulfilling lives. > Our mission: – The Population Health Initiative addresses the most persistent and emerging challenges in human health, environmental resilience, and social and economic equity. Through partnerships with local, national, and global communities, we develop, implement, and disseminate transformative knowledge through our research, service, and teaching.
Page 7 of 13 A–4.1/204-17 4/13/17 Started focusing on three major bodies of work
Page 8 of 13 A–4.1/204-17 4/13/17 Began vetting and prioritizing projects in each body of work
> Types of projects being explored include: – Addressing barriers to interdisciplinary collaboration – Developing more experiential education and training opportunities for students, trainees, faculty, and practitioners – Strengthening interdisciplinary connections across schools and students – Strengthening collaborative engagements with community partners in teaching, research, and practice – Addressing key challenges at the nexus of human health, environmental resilience, and social and economic equity
Page 9 of 13 A–4.1/204-17 4/13/17 Launched spring population health course at UW Bothell
Page 10 of 13 A–4.1/204-17 4/13/17 Beginning to be noticed nationally and internationally
Page 11 of 13 A–4.1/204-17 4/13/17 Furthering partnership and collaboration discussions
> Spanning sectors: – Academics – Foundations and Non-governmental organizations – Government – Industry > And spanning geographies: – Local – Regional – National – International
Page 12 of 13 A–4.1/204-17 4/13/17 Questions?
www.uw.edu/populationhealth
Page 13 of 13 A–4.1/204-17 4/13/17 Presenters’ Biographical Information
Ali Mokdad, PhD, Vice Chair of the Population Health Initiative Dr. Mokdad is Director of Middle Eastern Initiatives and Professor of Global Health at the Institute for Health Metrics and Evaluation (IHME) at the University of Washington. In this role, he is building IHME's presence in the region through new research projects, dissemination and uptake of IHME's methods and results, and consultation with regional leaders in population health. He also leads the survey and surveillance activities at IHME with his expertise in survey methodology, health surveys, surveillance, chronic diseases and emergency and response.
Prior to joining IHME, Dr. Mokdad worked at the CDC, starting his career there in 1990. He served in numerous positions with the International Health Program; the Division of Nutrition and Physical Activity; the National Immunization Program; and the National Center for Chronic Diseases Prevention and Promotion, where he was Chief of the Behavioral Surveillance Branch. Dr. Mokdad received his BS in Biostatistics from the American University of Beirut and his PhD in Quantitative Epidemiology from Emory University.
Thaisa Way, PhD, Faculty Senate Liaison for the Population Health Initiative Dr. Way is the faculty senate liaison for the Population Health Initiative, Executive Director of Urban@UW, and an urban landscape historian teaching history, theory, and design at the University of Washington, Seattle. She has published and lectured on feminist histories of design and in particular the role of women as professionals and practitioners. Her current area of research is directed at urban design history.
As Executive Director of Urban@UW, Dr. Way leads efforts that seek to build understanding of cities— from people, buildings, infrastructure, and energy to economics, policy, culture, art, and nature— beyond individual topics to dynamically interdependent systems, so that we can holistically design and steward vibrant and welcoming cities in which future generations will thrive. Dr. Way earned her PhD in the History of Architecture and Urbanism from Cornell University, a Master of Architectural History from the University of Virginia, and a Bachelor of Science, Conservation, and Natural Resources from the University of California, Berkeley.
Derek Fulwiler, MBA, Project Director of the Population Health Initiative Mr. Fulwiler is the Director of Project Strategy and Communications for the Population Health Initiative. He possesses more than a dozen years working in marketing, communications, and operational roles in the healthcare industry. Prior to joining the initiative, he served as Director of Communications and Marketing for the University of Washington’s Institute of Translational Health Sciences, responsible for overseeing the Institute’s marketing, communication, and human resource functions.
Before joining the UW, Mr. Fulwiler worked in several different positions at Qualis Health, a population health management organization located in Seattle. Mr. Fulwiler earned Bachelor’s degrees in Communications and Business Administration from the University of Washington, and also holds an MBA from Seattle University.
ATTACHMENT 2 A–4.2/204-17 Page 1 of 1 4/13/17 A–5 STANDING COMMITTEES
Academic and Student Affairs Committee
Community College Engagement Initiative Update
INFORMATION
For information only.
BACKGROUND
The Community College Engagement Initiative (CCEI) was sponsored by the President and Provost in Autumn 2015 to assess the Washington community college transfer student experience at UW Seattle and make recommendations for future directions. In September 2016, the recommended implementation structure was launched. This update reports on the work of the Undergraduate Admissions Enrollment Task Force, the Transfer Student Engagement Council, and the strategic relationship with State Board for Community and Technical Colleges (SBCTC).
UNDERGRADUATE ENROLLMENT MANAGEMENT TASK FORCE
Throughout the 2016-17 academic year, this faculty council has moved forward on a number of policy and admissions changes. In addition to approving a new admissions process for the College of Engineering (to begin for Autumn 2018), the faculty voted to allow differential admissions processes for students based on area of academic interest and residency status. Future faculty governance work includes developing collaborative solutions to concerns shared by Washington community colleges and the UW.
This work has resulted in the Office of Admissions being able to move up the timeline for transfer student admission for Autumn 2017. Over half of transfer students will be admitted by the end of May, with nearly all the rest in June. By comparison, nearly all transfer student admissions in 2016 were in June and July.
TRANSFER STUDENT ENGAGEMENT COUNCIL
Comprised of staff across the university (including admissions, financial aid, advising, student life, and career services), the Transfer Student Engagement Council investigated the experience of community college transfer students from planning through UW enrollment. Conversations with students and academic and student services staff have resulted in several new adjustments and projects, including departmental sessions during Transfer Advising & Orientation, assigned
A–5/204-17 4/13/17 STANDING COMMITTEES
Academic and Student Affairs Committee
Community College Engagement Initiative Update (continued p. 2)
advisers for pre-major transfer students, designated campus spaces and enhanced peer-to-peer outreach.
Recommendations from TSEC are in three areas: prospective student planning, admissions and orientation, and student engagement and success. Coordinated and streamlined communication with prospective transfer students is key to improved outcomes and several projects are already underway to address this, including a centralized transfer student web portal and coordinated outreach and recruiting. The Council endorses continued work by the faculty to examine Admissions policy and will work with UW-IT and others to streamline online planning tools.
Future work will include cross-campus collaborations to more systematically make the “transfer-friendliness” of the UW more explicit.
SBCTC/WAC CRITICAL ISSUES COMMITTEE
The State Board for Community and Technical College (SBCTC) and the Washington Association of Community College Presidents (WAC) formed a representative committee of six community college presidents and SBCTC leadership to advise UW Seattle faculty and administrators on transfer student outreach, admissions and first-year transition policy and program considerations. This official body, known as an SBCTC Critical Issues Committee, meets bi-monthly and is co-chaired by Gary Oertli, South Seattle College President/WAC President Gary Oertli and Paul Rucker, UW Special Assistant to the President and Provost for Community College Engagement.
Attachments 1. Community College Engagement Initiative (CCEI), 2017 Update to UW Regents 2. Community College Engagement Initiative (CCEI) Implementation Process / Structure 2016-18
A–5/204-17 4/13/17 Community College Engagement Initiative (CCEI)
2017 Update to UW Regents April 13, 2017
A–5.1/204-17 ATTACHMENT 1 Page 1 of 12 4/13/17 CCEI Purpose and Background
> Sponsored by the President and Provost in Autumn 2015 to assess the Washington community college transfer student experience at UW Seattle and make recommendations for future directions > CCEI Year 2 Focus: implementation of key recommendations for transfer student admissions, first-year transition services and UW’s strategic relationship with the State Board for Community and Technical Colleges (SBCTC).
A–5.1/204-17 Page 2 of 12 4/13/17 CCEI 2016-17 Implementation Process/Structure
Integrated Faculty and Administration Governance Process
> Faculty Senate formation of Undergraduate Enrollment Management Task Force > Provost formation of Transfer Student Engagement Council (TSEC) > SBCTC formation of WAC Critical Issues Committee to advise/develop new transfer student policy framework
A–5.1/204-17 Page 3 of 12 4/13/17 Faculty Governance – Current
Undergraduate Enrollment Management Task Force
> Changes to Student Regulations
> Engineering admissions changes
> Incremental admission process changes
A–5.1/204-17 Page 4 of 12 4/13/17 Faculty Governance – Future
Undergraduate Enrollment Management Task Force
> Board of Deans and Chancellors meeting (May)
> Planning for future work (spring quarter)
> Collaborative solutions to concerns shared by WA Colleges and UW; possible examples: – Math requirement for metamajors – Notification dates
A–5.1/204-17 Page 5 of 12 4/13/17 Transfer Admission for Autumn 2017
> Faculty policy changes have resulted in improving the admissions time line for transfer students who have applied for Autumn 2017 admission
> Office of Admissions has communicated with UW and Community College stakeholders
A–5.1/204-17 Page 6 of 12 4/13/17 A–5.1/204-17 Page 7 of 12 4/13/17 Transfer Student Experience
> Transfer Advising and Orientation – University 101 modules specific for transfer students – Academic department involvement in A&O > Assigned Academic Advisers – for all pre-major transfer students > Designated spaces and events for Transfers – Transfer Dawg Daze – Commuter and Transfer Commons (CTC) – Transfer Ambassadors
A–5.1/204-17 Page 8 of 12 4/13/17 Transfer Student Experience
Transfer Student Engagement Council (TSEC) Recommendations
> Prospective Student Planning – Development of a web portal for transfer students – Updating Transfer Thursday > Admissions and Orientation – Aligning time lines and messaging > Transfer Student Engagement and Success – Continued work with departments across campus – Increased peer-to-peer support
A–5.1/204-17 Page 9 of 12 4/13/17 SBCTC and UW Partnership
Joint UW and SBCTC Task Force
> Activation of SBCTC Critical Issues Committee > Advise UW leadership on transfer admissions > Explore and establish successor to historic proportionality agreement > Establish permanent future joint executive communications framework
A–5.1/204-17 Page 10 of 12 4/13/17 CONTACTS
Philip Ballinger Associate Vice Provost for Enrollment and Undergraduate Admissions 206.543.0852 | [email protected]
Michaelann Jundt Associate Dean, Undergraduate Academic Affairs 206.221.1871 | [email protected]
Patricia Kramer Professor/Chair, Anthropology and Chair, Enrollment Mgmt Task Force 206.616.2449 | [email protected]
A–5.1/204-17 Page 11 of 12 4/13/17 CONTACTS
Gary Oertli President, South Seattle College President, Washington Association of Community College Presidents (WAC) 206.934.5393 | [email protected]
Paul Rucker Special Assistant to President/Provost for Community College Engagement Associate Vice President for Alumni and Constituent Relations 206.685.9223 | [email protected]
A–5.1/204-17 Page 12 of 12 4/13/17 COMMUNITY COLLEGE ENGAGEMENT INITIATIVE (CCEI)
IMPLEMENTATION PROCESS / STRUCTURE 2016–18
Achieving the UW’s promise of access and excellence for Washington Community College transfer students requires the commitment and collaboration of faculty, staff and administration as well as close coordination with State Board for Community and Technical College (SBCTC) leadership. This shared governance framework identifies a practical and pragmatic approach to advancing the UW’s commitment to transfer student success while recognizing the UW’s distributed and decentralized responsibility for transfer student admissions, academic planning, advising and first-year transition and retention services.
FACULTY SENATE PRESIDENT AND PROVOST
FACULTY COUNCIL ON FACULTY TASK FORCE ON EXECUTIVE STEERING COMMITTEE ACADEMIC STANDARDS (FCAS) UW SEATTLE ADMISSIONS COMMUNITY COLLEGE PARTNERSHIP
TRANSFER STUDENT ENGAGEMENT COUNCIL
A–5.2/204-17 ATTACHMENT 2 Page 1 of 1 SEPTEMBER 2016 4/13/17 F–1 STANDING COMMITTEES
Finance and Asset Management Committee
Research Vessel Thomas G. Thompson – Approve Increase in Contract Value
RECOMMENDED ACTION
The administration and the Finance and Asset Management Committee recommend that the Board of Regents increase the delegated authority to the President or her designee to administer the previously awarded contract to Vigor Marine LLC, from $35M (plus applicable tax) to $42M (plus applicable tax) to complete the mid-life refit of the Research Vessel Thomas G. Thompson (R/V Thompson).
BACKGROUND
The R/V Thompson is owned by the Office of Naval Research (ONR) and operated under a Charter Party Agreement by the University of Washington’s School of Oceanography. The vessel is essential to supporting deep-water oceanographic research and for taking large integrated science expeditions to sea.
The R/V Thompson was delivered to the ONR in 1991 with an expected 30-year service life. With that in mind, ONR has initiated a program to complete the mid- life refit (overhaul) of the ship. The intent of the program is to ensure that the ship can continue to operate reliably and in compliance with changes in regulatory requirements and extend its service life by 10 to 15 years. It is important to note that, in addition to extending the useful life of the vessel, this effort it also viewed as a baseline for planning, funding and contingencies for similar work on other vessels in the Navy’s fleet.
All funding for the program is provided by the ONR, the National Science Foundation (NSF), and the ship’s Maintenance Operations Stabilization Account (MOSA)—a maintenance account managed by the School of Oceanography as authorized by the NSF and the ONR.
The vessel entered the shipyard to begin the refit in June 2016. The core vessel upgrades and improvements include replacement of much of the propulsion system, renovation and/or upgrades to alarm and monitoring, electrical, ship controls, navigation, firefighting, potable water, ballast and seawater piping, drainage systems, sewage, heating, ventilation and air conditioning, habitability, science, over-the-side winch and internal communications systems.
F–1/204-17 4/13/17 STANDING COMMITTEES
Finance and Asset Management Committee
Research Vessel Thomas G. Thompson – Approve Increase in Contract Value (continued p. 2)
Extensive work has been completed to date. However, as expected with a refit of a ship of this age and use, several issues emerged related to systems and structures during disassembly. Factoring in the unknown conditions, the cost of refitting the ship now totals $42M, with a revised completion date of July 2017.
The ONR, NSF and the UW (for funding from the MOSA) are negotiating the distribution of the additional cost. The UW itself will not provide any funding.
The Director, School of Oceanography, the Executive Vice President of Finance and Administration, and the Office of Naval Research have approved this request.
F–1/204-17 4/13/17 F–2 STANDING COMMITTEES
Finance and Asset Management Committee
Treasurer of the Board Report
This is a monthly update to the board. Relevant information will be provided the day of the meeting.
F–2/204-17 4/13/17 UNIVERSITY OF WASHINGTON Financial Analysis and Forecasting
Board of Regents Finance and Asset Management Committee
April 13, 2017
F–2.1/204-17 ATTACHMENT 4/13/17 FINANCIAL ANALYSIS AND FORECAST OVERVIEW
- Strong interest in financial analysis and modeling - Operational analysis - Debt decisions
- This presentation covers the last decade and forecasts for the next five years
- Forecast numbers are notional/planning quality and will be refined as the methodology evolves
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F–2.1/204-17 4/13/17 HISTORICAL REVENUES BY SOURCE 2006 - 2016
Revenues 2006 % of Total 2016 % of Total 2006 - 2016 CAGR Tuition 11% 19% 10% Patient Services 25% 30% 6% Grants and Contracts 30% 26% 3% State and Capital Appropriations 11% 7% -1% Other 23% 19% 2% Total Revenue 100% 100% 4%
$6,000 2006 – 2013 CAGR = 4.9% 2014 – 2016 CAGR = .7%
$4,953 $4,983 $5,024 Millions $5,000 $4,622 $4,360 Other $3,975 $3,984 $4,000 $3,714 $3,489 State & Capital Appr. $3,309 $3,099 $3,000 Grants & Contracts
$2,000 Patient Services
$1,000
Tuition $- 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
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F–2.1/204-17 4/13/17 HISTORICAL EXPENSES BY USE 2006 - 2016
Expenses 2006 % of Total 2016 % of Total 2006 - 2016 CAGR Salary 50% 46% 5% Benefits 14% 15% 6% Interest Expense 1%1%9% Depreciation 7% 6% 5% Utilities 2% 1% 1% Purchased Services 12% 15% 8% Other 15% 16% 6% Total 100% 100% 6%
$6,000 2006 – 2013 CAGR = 5.2% 2014 – 2016 CAGR = 6.8% Other $5,107 Purchased Services Millions $5,000 $4,747 $4,476 $4,198 Utilities $3,971 $3,825 $4,000 $3,474 $3,544 Depreciation $3,325 $3,119 $2,954 Interest Expense $3,000 Benefits
$2,000
$1,000
Salary $- 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
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F–2.1/204-17 4/13/17 NET OPERATING INCOME
$5,000 $500
$3,500 $350
$2,000 $200
$500 $50 Total Net Operating Income ($M) Operating Income Total Net Total Operating Revenue & Expense ($M) & Expense Total Operating Revenue
$(1,000) $(100) 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Total Operating Revenue Total Operating Expense Total Net Operating Income
Notes: - Total Operating Revenue includes state appropriations, gifts, investment income, and Pell Grant revenue - Total Operating Expense includes interest expense - Investment returns are normalized
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F–2.1/204-17 4/13/17 INDEX VIEW
Since 2012, expense growth has outpaced revenue growth
200
150
100 Index
50
0
-50 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Total Net Operating Income Total Operating Revenue Total Operating Expense
6
F–2.1/204-17 4/13/17 OUTSTANDING DEBT AND DEBT SERVICE PAYMENTS
UW has opportunistically used debt to fund capital, taking advantage of low interest rates and construction costs $3,000
$2,500 Millions
$2,000
$1,500
$1,000
$500
$128 $164 $160 $171 $186 $68 $75 $96 $93 $90 $107 $123 $- 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Debt Service Payments Capital Spending Oustanding Debt
Since 2006, outstanding debt has grown by 11% annually while revenue has grown by 4%.
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F–2.1/204-17 4/13/17 FINANCIAL FORECAST 2017 - 2022
- Enterprise-level model
- Five-year forecast
- Full financial statements - Statements of Net Position - Statements of Revenues, Expenses and Changes in Net Position - Statements of Cash Flows
- Capable of scenario modeling and sensitivity analysis
F–2.1/204-17 4/13/17 MAJOR FORECAST CASES
Drivers Index Case Planning Case Resident UG Tuition rate 0-2% 2.1% Non-resident UG Tuition rate 2.0% 2.1% Resident UG enrollment Bothell 0.0% 0.5% Resident UG enrollment Seattle 0.0% 0.5% Resident UG enrollment Tacoma 3.0% 3.5% Employee raises 3.0% 2.5% Core Professorial FTEs 3.0% 3.0% Core Faculty Instructional FTEs 10.5% 10.5% Academic Administration FTEs 3.0% 3.0% All Staff FTEs 2.5% 2.5% Additional changes after above assumptions N/A N/A
Drivers Alignment Case 1 Alignment Case 2 Optimistic Case Resident UG Tuition rate 2.1% 2.1% 2.1% Non-resident UG Tuition rate 2.1% 2.1% 2.1% Resident UG enrollment Bothell 0.5% 0.5% 0.5% Resident UG enrollment Seattle 0.5% 0.5% 0.5% Resident UG enrollment Tacoma 3.5% 3.5% 3.5% Employee raises 2.5% 2.0% 2.0% Core Professorial FTEs 1.0% 1.0% 1.0% Core Faculty Instructional FTEs 5.0% 5.0% 5.0% Academic Administration FTEs 1.0% 1.0% 1.0% All Staff FTEs 1.0% 1.0% 1.0% Additional changes after above assumptions N/A N/A 2% revenue/(1.8%) expense
Note: Indicates change from prior case 9
F–2.1/204-17 4/13/17 SENSITIVITY ANALYSIS (PLANNING CASE)
Change in Cash Flow ($M)
For each 1% change in: 1-year impact 5-year cumulative impact
Tuition 6.2 101.0 Research 7.0 107.8 Appropriations 3.4 59.7 Workforce 20.1 345.6 Compensation 20.9 358.7
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F–2.1/204-17 4/13/17 CHANGE IN NET POSITION 2017 - 2022
$350
$300 Millions
$250
$200
$150
$100
$50
$-
$(50)
$(100)
$(150) 2017 2018 2019 2020 2021 2022
Index Case Planning Case Alignment Case 1 Alignment Case 2 Optimistic Case
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F–2.1/204-17 4/13/17 CASH FLOW ANALYSIS WITH APPROVED PROJECTS 2017 - 2022
Cash Flow after Debt Service & Capital Expenditures $300
Millions $200
$100
$-
$(100)
$(200)
$(300) 2017 2018 2019 2020 2021 2022
Index Case Planning Case Alignment Case 1 Alignment Case 2 Optimistic Case
Note: Capital expenses include: $35M per year in equipment, $152M in equity for previously approved projects (2017 – 2019)
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F–2.1/204-17 4/13/17 CASH FLOW ANALYSIS WITH ONE CAPITAL PLAN 2017 - 2022
Cash Available after Debt Service & Capital Expenditures Including One Capital Plan $100
Millions $-
$(100)
$(200)
$(300)
$(400)
$(500) 2017 2018 2019 2020 2021 2022
Index Case Planning Case Alignment Case 1 Alignment Case 2 Optimistic Case
Note: Assumes currently authorized debt only.
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F–2.1/204-17 4/13/17 CONCLUSION
- The forecasting process has provided insight and is informing future decisions
- Observations 2006 – 2016 - Actual margins narrowed due to: - Lower Appropriations - Salary and Benefit Costs - Purchased Services - Debt Service - Observations 2017 – 2022 - Projected margins may continue to narrow - Options to increase revenues and decrease expenses must be developed - Debt Capacity Implications - 5-year incremental debt capacity varies significantly by case
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F–2.1/204-17 4/13/17 F–3 STANDING COMMITTEES
Finance and Asset Management Committee
Capital and Debt Report
INFORMATION
For information only.
BACKGROUND
This is a standing agenda item.
Attachments 1. Active Capital Projects Summary as of February 28, 2017 2. Monthly Debt Report as of 2/28/17
F–3/204-17 4/13/17 Active Capital Projects Summary as of February 28, 2017
Project Name Financial Details Schedule Business Equity Project Health Trending Funding Business Budget Forecast Total Spend Target Forecast Spend Utilization Budget Funding Schedule Safety Committed Equity
NanoEngineering and Sciences Building * ZGF / Hoffman $87.84 $85.49 $61.54 $67.19 10/16 7/17 $7.21 11.7%
Animal Research and Care Facility ZGF / Skanska $142.00 $142.00 $118.07 $141.97 4/17 4/17 $14.97 12.7%
ARCF/WCUP Utlity Project ZGF / Skanska $8.58 $8.58 $8.58 $8.58 4/17 4/17 $0.86 10.0%
UWMC Expansion Phase II * NBBJ /Mortenson $186.30 $198.43 $134.86 $140.05 5/17 7/18 $30.17 22.4%
HR Payroll Modernization N/A $75.90 $75.90 $58.83 $75.90 6/17 6/17
Fluke Hall Renovation HDR/Hoffman $37.00 $36.70 $20.49 $31.50 7/17 8/17 $0.97 4.7%
GIX Tenant Improvements N/A Wright Runstad $20.99 $20.99 $3.10 $20.99 9/17 9/17
UW Medicine South Lake Union 3.2 * N/A Vulcan / Perkins & Will /Sellen $143.00 $146.80 $24.53 $143.00 9/17 6/18
Tacoma Urban Solutions Center Miller Hull/Mortensen $26.50 $26.50 $20.12 $26.50 9/17 4/17 $0.80 4.0%
UWMC ED East Expansion* LMN/Skanska $13.74 $14.90 $1.37 $2.51 3/18 3/18 $0.02 1.6%
Life Sciences Building Perkins & Will / Skanska $163.95 $163.55 $36.36 $163.95 7/18 7/18 $1.12 3.1%
Computer Science and Engineering Exp. LMN Architects / Mortensen $105.50 $105.50 $8.16 $101.91 12/18 12/18 $0.10 1.3%
New Burke Museum Olsen Kundig / Skanska $79.00 $78.83 $24.01 $57.40 7/19 7/19 $1.27 5.3%
North Campus Housing Phase 4a Kieran Timberlake / W.G. Clark $240.00 $255.04 $48.59 $240.68 6/18 6/18 $8.50 17.5%
North Campus Housing Phase 4b Kieran Timberlake / W.G. Clark $140.00 $154.80 $1.59 $10.19 8/19 8/19 $0.21 13.4%
Population Health Facility Lease Crutcher Lewis/ Miller Hull $230.00 $230.00 $0.23 $230.00 4/20 4/20 $0.00 0.0%
Totals $1,700.31 $1,744.02 $570.43 $1,462.32 $66.19 11.6%
Targets Legend: Budget Budget is equal to or greater than Forecast Meeting Target Funding Funding is equal to or greater than Forecast Not Meeting Target, Plan in Place Schedule Forecast is equal to or sooner than Target Not Meeting Target, Unrecoverable Safety Total Recordable Incident Rate of 2.5 or lower Arrow Up Trending Positively Month Over Month Business Equity Utilization of 10% or higher Arrow Down Trending Negatively Month Over Month $ All Dollars in Millions * Revised Project Work Plan in Process Notes: • UWMC ED East Expansion Project budget and scope are still being evaluated to bring the project back to an acceptable budget. • North Campus Housing Projects have updated their forecasts, as Phase 4a bids came in higher than expected. The project team is evaluating options to bring the project back to budget. • UW Medicine South Lake Union 3.2 just recieved it's building permit and the cost impacts of the development are being evaluated.
ATTACHMENT 1 3/30/2017 F–3.1/204-17 Active Capital Projects Summary Attachment 1.xlsx Page 1 of 1 4/13/17 Long Term Credit Rating: Aaa/AA+ Internal Lending Rate: 4.50% Weighted Average Cost of Capital: 3.44% Monthly Debt Report As of 2/28/2017
Recent Events
. Long-term bond yields have stabilized after a significant increase in November. The current weighted average borrowing cost for the University is approximately 4% (1). Uncertainty surrounding the new federal administration policies remains high
. Fund flows have been negative for three consecutive weeks, which would usually create upward rate pressure. However, municipal issuance volume has been down, keeping rates in a somewhat stable trading range
. Short-term rates have started to increase, largely driven by federal monetary policy. On March 15, the Federal Reserve increased the Fed Funds range to 0.75% - 1.0%. Two additional increases are expected in 2017. The June meeting has the highest probability of a rate increase at 53%
. The University is not expected to issue long-term debt for previously approved projects until early 2018 Estimated Project Capacity
. Debt Capacity is derived from financial projections
. 5-year project capacity is estimated annually. In 2016, capacity was estimated to be $425 million including $100 million from the Capital Assets Pool (CAP). A $20 million loan was approved in May 2016 and funded from the CAP. 2017 projections indicate $95 million of project capacity, generated entirely from the CAP
. The limitation on additional borrowing is driven by projected net operating losses, as expenses are projected to grow faster than revenues
. The above referenced project capacity is in addition to $230 million of previously authorized projects including ARCF, Housing and Dining Phase 4a, UWMC Phase 2, and Life Sciences
External Debt Portfolio - $2,380 Million
. The University has $2,380 million of external debt outstanding. This is lower than the previous report (12/31/2016) due to $6 million of principal payments Non-ILP Debt, 27% . Weighted average cost of capital: 3.44%
. Portfolio Composition: 97% fixed rate; 3% variable rate ILP Debt, 73%
. $142 million in internal funding provided by the CAP is excluded from the external debt portfolio
Annual Debt Service(2)
$210 Maximum Annual Debt Service: $206 million
$180 Millions
$150
$120
$90
$60
$30
$0
F–3.2/204-17 General Revenue Bonds State Issued Bonds, Payable by UW Lease Revenue Bonds Other CP NWH 4/13/17 (1) 80/20 weighting between the tax-exempt and taxable 30 year interest rates to illustrate the University's portfolio (2) Excludes Valley Medical Center Bonds and Commercial Paper principal payments Page 1 of 2 ATTACHMENT 2 Long Term Credit Rating: Aaa/AA+ Internal Lending Rate: 4.50% Weighted Average Cost of Capital: 3.44% Moody's Higher Education Sector Analysis As of 2/28/2017
Based on recent sector reports, Moody's expects overall revenue growth to be moderately above 3%, which will meet or exceed projected expense growth in the sector, with strong reserve levels and diverse revenue streams creating stability across higher education institutions
Revenue: Different Revenue Streams have Varied Expected Growth Rates
. The University has diverse revenue streams, however nearly half of total revenues come from health care and medical research
Moody's Aggregate Moody's FY 2017 Moody's FY 2018 Public University Forecast Assumptions Forecast Assumptions Revenue %
Net Tuition and Auxiliaries 2-3% 2-3% 34%
State Appropriations 3-4% 1.5-2.5% 20%
Patient Care 4-5% 4-5% 17%
Grants & Contracts 2-3% 1-2% 17%
Endowment Income 4-5% 0-1% 3%
Gifts for Operations 4-5% 3-4% 3% Other Revenue 4-5% 4-5% 6%
Reserves: Aggregate Spendable Cash and Investments to Total Expenses
. The ratio of Spendable Cash and Investments to Total Expenses measures the extent to which the University can rely on wealth that can be accessed over time or for a specific purpose to operate without earning any additional revenue . UW consistently has less unrestricted cash compared to expenses than other public universities . Sector unrestricted cash compared to expenses is expected to decline. The University's projections are consistent with this trend
1.20
1.00
0.80
0.60
0.40 to Total Expenses 0.20
Spendable Cash Spendable andInvestments - 2012 2013 2014 2015 2016 2017 projected 2018 projected Public Universities UW
Investment in Plant: Capital Spending to Depreciation Expense
. Capital Spend to Depreciation Expense measures the pace of capital investment 2.5 relative to annual depreciation
. The UW has trended well against Aaa and Aa 2 peers in this area, of note, 2012 capital spending was 2.5 times depreciation expense reflecting the placement into service of large fixed assets (e.g. Husky Stadium, Student 1.5 Housing). UW’s recent investments in capital were mainly focused on constructing new assets
1 . Moody’s believes that median capital spending 2012 2013 2014 2015 2016 will likely remain in the range of 1.5-2 times to depreciation, as universities tap a variety of Aaa Aa1 Aa2 UW F–3.2/204-17 capital funding sources 4/13/17
Page 2 of 2 F–4 STANDING COMMITTEES
Finance and Asset Management Committee
Debt Management Annual Report
INFORMATION
For information only.
BACKGROUND
The Board of Regents is charged with oversight of the University’s internal and external debt portfolios. Oversight of the University’s external debt portfolio is accomplished by adopting the University’s Debt Management Policy, guiding credit standards, authorizing the issuance of external debt, and ensuring compliance with bond covenants and IRS regulations.
Internally, the Board approves the use of financing programs to fund projects, monitors internal loans, and approves Financial Stability Plans. The Board also approves changes to the Internal Lending Program rate and authorizes distributions from the Rate Stabilization Account.
The Debt Management Annual Report provides the Board with a broad overview of the internal and external debt portfolios, macro challenges, and how the University is managing those challenges. Its purpose is to provide the Board with information and context to inform decisions about the University’s external borrowing and internal lending activities. This report does not require Regental action.
Attachment University of Washington Debt Management Annual Report
F–4/204-17 4/13/17 UNIVERSITY OF WASHINGTON Debt Management Annual Report
Board of Regents Finance and Asset Management Committee
April 13, 2017
ATTACHMENT F–4.1/204-17 4/13/17 AGENDA Debt Management Annual Report Annual Debt Management > External Borrowing – Portfolio Overview – Project Capacity > Internal Lending – Portfolio Overview – Rate Recommendation > Initiatives
F–4.1/204-17 4/13/17 2 EXTERNAL BORROWING AND INTERNAL LENDING OVERVIEW External BorrowingExternal
External Borrowing Internal Lending Mission Mission > The mission of the external portfolio is to achieve > The mission of the internal portfolio is to offer the lowest risk adjusted cost of capital stable and predictable interest rates to campus borrowers and to allow for capital funding in a rising rate environment
Regental Roles Regental Roles - > Adopt Debt Policy > Approve and monitor ILP loans Portfolio Overview > Approve annual bond resolution > Approve use of Capital Assets Pool > Review portfolio performance > Approve Financial Stability Plans > Guide University credit and issuance standards, > Approve ILP rate and Rate Stabilization Account including debt capacity (RSA) distributions
Reporting Reporting > Bondholders Report including audits to investors > Semi-Annual Borrower Report > Monthly Debt Report to Regents > Semi-Annual ILP Report > Future Debt Report to Rating Agencies > Debt Management Annual Report > Self-Liquidity Report Rating Agencies > Annual ILP Audit
F–4.1/204-17 4/13/17 3 External Borrowing
F–4.1/204-17 4/13/17 ISSUANCE HISTORY External BorrowingExternal
Jul-11, $211m with an interest cost of 3.88% Oct-15, $132m Jan-14, $29m with an interest Oct-16, $205m 5.00% Dec-12, $300m with an interest Jan-15, $218m Mar-12, $268m cost of 3.81% with an with an interest cost of 3.87% with an interest 4.50% with an interest interest cost of cost of 3.02% cost of 3.17% cost of 3.67% 3.39% 4.00%
3.50% -
3.00% Portfolio Overview Sep-13, $146m 2.50% with an interest cost of 4.47% Aug-14, $115m 2.00% with an interest Sep-15, $195m cost of 3.39% with an interest 1.50% cost of 3.48% 1.00%
0.50%
0.00%
Long Term Borrowing Rate Short Term Borrowing Rate
> Since fiscal year 2012, the University has borrowed $1,819 million (including refundings of $616 million), at a rate of about 3.5% > The University’s borrowing rate is impacted by a variety of factors including term, debt type, tax status, couponing, etc. > The University issued $205 million of new money and refunding bonds in 2017 to fund Life Sciences, ARCF, Housing and Dining Phase 4a and UWMC Phase 2 F–4.1/204-17 4/13/17 5 CREDIT OVERVIEW External BorrowingExternal
Credit Strengths Credit Weaknesses
> Strong market position > Increasing leverage, debt issuance outpacing growth of > Significant national research profile, good student demand financial resources and revenues with diverse enrollment, major clinical care provider for the > Slowing growth in net tuition revenues with the state Pacific Northwest reassuming full tuition setting authority for in-state > Good financial flexibility with $1.6 billion of unrestricted undergraduate tuition financial resources > Increasingly competitive research funding environment > Consistently favorable operations and diversified sources > Significant healthcare exposure with lower margins and of revenue liquidity
> Integrated planning, active debt and project management, > Declining unrestricted liquidity, comparably lower than - and very good disclosure peers Portfolio Overview
Macro challenges > A December 2016 Moody’s sector report provided a stable outlook in higher education, however: – Rising pension liabilities, increasing labor costs and uncertainty around future federal policies and funding could stress the sector – Uncertainty in health care presents challenges to universities with a clinical enterprise – Budget challenges at the State level could pose financial risk – Increasingly competitive research funding environment with uncertainty surrounding levels of federal support for research Source: Moody’s Investors Services Institutional opportunities and challenges > Current and projected financial performance puts stress on Aaa rating > Increased financial planning efforts provide management with analytical tools to make strategic decisions
F–4.1/204-17 4/13/17 6 EXTERNAL DEBT PORTFOLIO External BorrowingExternal Outstanding Debt by Type > The debt portfolio consists primarily of fixed rate debt with $67 million Total Debt: $2,380 (In millions as of Feb 28th, 2017) of variable rate debt through the Commercial Paper program (CP) CP, $67, 3% NWH, $8, 1% > Average borrowing rate for portfolio is 3.44% Other, $15, 1% > There is approximately $230 million in authorized debt remaining to be issued over the next two years Lease Revenue > Approximately $80-$100 million of principal is repaid annually Bonds, $395, State Issued 17% > More than 70% of debt has been issued as General Revenue Bonds Bonds, Payable - by UW, $127, General Revenue Portfolio Overview 5% Bonds, $1,767, 74% $210 Maximum Annual Debt Service $206M $180
$150
$120
$90 Millions
$60
$30
$0
General Revenue Bonds State Issued Bonds, Payable by UW Lease Revenue Bonds Other CP (1) NWH F–4.1/204-17 (1) Excludes principal payments on Commercial Paper (CP) 4/13/17 7 PROJECT CAPACITY OVERVIEW External Borrowing External
> What is Project Capacity? – Estimated annually, Project Capacity is the combination of debt and reserves that can be used to finance capital over a five-year period > How has it been estimated? – Financial forecasts are used to estimate how much debt the University can issue -
while staying at or above peer minimums in three ratios: Project Capacity > Debt Service Coverage > Debt to Operating Revenue > Spendable Cash and Investments to Debt – Institutional reserves available for capital projects (Capital Assets Pool) supplement how much debt can be issued
F–4.1/204-17 4/13/17 8 PEER GROUP BENCHMARKS External Borrowing External > Moody’s rates over 500 colleges and universities > The peer group is evaluated annually > 13 schools meet University of Washington’s peer criteria: – Public institutions – Over $1 billion annual operating revenue – At least 10% health care exposure – Aa2 or higher rating – Not a state system (e.g. California, Texas) - Project Capacity
Public Institutions Rated by Public Institutions Public Institutions No State- Public Institutions Institutions Moody s: with >$1B in with >10% Health Wide Only: rated Aa2 and Operating Revenue: Care Exposure: Systems: 286 higher: 547 60 23 20 14
University of Alabama at Birmingham University of Nebraska Ohio State University University of Arkansas University of New Mexico Pennsylvania State University UW’s Peers: University of Colorado University of North Carolina at Chapel Hill State University of Iowa University of Kentucky University of Utah University of Michigan University of Virginia F–4.1/204-17 4/13/17 9 PROJECT CAPACITY DRIVERS External Borrowing External
Within the University’s influence: > Principal repayment: Repaying principal increases capacity > Project approval: Approving projects decreases capacity > Growth: Growth in net operating income improves financial ratios and increases project capacity > Use of institutional funds: CAP (Capital Assets Pool) allows projects to be funded - without external borrowing. The CAP limit is 10% of the Invested Funds (IF), which Project Capacity changes as the value of the IF changes
Outside the University’s influence: > Changes in peer behavior: The University estimates project capacity based on peer medians. Peer behavior can either increase or decrease project capacity > Interest rates: Future increases in interest rates decrease project capacity
F–4.1/204-17 4/13/17 10 PROJECT CAPACITY ESTIMATES External Borrowing External
> The University has outstanding debt of about $2.4 billion – $410 million in principal payments between 2018-2022, averaging $82 million per year
> In 2016, the 5-year estimated project capacity was $425 million, including $100 million from CAP – Above borrowing for previously authorized projects - > In 2017, the 5-year estimated project capacity is $95 million, generated from the CAP Project Capacity – Reflects continued growth of expenses over revenue and state/federal funding uncertainty
> Additional debt capacity will depend on financial performance and future expectations
F–4.1/204-17 4/13/17 11 Internal Lending
F–4.1/204-17 4/13/17 LENDING PROGRAMS Internal Lending Lending Internal
Proposed Short-Term Internal Lending Program Program Financing Program Bridge (ILP) (FASTER) Short-term loans for gift Provide stable long-term rate Finance short-term assets at Purpose funded capital projects (up to to campus borrowers low cost of funds 5 years) - Portfolio Overview Provide small short-term (up Fund timing gap of Loans for long-lived capital Program Description to 10 years) fixed rate loans construction cash flows and assets to campus borrowers gifts
Financing Rate ILP Rate, currently 4.50% Short-term market rate Short-term market rate
Funded by Debt and CAP ILP Balances ILP Balances
Note: Debt issued by an external entity or repaid from appropriated local funds, personal property financings and credit lines reside outside these lending programs
F–4.1/204-17 4/13/17 13 LENDING PROGRAMS (CONTINUED) Internal Lending Lending Internal
Funding Long-Term Assets Funding Short-Term Assets Funding Long-Term Assets
Fund Fund Fund Fund -
Externally Internally Externally Internally Fund Portfolio Overview Internally
ILP CAP FAST FASTER(1) BRIDGE
> Long-term assets pay the ILP rate > Short-term assets and gift-funded projects pay a market rate
(1) Small loans for short-term assets may be funded with Treasury assets
F–4.1/204-17 4/13/17 14 MECHANICS OF LENDING PROGRAMS Internal Lending Lending Internal
Campus Borrowers
Interest Payments Principal Payments - Portfolio Overview
Program Fund Rate Stabilization Account Residual Account - Bond proceeds (RSA) Rebalance - Program support - Timing differences - General revenue support - Loan programs
Debt Service Payments
External Lenders and Capital Assets Pool
F–4.1/204-17 4/13/17 15 HOW IS THE ILP RATE EVALUATED? Internal Lending Lending Internal
Treasury evaluates the ILP rate and sufficiency of the RSA and Residual Account annually > Step 1: Evaluate the sufficiency of the Residual Account – The Residual Account is evaluated to ensure sufficient funding for future debt service payments and loan programs – Any excess funds are transferred to the RSA
> Step 2: Determine RSA sufficiency - – The RSA represents how many years the current lending rate could be maintained in a rising external rate Recommendation Rate environment – Current balances in the RSA reflect 11 years of sufficiency > Step 3: Board approves ILP rate changes or distributions, if any
-Decrease ILP Rate Overfunded RSA: 11+ Years -Distribution of Funds
Target Sufficiency Range: 5 - 10 Years
-Increase ILP Rate -Residual Account Underfunded RSA: < 5 Years Rebalance
F–4.1/204-17 4/13/17 16 Initiatives
F–4.1/204-17 4/13/17 INITIATIVES
Campus Partnerships > Strengthen relationship with internal borrowers through dedicated Asset Liability Management credit analysts > Partnership on deferred maintenance strategy with University Facilities and Capital Planning and Development
Industry Engagement > Formalizing strategic investor outreach Initiatives Program Development > Private use: Improved Polices and Procedures help ensure compliance with Federal tax-exempt guidelines. Developing workshop and better tracking system for private business use across campus > Efficient use of Treasury balances
Debt > Medicine disclosure/consolidating credit > Refresh Commercial Paper disclosure document to better align with current asset reporting > Next debt issuance expected to be in January 2018
F–4.1/204-17 4/13/17 18 F–5 STANDING COMMITTEES
Finance and Asset Management Committee
Deferred Maintenance Update
INFORMATION
For information only.
BACKGROUND
This item is being presented as a follow up to the Deferred Maintenance Report discussed in July 2016. This reporting will highlight additional findings, actions taken, clarify underlying issues and discuss recommendations for capital-spend prioritization.
Attachment “Our Facilities Strategy”
F–5/204-17 4/13/17 OUR FACILITIES STRATEGY
April 12, 2017
Charles Kennedy Associate Vice President Facilities Services
Michael McCormick Associate Vice President Capital Planning & Development
F–5.1/204-17 ATTACHMENT 4/13/17 PREVENTIVE MAINTENANCE
Figure 2.1 - Work flow process of delivering planned and corrective maintenance activities
Standard structure Equipment/ Create technical Location database for systems and asset inventory data for each subsystems database equipment/asset
Set the Forecasted work- frequencies for Group equipment/ hour number Generate job all preventive asset of personnel plans/task list maintenance work required orders
Generation Schedule and Define Set work order process for all plan work order maintenance cycle priorities types of work distribution orders
The process identified infigure 2.1 has been designed to create a better balance in addressing corrective and preventive maintenance work.
F–5.1/204-17 4/13/17 TOTAL CURRENT NEED BY SYSTEM
Figure 3.1 - Asset reinvestment need Figure 3.2 - Total current need by building system
Figure 3.1 identifies total investments Figure 3.2 breaks down the $1.128 million of deferred needed by category. maintenance by type of building system and by percent of the total DM need. There is a $1.128 million backlog of deferred maintenance (DM), $292 million in equipment and systems past their useful life, and $456 million in infrastructure and modernization, that is, for example, central plant equipment, utility systems and grounds.
F–5.1/204-17 3 4/13/17 CASH FLOW FUNDING PLAN
Figure 4.1 - Cash flow funding plan, E&G facilities
This chart shows data for Education and General (E&G) facilities only, and excludes future new construction.
The purple dashed line in figure 4.1 demonstrates the minimum funding needed, the “tread water” line. Any drop below this line in funding increases backlog of deferred maintenance and correspondingly increases risk. Funding above this line begins to decrease DM backlog and minimize risk.
The top, gray dashed line in figure 4.1indicates required levels of investment that protect existing assets and demonstrate stewardship. Any investment above this line increases net asset value.
F–5.1/204-17 4 4/13/17 TOTAL PROJECT SPENDING PLAN
Figure 5.1 - Total project spending plan: Trend line of all facilities (E&G and all auxiliaries), spending plan for E&G facilities.
The dashed gold line in figure 5.1indicates the trend line of the total capital spend inclusive of all new facilities.
F–5.1/204-17 5 4/13/17 FUTURE FUNDING NEED
Figure 6.1 - Future funding need, E&G facilities
This chart shows Education and General (E&G) facilities only, excluding future new construction. This is the proforma plan to increase our capital spending for deferred maintenance. We have included deferred maintenance in the One Capital Plan. Funding to be determined.
F–5.1/204-17 6 4/13/17 F–6 STANDING COMMITTEES
Finance and Asset Management Committee
Intercollegiate Athletics Annual Financial Review and Updated Semi-Annual Borrower Report
INFORMATION
For information only.
BACKGROUND
At the June 9, 2016 Board of Regents meeting, the University of Washington Department of Intercollegiate Athletics (ICA) presented a three-year Financial Stability Plan (FSP) to address recent operating deficits and ICA’s non- compliance with Internal Lending Program loan covenants. The Board approved ICA’s FSP and temporarily modified ICA’s loan covenants through FY 2019 as follows: a. Suspend Debt Service Coverage covenant b. Reduce minimum unrestricted fund balance to $10M.
ICA will report on the progress made over the last 10 months to achieve financial solvency through the term of the FSP, and beyond through FY 2022.
ICA has also provided an updated Semi-Annual Borrower Report (SABRe), which incorporates the financial impact of the coaching change in Men’s Basketball that occurred after the March 2017 SABRe was submitted.
Attachments 1. Intercollegiate Athletics, Annual Financial Review and Financial Stability Plan Update 2. Intercollegiate Athletics (ICA) Semi-Annual Borrower’s Report April 2017
F–6/204-17 4/13/17 UPDATED 4/11/17
Intercollegiate Athletics Annual Financial Review Board of Regents Presentation
April 13, 2017
F–6.1/204-17 ATTACHMENT 1 Page 1 of 8 4/13/17 UPDATED 4/11/17
Executive Summary
Academic and athletic success over the last year
Financial projections illustrate expectation of excellence for all 22 programs
Significant improvements made since June 2016; this presentation focuses on favorable FY17 results and updated projections through FY22.
Work remains to bring FY19 – FY21 in-balance; presentation will include several possible solutions.
F–6.1/204-17 Page 2 of 8 4/13/17 UPDATED 4/11/17
Financial Stability Plan Review
ICA FINANCIAL STABILITY PLAN Base Case Proforma as of June 9, 2016 Pre ‐Stadium Post ‐Stadium Three Year Financial Plan CAGR CAGR $ʹ000 Actual Actual Actual Estimated Projected Projected Projected (FY14 ‐FY16) (FY17 ‐FY19) FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 Beginning Balances (1) 24,666 35,647 32,967 32,111 17,286 11,680 12,460
OPERATING REVENUE Gate Revenue 20,481 28,830 25,422 24,528 23,420 27,156 26,271 ‐7.8% 5.9% Contributions 22,553 23,906 22,443 21,695 23,679 25,725 26,135 ‐4.7% 5.1% NCAA/Conference Distributions 22,453 24,935 28,462 29,961 33,507 35,235 35,870 9.6% 3.5% Multimedia Rights Signing Bonus 007,3000000 ‐‐ Royalties, Adv. & Sponsorships 8,554 11,321 12,707 14,061 16,236 16,552 16,668 ‐ 1.3% University Funded Tuition Waivers 3,336 3,550 3,895 1,948 3,896 4,013 4,133 ‐25.9% 3.0% Don James Center Renewal 4,045 125 335 0 4,530 6,795 0 ‐‐100.0% Other Income (2) 3,650 7,608 9,091 9,275 8,995 9,150 9,361 10.4% 2.0% Total Revenue 85,073 100,276 109,655 101,468 114,263 124,625 118,439 0.6% 1.8%
OPERATING EXPENSES Salaries 23,908 26,786 29,089 30,335 33,294 35,033 36,832 6.4% 5.2% Benefits 6,945 7,155 6,585 8,485 9,414 10,034 10,574 8.9% 6.0% Athletics Student Aid 10,894 11,806 11,959 12,979 13,413 13,726 14,194 4.8% 2.9% Sport Op erational Expense (3) 19,845 23,349 25,400 26,128 27,924 28,294 28,202 5.8% 0.5% Direct Facilities, Maintenance & Utilities 2,316 4,395 4,039 4,300 4,099 4,222 4,348 ‐1.1% 3.0% Misc. Marketing/Promotion Expense (4) 2,512 2,546 3,557 3,556 5,106 5,118 5,269 18.2% 1.6% UW Institutional Overhead 2,180 2,454 1,748 2,200 2,092 2,454 2,393 ‐5.3% 6.9% Misc. Expenses (5) 7,609 7,605 7,934 7,836 7,811 7,994 7,752 1.5% ‐0.4% Projected Budget Cut 0 0 0 0 (2,000) (2,060) (2,122) ‐‐ Total Expenses 76,209 86,097 90,311 95,819 101,152 104,814 107,441 5.5% 3.1%
Unidentifie d Revenue Enhancement/Expense Reduction 8,000
NET OPERATING REVENUE (A) 8,863 14,178 19,344 5,649 13,111 19,811 18,998 ‐36.9% 20.4%
DEBT SERVICE (B) (6) 1,138 14,583 17,477 17,689 16,232 16,232 16,232 10.1% 0.0%
Subtotal: Net Operating Cash Flow 7,725 (405) 1,867 (12,040) (3,121) 3,580 2,766 Capital Expenditures (C) (7) 4,932 7,952 1,624 2,785 2,485 2,800 2,800 ‐40.8% 6.1% Adjustments ‐ Cash vs Accrual, Gain/Loss on Investment 8,188 5,677 (1,099) ‐ ‐ ‐ ‐ CASH FLOW 2,793 (8,357) 243 (14,825) (5,606) 780 (34)
ENDING BALANCE (D) 35,647 32,967 32,111 17,286 11,680 12,460 12,426
F–6.1/204-17 Page 3 of 8 4/13/17 UPDATED 4/11/17
ICA Financials FY17 Revenue notes: FSP Updated ICA Overall revenue exceeded FSP projections by $10.8M due $'000 Projected Projected to the following: FY 2017 FY 2017 Difference Beginning Balances 17,286 26,304 9,018 - Gate revenue for football and women’s basketball were favorable by $2.8M and $150K, respectively; this OPERATING REVENUE was offset by men’s basketball gate revenue which Gate Revenue 23,420 25,669 2,249 was $600K below prior estimate, and 5% city Contributions 23,679 27,782 4,103 admission tax paid on overall higher revenues. NCAA/Conference Distributions 33,507 36,170 2,664 Royalties, Adv. & Sponsorships 16,236 16,285 49 - ICA’s fundraising team surpassed their year 1 University Funded Tuition Waivers 3,896 3,905 9 campaign goals for annual giving and team support Don James Center Renewal 4,530 6,000 1,470 by $3.0M. An additional $1.1M is anticipated in seat- Other Income 8,995 9,228 233 related contributions for the 2017 football season. Total Revenue 114,263 125,040 10,777 - ICA received $2.6M additional revenue from the
OPERATING EXPENSES Pac12 related to the Peach Bowl and expanded Salaries 33,294 37,076 3,782 network deals. Benefits 9,414 8,809 (605) - Don James Center renewals are $1.5M higher than Athletics Student Aid 13,413 13,554 142 initially anticipated; DJC renewal revenue will Sport Operational Expense 27,924 26,833 (1,091) therefore be $1.5M lower in FY18. Direct Facilities, Maintenance & Utilities 4,099 4,556 457 Misc. Marketing/Promotion Expense 5,106 4,457 (649) - Souvenirs and concessions have generated UW Institutional Overhead 2,092 2,341 248 approximately $200K additional revenue. Misc. Expenses 7,811 8,481 670 Projected Budget Cut (2,000) 0 2,000 Expense notes: Total Expenses 101,152 106,106 4,954 Overall expenses exceeded FSP projections by $4.9M due
NET OPERATING REVENUE 13,111 18,933 5,822 to the following: - $1.3M in salary and benefit expenses for Peach Bowl DEBT SERVICE 16,232 16,228 (3) incentive bonuses and Pac12 sales team commissions due to success of 2016 football season. Subtotal: Net Operating Cash Flow (3,121) 2,705 5,826 Capital Expenditures 2,485 2,703 218 - $2.8M in salary and benefit expenses related to CASH FLOW (5,606) 2 5,608 coaching staff changes in men’s basketball. - $900K related to the Peach Bowl. ENDING BALANCE 11,680 26,306 14,626 Ending Balance notes: NOTES (1) Other Income includes concessions, souvenirs, parking, facilities rental and endowment distributions. The $14.6M variance in ending balance is driven by the (2) Misc Expenses include job candidate hiring and moving expenses, consultants, credit card fees, admin factors noted above, as well as savings realized in FY16 and recruiting travel, Pac-12 assessment, insurance, travel transaction fees, and UBIT tax. (when cash flow was $7M higher than the FSP projection).
F–6.1/204-17 Page 4 of 8 4/13/17 UPDATED 4/11/17
Major takeaways:
ICA Financials FY18 – FY22 - The FSP assumed ICA would Updated Five Year break-even in FY18; updated $'000 Projected Projected Projected Projected Projected CAGR projections show $2.1M in FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 (FY18 - FY22) cash flow. Beginning Balances 26,306 28,445 24,436 23,063 16,542
OPERATING REVENUE - The FSP included $8M in Gate Revenue 29,363 30,548 32,604 34,803 36,405 5.5% unidentified revenue Contributions 27,304 27,372 27,711 27,936 28,063 0.7% NCAA/Conference Distributions 35,084 35,983 38,091 39,742 41,698 4.4% enhancements and/or Royalties, Adv. & Sponsorships 16,342 16,382 20,373 18,417 18,460 3.1% expense reductions in FY19 in University Funded Tuition Waivers 4,022 4,143 4,267 4,395 4,527 3.0% order to break-even. So far ICA Don James Center Renewal 5,325 0 0 0 6,300 4.3% Other Income 9,659 9,891 10,089 10,341 10,555 2.2% has identified solutions which Total Revenue 127,100 124,319 133,135 135,635 146,008 3.5% bridge half the gap.
OPERATING EXPENSES Salaries 34,930 37,276 39,239 41,529 43,661 5.7% - Salaries assume annual merit Benefits 9,485 10,362 11,183 12,148 13,085 8.4% increases, staff investment of Athletics Student Aid 14,097 14,737 15,409 16,114 16,854 4.6% 2-3 FTE’s per year, and football Sport Operational Expense 26,842 25,842 27,846 30,933 29,416 2.3% Direct Facilities, Maintenance & Utilities 4,699 4,840 4,968 5,116 5,269 2.9% contract negotiations every 2 Misc. Marketing/Promotion Expense 4,469 4,603 4,605 4,750 4,760 1.6% years. UW Institutional Overhead 2,652 2,719 3,149 3,122 3,214 4.9% Misc. Expenses 8,613 8,335 8,593 8,832 9,054 1.3% Total Expenses 105,788 108,714 114,992 122,545 125,314 4.3% - ICA continues to work on mitigating deficits in years Unidentified Revenue Enhancement/Expense Reduction between Don James Center
NET OPERATING REVENUE 21,311 15,604 18,143 13,089 20,695 -0.7% renewals.
DEBT SERVICE - FY20 includes revenue Principal 5,008 5,219 5,439 5,668 5,907 4.2% Interest 11,224 11,013 10,793 10,564 10,324 -2.1% associated with new apparel deal. Subtotal: Net Operating Cash Flow 5,080 (627) 1,912 (3,142) 4,463 -3.2% Capital Expenditures 2,940 3,382 3,285 3,379 3,486 4.3% - ICA’s reserve balance is not CASH FLOW 2,140 (4,009) (1,373) (6,521) 977 -17.8% projected to fall below annual ENDING BALANCE 28,445 24,436 23,063 16,542 17,519 debt service payment of
NOTES $16.2M, which is consistent (1) Other Income includes concessions, souvenirs, parking, with debt covenant. (2) Misc Expenses include job candidate hiring and moving expenses, consultants, credit card fees, admin and recruiting
F–6.1/204-17 Page 5 of 8 4/13/17 UPDATED 4/11/17
Risks & Opportunities
Risks: NCAA legislative items Impacts of future litigation Revenue sports underperform, contributing to lower gate and contribution revenue Increasing internal charges (tuition, benefits, security, overhead)
Opportunities: Football season ticket sales returning to historic high levels (55k vs. 45K in current projections) could generate up to $4M more annually in gate and seat-related contributions. Men’s basketball has the capacity to generate up to $3M more annually in gate and seat- related contributions. Expansion of hospitality and fan amenities (including beer and wine sales) throughout all venues could generate $1.5M annually. New Transportation Management Plan could allow ICA to hold 1-2 non-athletic events in Husky Stadium each year; $750K additional revenue. Apparel deal could generate up to $1M in additional revenue in FY20 and beyond. Pac-12 Network distributions could generate up to $6.5M additional revenues per year.
F–6.1/204-17 Page 6 of 8 4/13/17 UPDATED 4/11/17
Projections vs. Potential
F–6.1/204-17 Page 7 of 8 4/13/17 UPDATED 4/11/17
Next Steps
SABRe in October will show final FY17 results
Periodic briefings with EVP and Treasury throughout the year
Annual financial report and Financial Stability Plan update in spring 2018
F–6.1/204-17 Page 8 of 8 4/13/17 Intercollegiate Athletics (ICA) Semi-Annual Borrower's Report - April 2017 Summary . ICA has made significant progress in improving their financial stability, however the department continues to anticipate operating deficits in the years between Don James Center renewals (FY19, FY20, FY21). . Despite the added cost of the coaching change in Men's Basketball, ICA anticipates breaking-even in FY17. The Financial Stability Plan estimate for FY17 was a deficit of ($5.6m). . FY17 projections reflect $10.8M higher revenues than the FSP in the following categories: o $2.4M favorable in gate revenue, o $4.1M favorable in contributions ($3M in annual giving related to Game Changer campaign, $1.1M is the anticipated increase in seat-related contributions for the 2017 football season), o $2.6M additional from the conference ($2.2M is tied to participation in the Peach Bowl / CFP Semi-Final, $400K additional is related to the Pac12 network's expanded deals with Dish Sling, FIOS and Charter). o Don James Center renewals are $1.5M higher than originally estimated; DJC renewal revenue will therefore be $1.5M lower in FY18. . The revenue increase is offset by $5.0M additional expenses in the following areas: o $3.1M in salary and benefits related to incentive bonuses and the coaching change in Men's Basketball, o $1.1M in travel expenses for the Peach Bowl, o $250K anticipated additional University Overhead charges tied to increases in gate revenue. . FY18 and FY19 projections assume steady gate revenue growth associated with the strength of the football program. In addition to aggressive goals set around ticket sales, ICA is also anticipating revenue growth in seat-related contributions tied to the seat reallocation process for the 2018 season, and commensurate expansion of premium seating options within Husky Stadium. . The FSP included $8M in unidentified revenue enhancements/expense reductions in FY19 in order to break-even; the updated projection excludes the $8M placeholder.
Risks and Mitigations . While ICA has surpassed its annual fundraising goal by $3M in FY17, sustaining that momentum over the life of the campaign will be difficult. . Football day of game expenses - including cost of security, and guarantees paid to visiting non-conference opponents - continue to escalate at a significant pace. . Mounting costs associated with NCAA deregulation, challenges to amateurism and litigation pose considerable financial risks. . Increasing Pac12 distributions, revenue sports outperforming expectations, and an apparel deal in FY20 would help mitigate these risks.
Selected Indicators 2016 2017 % of prior year Football Season Ticket Renewals (as of Feb 1) 32,740 38,280 116.92% New Season Ticket Sales* 3,249 5,000 153.89% Football Luxury/Premium Seating Sold Out Sold Out NA
*Projection for 2017
Debt Service Coverage Net operating income as a multiple of debt service; FSP suspended ILP minimum through FY19
2.00 0.97 1.17 1.22 1.31 1.17 1.11 0.96 1.00 0.77 0.81 0.32 - FY14 FY15 FY16 FY17 FY18 FY19 2016 FSP Proforma Actual (FY14-FY16) / Projected (FY17-FY19) Pre-FSP ILP Minimum
$ Millions Cash Flow Net operating income plus gifts minus debt service and capital expenses
FY14 FY15 FY16 FY17 FY18 FY19 0.8 2.1 0.2 0.0 -1 (0.0) -6 (4.0) (5.8) (5.6) -11 (8.4) -16 (14.8) 2016 FSP Proforma Actual (FY14-FY16) / Projected (FY17-FY19)
$ Millions Reserve Balance Unrestricted net assets; FSP established ILP minimum at $10M through FY19 $50 33.0 32.1 26.3 26.3 28.4 24.4 17.3 $25 11.7 12.5 12.4
$0 FY14 FY15 FY16 FY17 FY18 FY19 2016 FSP Proforma Actual (FY14-FY16) / Projected (FY17-FY19) ILP Minimum F–6.2/204-17 Page 1 of 1 4/13/17 ATTACHMENT 2 F–7 STANDING COMMITTEES
Finance and Asset Management Committee
Annual Report Benchmarking University Advancement Performance
INFORMATION
For information only.
BACKGROUND
This is an annual report to the Board.
Originally known as the Council for Financial Aid to Education, CAE was established in 1952 by a group of enlightened business executives under the leadership of Alfred P. Sloan, Jr. (General Motors), Frank W. Abrams (Exxon Corporation), and Irving S. Olds (United States Steel Corporation) to advance corporate support of higher education. CAE's primary purpose was "To promote a better understanding of the substantial contribution which higher education makes to the effectiveness, skill, growth, and success of American business, and to the development of the country."
CAE was the first organization in the US to regularly provide statistical analyses of private giving to higher education on a national basis. CAE's Voluntary Support of Education (VSE) survey is the authoritative national source of information on private giving to higher education and private K-12, consistently capturing about 85 percent of the total voluntary support to colleges and universities in the United States. CAE has managed the survey as a public service for over 50 years.
The Benchmarking Data is based on VSE stats (2016 survey results released on February 7, 2017) and peer lists include Public Research/Doctoral Universities and Public and Private Research/Doctoral Universities.
Attachments 1. Public Research/Doctoral Universities – FY16, Ranked by 5-Year Contribution Average 2. Public and Private Research/Doctoral Universities – FY16, Ranked by 5- Year Contribution Average
F–7/204-17 4/13/17 Public Research/Doctoral Universities - FY16 Ranked by 5-year Contribution Average
Alumni # Alumni of Enrollment: Total Rank University Grand Total (5-Year Avg.) Participation Record Headcount 1 University of California-Los Angeles $433,225,827 8.0% 444,756 43,301 2 University of Washington $422,714,727 13.6% 375,886 55,767 3 University of Michigan $380,713,790 9.5% 562,037 61,429 4 University of California-Berkeley $370,253,899 7.6% 484,985 38,204 5 University of Texas at Austin $346,977,907 10.7% 491,667 50,950 6 Indiana University $343,076,010 9.4% 636,650 107,020 7 Ohio State University $341,923,952 14.0% 548,968 65,184 8 University of North Carolina at Chapel Hill $292,876,531 13.6% 296,574 29,468 9 Texas A&M University $256,943,525 21.0% 440,371 64,376 10 University of Colorado $241,978,783 4.1% 418,443 63,202 11 University of Virginia-Main Campus $230,956,754 18.0% 225,916 23,883 12 University of Oklahoma $226,785,456 12.2% 179,740 28,825 13 University of Nebraska $218,829,540 8.0% 398,093 51,322 14 University of Florida $211,753,263 10.9% 393,959 52,619 15 Penn State University $201,240,817 11.5% 587,134 85,252 16 University of Arizona $178,985,100 6.8% 241,399 43,088 17 University of Kansas $178,302,209 13.6% 229,931 28,091 18 University of Utah $174,197,304 4.4% 311,496 32,110 19 University of California-San Diego $166,264,812 5.4% 144,129 33,735 20 University of Illinois at Urbana-Champaign $164,145,717 7.3% 479,614 47,644
©2017 CAE
v2 - Feb 27, 2017 F–7.1/204-17 ATTACHMENT 1 Page 1 of 1 4/13/17 Public and Private Research/Doctoral Universities - FY16 Ranked by 5-year Contribution Average
Alumni # Alumni of Enrollment: Total Rank University Grand Total (5-Year Avg.) Participation Record Headcount 1 Stanford University $1,094,212,261 25.8% 185,547 16,336 2 Harvard University $966,302,331 17.9% 352,383 21,891 3 University of Southern California $643,592,833 26.2% 262,548 43,401 4 Johns Hopkins University $570,559,978 12.2% 169,985 23,073 5 Columbia University $548,886,850 12.1% 302,594 29,671 6 Cornell University $506,176,785 17.5% 222,966 22,940 7 University of Pennsylvania $498,165,522 24.5% 310,569 24,953 8 Yale University $475,667,629 23.0% 158,466 12,385 9 New York University $440,276,789 5.4% 506,512 50,027 10 Duke University $438,086,623 28.3% 154,178 16,531 11 University of California-Los Angeles $433,225,827 8.0% 444,756 43,301 12 University of Washington $422,714,727 13.6% 375,886 55,767 13 Northwestern University $416,841,940 14.9% 266,099 21,655 14 Massachusetts Institute of Technology $403,356,849 23.2% 137,194 11,331 15 University of Michigan $380,713,790 9.5% 562,037 61,429 16 University of California-Berkeley $370,253,899 7.6% 484,985 38,204 17 University of Chicago $367,531,592 22.3% 152,992 15,564 18 University of Texas at Austin $346,977,907 10.7% 491,667 50,950 19 Indiana University $343,076,010 9.4% 636,650 107,020 20 Ohio State University $341,923,952 14.0% 548,968 65,184
©2017 CAE
v2 - Feb 27, 2017 F–7.2/204-17 ATTACHMENT 2 Page 1 of 1 4/13/17 B–1 BOARD OF REGENTS
Leadership Priority Spotlight: The Husky Experience
INFORMATION
This item is for information only.
BACKGROUND
Husky Experience
The Husky Experience encompasses the transformative educational experiences—inside and outside the classroom—that help our students discover their passions in life and work, become independent thinkers and citizens, and gain the skills that lead to meaningful and rewarding lives and careers. At the University of Washington, a large and diverse learning environment, students puts together their unique Husky Experience through academic, co-curricular, and experiential learning opportunities.
Many of the signature experiences of the Husky Experience -- research, internships, community engagement, international study, leadership activities -- are grounded in “high impact practices” articulated by George Kuh and other higher education researchers (https://www.aacu.org/leap/hips). Deep engagement in learning inside and outside the classroom contributes to student success and builds the foundation for a productive professional and community career after graduation.
The Undergraduate Husky Experience
The undergraduate Husky Experience begins in the classroom and with support from programs, advisers, and mentors. Student Life, the Office of Minority Affairs and Diversity, and Undergraduate Academic Affairs work with students from their entry into the UW through graduation, helping them make sense of their journey along the way.
Several new initiatives focus on reducing barriers to involvement, including the following:
• Expansion of residence halls so that all first-year students can live on campus. New features in residence halls like maker spaces provide the opportunity for students to join communities of similar interests. • Reducing cost barriers for experiential learning, including providing wages for students participating in community-based internships and scholarships for students in study abroad programs.
B–1/204-17 4/12/17 STANDING COMMITTEES
BOARD OF REGENTS
Leadership Priority Spotlight: The Husky Experience (continued p. 2)
• The Husky Leadership Initiative provides opportunities for students to reflect on what they are learning about themselves through various leadership experiences, including student government, paid work, community service, and entrepreneurial projects.
Additional information about his leadership priority is located here.
A panel of undergraduate students will provide insight into their own Husky experiences from different perspectives.
The Graduate Husky Experience
In many ways, the individual graduate Husky Experience is even more diverse than the undergraduate experience. Graduate and professional students interact with the University in a multitude of ways – as students, employees, teachers and researchers.
The graduate school, through Core Programs, supports graduate student’s unique journeys by offering online resources, workshops and events that focus on developing graduate students beyond the classroom. Resources include:
• Individual Development Plans • Leadership development • Public speaking and presentation skills • Professional development
More information about Core Programs is located here.
A panel of graduate students will provide insight into their own Husky experiences from different perspectives.
B–1/204-17 4/12/17 The Husky Experience Student Presenters’ Biographical Information Undergraduate Students
JOSHUA DAWSON Junior Biology major from Federal Way, Washington I attended a disparagingly under-resourced high school. Constantly watching other Huskies passionately pursue their own passions on campus inspired and molded my Husky Experience. For me this meant finding and utilizing UW's resources to foster this transformational experience through studying abroad, being intentional about my chosen courses, seeking after leadership development, interning in areas that captivate me, being a part of student clubs, and most importantly utilizing my involvements to help other Huskies realize their own passions.
HAVANA McELVAINE Senior Sociology major (Diversity minor) from Denver, Colorado I have two sisters and my mom went to nursing school here at UW. Aside from being a student-athlete (I am on the women’s soccer team), one of the most significant aspects of my Husky Experience has been the research opportunities that I've been a part of. It wasn't until I arrived at UW that I found out I could engage with topics like racial inequality, poverty and discrimination through academia. I'm currently writing an honors thesis through the sociology department and excited about the prospect of contributing knowledge to a body of work that is deeply personal to me.
LAUREN MITTELMAN - HUSKY 100 Winter 2017 graduate, Public Health major (global health and entrepreneurship minors) from Irvine, California I always want to maximize my opportunities, so that's why I took 9 of 11 quarters at 18 credits and was able to finish the Honors program and two minors within 12 academic quarters at UW. I spread those 12 quarters over the course of five years and in doing so I took two quarters off from school, spending one working at the King County Prosecuting Attorney's Office and one living in Sao Paulo, Brazil. I was recipient of the Husky Seed Fund to support my work with the Vulnerability Collective (http://webster.uaa.washington.edu/resilience/vc/#).
B–1.1/204-17 Page 1 of 5 4/12/17 ATTACHMENT
TREVOR RENKEN - HUSKY 100 Senior Civil Engineering major from San Diego, California I have been deeply involved in Chi Psi Fraternity and the Interfraternity Council (IFC) as well as with First Year Programs, including as a FIG leader. I am part of the UW Chapter of the American Society of Civil Engineers and am on the Concrete Canoe team. Currently, I volunteer as a coach soccer with UW Special Olympics and I work part time at an internship I landed at a UW career fair which recently offered me a full time position after graduation.
LYRIS TUDHOPE-LOCKLEAR Senior Psychology major from Port Townsend, Washington I transferred to the UW in 2015 from a rural community college, Peninsula College, located in Port Angeles Washington. I chose the UW for my undergraduate degree because I wanted to attend a top school with a highly accredited psychology department. I entered school already having worked three years in the field of Chemical Dependency Counseling and while at the UW my focus has been on cognitive and behavioral neuroscience. I have worked at the Alcohol and Drug Abuse Institute and the Fetal Alcohol and Drug Unit and I currently work in the Commuter and Transfer Commons. I am passionate about educating university faculty, staff, and fellow students about the transfer experience. After graduation in June I will be returning to work as a chemical dependency counselor and beginning my masters program in clinical mental health counseling.
B–1.1/204-17 Page 2 of 5 4/12/17 Graduate Students
GRANT WILLIAMSON Grant is a Seattle native with many UW alumni in his family, so UW was a natural fit for college. As an undergraduate in Chemical Engineering and now as an NSF Graduate Research Fellow in Molecular Engineering, he has thrived at UW, finding his passion for research, science communication and policy. He has found many opportunities to explore his interests at UW as both an undergraduate and graduate student. In undergrad, he helped found a biodiesel cooperative to provide students with hands-on experience in clean energy, piloted a new chemical engineering senior design class and did four years of research with Professor Dan Schwartz, including through the Washington NASA Space Grant 2009 Summer Undergraduate Research Program. After graduation, he worked for three years at General Electric as an instrumentation and controls engineer, designing and commissioning industrial wastewater treatment plants.
He returned to graduate school at UW to become a clean energy leader. He knew that at UW, he would be able to participate in world-class research while also applying my expertise to strengthen my community. In the Holmberg research group, he focuses on developing high- capacity batteries to enable a clean energy system. Outside of the lab, he does science outreach in the community and with legislators, foster interdisciplinary connections as a Graduate and Professional Student Senator and work to implement new technology and programs that benefit society. Lately, he has been particularly focused on a project with the GPSS Science and Policy Committee where science students are writing policy position papers. In this project, he has coordinated with the Washington State Department of Commerce to provide topics and guidance to five student teams writing about clean energy. Through UW, he has found his passion for research, policy and science communication. He has used these passions to build up the UW community. He is deeply honored to be a part of UW.
B–1.1/204-17 Page 3 of 5 4/12/17 MARCUS JOHNSON PhD student in Communications, expected 2020 Master of Arts in Cultural Studies, UW Bothell B.A. Global Studies, Minor in Human Rights, UW Bothell
As a Cultural Studies graduate student Marcus Johnson won a prestigious Mary Gates Scholarship for the summer of 2012, winter and spring quarters of 2013. Expanding on his accomplishments as a Global Studies major, and Human Rights minor, Johnson has worked with IAS faculty member Benjamin Gardner on “The Multi Dimensions of Blackness: Cultural Hegemony in the United States and Abroad.” Johnson’s research stems from a “disquieting” encounter he had while visiting family in the Dominican Republic that catalyzed his interest in different formations of “blackness” in the Dominican Republic, Haiti, and the United States. Johnson's comparative project will situate issues of race within the domestic dynamics of the United States and the international aspects that contribute to the lives of Afro- Dominicans, Afro-Haitians, and Afro-Americans today.
As a Mary Gates Scholar, recent Graduate Opportunity Program fellow (GOP), and current research assistant for The Center for Communication, Difference, and Equity, Johnson looks forward to continuing his research on key issues in the Dominican Republic. Currently, Johnson continues to expand his academic career as a PhD student in the University of Washington Seattle Communication Program. As a Mary Gates Scholar, and Undergraduate Research Leader alum, he will join a unique community of other UW leaders, researchers, and alumni.
SUMYAT THU Sumyat is an international student studying for a PhD in English language, rhetoric and composition. She is compiling her reading lists for qualifying exams during this spring 2017 and looking forward to the notorious but rewarding challenge of taking the PhD exams in the next spring. Ideally, she wants to attain some kind of hybrid academic career in which she can do research and teach writing at the university level while working as a consultant for language policy and planning projects for schools, local and state governments.
She has enjoyed teaching in the Expository Writing Program of the UW English department for almost two years and is currently teaching English 121, a service learning composition course on the theme of ‘language, literacy and identity’. Service learning composition is her favorite course to teach so far! Sumyat is also a writing center camper. She has been a writing center tutor since her undergraduate years and currently tutors in the Odegaard Writing and Research Center.
She is from Yangon, Burma, also known as Myanmar, and speaks Burmese and English bilingually. Being a non-U.S. citizen (or global citizen?) and multilingual person has heavily informed her academic and professional interests. Her research and teaching pedagogy center around the issues of multilingual students and communities, language, migration and immigration, language policy and planning, local and global relations of the English language, and last but not least, public scholarship.
B–1.1/204-17 Page 4 of 5 4/12/17 AUGUST LONGINO A child of tropical biologists, August grew up between Costa Rica and Olympia, Washington. Living in remote Latin America sparked questions about economic disparity that led him to study International Development and Spanish at Tufts University. He then spent two years working in underserved communities in the Amazon, coordinating medical relief work between American NGOs and the Ecuadorian Ministry of Health. He also developed a network of rural health promoters, and helped implement public health programs in villages throughout eastern Ecuador. Intrigued by innovative applications for technology, he worked with Microsoft to create TimmyCare, an electronic medical record designed for use in places without electricity or infrastructure, greatly improving the quality of care in the region.
August has always loved the outdoors, climbing, and alpinism. To share these passions, he founded Mountain Nation, a nonprofit providing high-risk urban youth of Quito, Ecuador with opportunities to explore the outdoors, emulate positive role models, and build strong connections with children from other parts of their city. Quito’s gangs are highly territorial, and social bonds between neighborhood kids reduces violence. Inspired by his patients and colleagues, August returned to Washington to pursue a career in medicine in 2015.
Since then, August has maintained his interests in Latin America and social justice. He is co- president of his class, and serves on Honor Council, an elected body responsible for the resolution of conflict between students. During his first two years of medical school, August worked with the Fred Hutchinson Cancer Research Center and internationally, investigating HIV transmission among Peruvian sex workers, research he hopes to continue.
A desire to apply multi-disciplinary solutions to the complex challenges of global health has led August to complement his medical education with a broader skillset. He has been accepted to the MD/MPH program the UW School of Public Health, where he hopes to combine his research interests in Peru with a deeper understanding of epidemiology and biostatistics. Ultimately, August plans to return to Latin America to continue his work providing medical care to rural underserved populations.
KATHERINE QUERNA Katie earned her MSSW from Columbia University in 2008 and moved to Seattle to work in HIV/AIDS. She was recently a research fellow through the National Institutes of Health Institute of Translational Health Sciences (ITHS), and a member of institutional policy boards related to gender/sexuality related health and well-being disparities.
Katie’s research focuses on expanding conceptions of gender/sexuality with the aim of improving health via practice and policy interventions to promote pro-social behavior. She has taught in higher education and community settings for over 14 years. Katie also teaches adaptive yoga, and loves to dance, ski, and ride her bike.
B–1.1/204-17 Page 5 of 5 4/12/17 B–2
BOARD OF REGENTS MEETING
Monthly Safety Report
INFORMATION
This is an oral report for information only.
BACKGROUND
In March 2016, the Board of Regents established the Safety Update as a standing agenda item to highlight leading safety indicators at the University of Washington. The Safety Update item will focus primarily on the areas of employee, student and patient safety.
Beginning September 2016, the format for this standing item changed. In place of the monthly “indicator” report, President Cauce will provide a brief safety update to the Board with relevant highlights from the past month. In addition, an in-depth safety report will be provided to the board quarterly in four key areas: student safety, patient safety, environmental health and safety, and Safe Campus.
The report this month is a brief monthly update with relevant highlights from the past month. The next in-depth quarterly report will be presented in May 2017.
B–2/204-17 4/13/17 B–3 BOARD OF REGENTS MEETING
Governmental Affairs Advisory Committee Update
INFORMATION
For information only.
BACKGROUND
The University of Washington Governmental Affairs Advisory Committee was established in January 2014 as an advisory committee to the Board of Regents, its appropriate standing committees, and the University President, or his or her designee, on matters relating to the University's relationship to federal, state, and local governments and agencies.
As noted in the Board of Regents Governance, Standing Orders, Chapter 4, Section C, the Governmental Affairs Advisory Committee shall consist of no more than eight members to be appointed by the Board. The Chair, Vice Chair, and members shall be recommended by the Governance Committee and approved by the Board after consultation with the President of the University and his or her designee(s).
One or two of the appointed members shall be selected from the Board. The remaining appointed members shall be experienced professionals with relevant backgrounds.
There shall be a three-year term limitation for regent and non-regent members, renewable by the Board. Members will be asked to make a minimum commitment of three consecutive years, and shall serve at the pleasure of the Board.
As approved by the Board at meetings on October 9, 2014, and February 9, 2017, the Governmental Affairs Advisory Committee members are:
Regent Herb Simon (Chair) 10/1/14 to 9/30/17 Regent Joanne Harrell 10/1/14 to 9/30/17 Mike Egan 10/1/14 to 9/30/17 Jerry Grinstein 10/1/14 to 9/30/17 Lori Mattson 1/1/17 to 12/31/20 Rob McKenna 10/1/14 to 9/30/17 Tony Williams 10/1/14 to 9/30/17
B–3/204-17 4/13/17 Comparison of House and Senate 2017-19 Operating Budget Proposals
Budget FYI8 FY19 Total Passed Senate Floor $349.3 million $359.7 million $709 million Passed House Floor $364.4 million $391.6 million $756 million
SENATE HOUSE Faculty & Staff . $10.2 million to partially fund wage increases of . $38 million over the biennium to fund three 2 Compensation $500 per year per employee for faculty, percent wage increases for faculty and pro staff. professional staff, and represented employees. . $7.5 million to partially fund CBAs for represented . Rejects negotiated CBAs. employees at UW. Tuition . Maintains current resident undergraduate (RUG) . Freezes RUG tuition for the 2017-19 biennium and tuition policy, which allows increases of 2.2 provides 15.5 million to backfill estimated percent in FY18 and 2.0 percent in FY19. revenue from increases allowed by current law.
. $5.2 million cut to tuition waivers at the UW. . Does not reduce tuition waivers. Student Success . No funds to expand State Need Grant (SNG) to . $49.2 million to reduce unserved, eligible SNG & Financial Aid unserved, eligible students. students by 25 percent (~6,000 students). . No additional funds for student success efforts. . No additional funds for student success efforts. High Demand . $10.5 million for new RUG enrollments at all three . $6 million to expand Computer Science & Degrees campuses (70 percent of which would be in STEM Engineering enrollments in Seattle only. fields, and 30 percent in other fields).
UW School of . $10 million for WWAMI program continuation and . $5 million for WWAMI program continuation (for Medicine expansion of 10 additional slots in Spokane. 60 students in Spokane to continue to years three and four). No additional funding for expansion. . $6 million for research/programs at the Institute for Stem Cell and Regenerative Medicine (ISCRM). . No funding for ISCRM. UW School of . No additional funding for Regional Initiatives in . Nearly $2 million to add a second year of dental Dentistry Dental Education (RIDE) in Spokane. curriculum to the RIDE program in Spokane.
Other items (not . $1.05 million for maintenance and operations. . $2.3 million for maintenance and operations. an exhaustive list) . $3.2 million (one-time) for Special Olympics. . $2 million (one-time) for Special Olympics. . $3 million charge to UW tuition revenue to support OFM Central Services.
. $6 million Medical Aid cut for School Pub. Health.
Comparison of House and Senate 2017-19 Capital Budget Proposals
UW REQUESTS SENATE HOUSE* Seismic Improvements $25 million $10 million $14.5 million* Population Health Research Building $20 million $15 million $10 million Health Sciences T-wing $10 million $10 million $5 million Predesign & Design at UWT and UWB $3.5 million $0.5 million (UWT) $3 million (UWB) Parrington Hall Renovation $10 million $10 million $0 Burke Museum $24.2 million $24.2 million $24.2 million CAMCET $10 million $10 million $12.5 million College of Engineering Pre-Design $1 million $1 million $0
*The proposed House capital budget directs UW Building Account funds to CSE II ($7.5 million) and Seismic Improvements ($11.5 million of the $14.5 million total) B–3.1/204-17 ATTACHMENT 1 Page 1 of 1 4/13/17
April 11, 2017
The Honorable John Braun The Honorable Kevin Ranker Chair, Senate Ways & Means Ranking Member, Senate Ways & Means The Honorable Timm Ormsby The Honorable Bruce Chandler Chair, House Appropriations Ranking Member, House Appropriations
The Honorable Jim Honeyford The Honorable David Frockt Capital Budget Chair, Senate Ways & Means Assistant Ranking Member on Capital Budget
The Honorable Steve Tharinger The Honorable Richard DeBolt Chair, House Capital Budget Ranking Member, House Capital Budget
Dear Legislative Leaders:
We are grateful for your continued support for the University of Washington despite the many challenges facing you in this historic budget cycle. Both the Senate and House operating and capital budget proposals contain elements of critical funding to sustain our dual missions as a research institution and major point of access to higher education for the citizens of our state.
We would like to highlight some specific areas of importance in the proposed operating and capital budgets for your consideration as you begin deliberations toward a final compromise budget for the upcoming biennium.
Competitive Compensation for Faculty & Staff The high quality education offered by the UW requires sustained investment in talented faculty and staff who are dedicated to our public mission. In order to attract and retain quality educators and strengthen the UW’s educational experience, scholarship, and student success, we requested funding to invest in competitive compensation for our faculty and staff to better align with our peer institutions across the country. In addition, the UW has requested that the state appropriately fund our collective bargaining agreements which were negotiated in good faith with our employee union partners. These investments are absolutely essential to ensure that our
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employees can keep up with the ever rising cost of living in the Seattle and greater Puget Sound region.
The House proposal appropriately funds our represented UW employees and contains $38.0 million over the biennium to cover modest cost of living increases for our faculty and professional staff. The Senate’s budget proposal unfortunately falls short in providing adequate resources to help retain quality faculty, professional staff, and our represented employees. As negotiations progress, we urge legislative leaders to adopt funding levels to ensure that the UW can remain competitive and safeguard the continued quality of our student’s educational experience.
Increased Investment in the State Need Grant Together with our partners in higher education across the state, the UW supports increased investment in the State Need Grant (SNG) to improve college access, affordability and degree attainment for more Washington students. Last year, approximately 24,000 students in our state were eligible for the State Need Grant, but were unable to receive grant assistance due to insufficient funds.
We appreciate that the Senate proposal provides $37.6 million to hold low-income students harmless from the modest resident undergraduate tuition increases permitted by the tuition policy adopted by the legislature in the 2015 session. However, no additional funding is provided to cover eligible students who are currently unserved. In addition to allocating $23.5 million to maintain SNG services at 2015-17 levels, the House proposal also appropriates $49.2 million to decrease the number of unserved, eligible State Need Grant (SNG) students by 25 percent. We urge budget negotiators to recognize the need for increased investment in this proven program and provide funding at or above the House-proposed funding level to increase access to all pathways of higher education for low-income students across the state.
Sustainable Tuition Policy We commend the legislature for enacting legislation in 2015 that reduced tuition costs for Washington students. This was a welcome “reset” after several years of double-digit tuition increases enacted during the “Great Recession.” In order to help Washington families and institutions like the UW plan for the future, we believe the state should now adhere to a policy of predictable tuition increases accompanied by further state investments in higher education access and quality – particularly in areas like compensation and the State Need Grant.
The Senate budget assumes the continuation of current tuition policy, which would allow modest resident undergraduate tuition increases of 2.2 percent in FY18 and 2.0 percent in FY19. The House budget proposes a freeze in resident undergraduate tuition and would provide $15.5 million to the UW to backfill the difference between the tuition freeze and the increases allowed by current policy.
While we appreciate that the House proposal provides the UW with appropriate tuition backfill funding, we believe that the long-term interests of our institution and the families of our state are best served by adhering to the policy adopted just two years ago that allows for a modest,
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predictable rise in tuition, which reflects inflation and helps address the growing costs associated with maintaining quality higher education.
World-Class Health Sciences Education and Medical Research In response to the shortages in physicians and dentists prepared to serve rural communities in our state, we requested funding to grow our UW Medicine Regional Health Partnership with Gonzaga University in Spokane to 80 students and to provide bridge funding to begin expanding our Regional Initiatives in Dental Education (RIDE) curriculum in Spokane, which is a partnership with Eastern Washington University. In addition, the UW requested $6.0 million to support cutting-edge medical research at the UW’s Institute for Stem Cell and Regenerative Medicine (ISCRM) in Seattle.
We appreciate that the Senate budget included $10.0 million to expand our WWAMI Medical Education Partnership in Spokane and fully funded our request to support groundbreaking medical research at ISCRM in Seattle. The House budget included $5.0 million to fund the third and fourth years for our current cohort of 60 medical students in Spokane and funded our nearly $2.0 million request to expand the RIDE dental partnership to serve eastern and central Washington communities. We are hopeful that a robust combination of these investments will be included in the final budget to improve health care access throughout our state and advance breakthroughs in life-changing medical research.
Expanded Enrollments in High-Demand Fields A skilled and educated workforce is the foundation for a prosperous economy, and the UW plays a key role in preparing students to fill jobs in high-demand fields across our state. In response to the workforce needs of our state and region, as well as student demand, the UW requested funds to expand enrollments in a combination of programs across our three campuses that produce these graduates, but are operating at capacity. This includes additional slots at all three UW campuses in computer science, a variety of engineering programs, and cyber security operations.
The Senate proposal included $10.5 million in funding to expand enrollment slots for Washington students in STEM fields, which would include the degrees detailed in our original request. The House proposal included $6.0 million solely to expand the Computer Science and Engineering (CSE) program at the UW in Seattle. We are grateful that both budgets recognize the need to invest in additional high-demand degree opportunities. While expanding computer science enrollments is our first priority, we believe that the Senate approach would allow the UW to invest in a wider variety of programs across all our campuses, to help our employers and our state’s economy thrive with homegrown graduates.
Cuts to Worker Safety Outreach and Research We are concerned that the Senate budget proposes a significant cut of $6.2 million to Medical Aid-State Account funding for the UW’s Department of Environmental and Occupational Health Sciences. This proposed reduction, which would not save any money for the state’s general fund, would result in the closure of our Environmental Health Laboratory, which analyzes workplace chemical exposure samples for Washington-based companies. This successful program has been in place for decades and works with employers across the state to keep front-line workers safe
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and healthy. We ask that the final budget fully restore this funding to allow this important work to continue.
Maintenance and Operations Funding The UW requested $4.1 million in state support to maintain and operate four buildings that will be completed by or during the 2017-19 biennium, and that were previously funded with bond or cash assistance in the state capital budget. These buildings represent multiple biennia of state taxpayer investments and a wide array of academic, research, and public service activities. Failure to fund these requests would add to the UW’s deferred maintenance backlog and could jeopardize the long-term integrity of these significant state investments—potentially increasing long-term costs to the state and the University.
The House and Senate budgets both propose $2.1 million over the biennium to support our M&O requests. However, the Senate budget proposes reducing the General Fund-State (GFS) appropriation by half and replacing it with funding from the UW Building Account. The House would instead provide additional M&O funding intended for the Intellectual House, bringing the total to $2.3 million over the biennium. We request that the final budget fully fund M&O costs without relying on institutional building accounts, which are desperately needed to pay for our significant backlog of preventative maintenance work to keep buildings, utilities, and grounds in a safe operating condition for our students and staff. Funding M&O out of local building accounts also severely limits our ability to fund minor projects necessary to repair and preserve existing buildings and infrastructure.
Leasehold Excise Tax Correction The UW supports the ability of public property owners to pay for an assessment of property value. That assessed value can be used to claim a “credit” or cap on leasehold excise tax (LET), which was removed from state law by a 2013 bill. The unintended consequence of the 2013 deletion is that the UW now pays additional excise tax, upwards of $2.0 million per year, from the building account that pays for the UW’s repair and minor works projects. This account is critical, as it provides for repairs to roofing, plumbing, ventilation, and more. We ask the legislature to resolve this tax policy in 2017 by passing SB 5768.
Key Capital Investments We appreciate that both the House and Senate capital budget proposals would provide significant funding for priority capital projects at the UW, including funding for major seismic improvements on campus buildings, funding for our population health research and classroom facilities, and funding to complete the state’s Burke Museum on our Seattle campus. We are deeply concerned that the House proposal diverts nearly $20.0 million in funding from the UW Building Account, which funds long overdue maintenance and preservation projects on our campuses. We are hopeful that in addition to addressing this significant concern, the final capital budget will also fund growth planning at our Tacoma and Bothell campuses, expansion planning for Seattle’s College of Engineering, and renovation of Parrington Hall, home of the Evans School of Public Policy & Governance.
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We appreciate your continued support for the University of Washington and the higher education community, and we understand how difficult your choices will be in the coming weeks to move our state forward.
Thank you for your consideration.
CC: Sen. Mark Schoesler, Senate Majority Leader Sen. Sharon Nelson, Senate Minority Leader Speaker Frank Chopp, House of Representatives Rep. Dan Kristiansen, House Minority Leader Sen. Linda Wilson, Chair, Senate Higher Education Committee Sen. Guy Palumbo, Ranking Member, Senate Higher Education Committee Rep. Drew Hansen, Chair, House Higher Education Committee Rep. Jeff Holy, Ranking Member, House Higher Education Committee David Schumacher, Director, Office of Financial Management Byron Moore, Staff Coordinator, Senate Ways & Means Committee Charlie Gavigan, Staff Coordinator, House Appropriations Committee Melissa Palmer, Staff Coordinator, House Capital Budget Committee James Troyer, Chief of Staff, Senate Republican Caucus Claire Hesselholt, Chief of Staff, Senate Democratic Caucus Orlando Cano, Chief of Staff – House Democratic Caucus Lisa Fenton, Chief of Staff – House Republican Caucus
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B–4 BOARD OF REGENTS MEETING
Quarterly Compliance Report – Civil Rights/Employment
INFORMATION
For information only.
BACKGROUND
In November 2015, Elizabeth Cherry, Associate Vice Provost, Compliance and Risk Services, presented a report on the University’s new Structural Compliance Program. Over an 18-month cycle, the Board of Regents will receive a quarterly report from each of the six key institution-wide compliance areas:
• Research • Health & Safety • Financial • Information • Special Areas (e.g. global activities) • Civil Rights/Employment
The quarterly report for April 2017 is Civil Rights/Employment. Relevant information is included in the attachments.
Attachments 1. University of Washington Civil Rights/Employment Compliance 2. University of Washington Civil Rights/Employment Compliance Priority Item 1: Implementation of Student Conduct Code Revision 3. University of Washington Civil Rights/Employment Compliance Priority Item 2: Disability Services Governance Task Force
B–4/204-17 4/13/17 University of Washington Civil Rights/Employment Compliance
Overview
Opportunity, accessibility, diversity, equity, and inclusion are implicit in the mission of every public research institution – not just because they are reflected in laws and regulations – but because they provide an essential foundation for higher education’s primary functions: teaching, research, and service. University communities, including their students, employees, and patients, are supported by a broad group of civil rights mandates which include the Civil Rights Act, the Americans with Disabilities Act (ADA), and Title IX. Additional rights are conferred on faculty and staff by statutes such as the Fair Labor Standards Act, Age Discrimination in Employment Act, Family and Medical Leave Act (FMLA), and Consolidated Omnibus Budget Reconciliation Act (COBRA). Simply put, these laws and regulations support many of a university’s key objectives: hiring top faculty and researchers; ensuring equal access to programs, facilities, and financial aid; providing equitable treatment of patients in teaching and research hospitals; and offering students a welcoming learning environment.
The University of Washington takes it obligations under the spectrum of civil rights and employment laws seriously. Service provider units across all three campuses – including those in Human Resources, Academic Human Resources, Student Life, and Compliance Services – are staffed by subject matter experts. These professionals deploy the institution’s policies, procedures, and reporting and investigation mechanisms, to ensure that federal and state compliance mandates are observed.
Compliance is embedded in UW’s day-to-day operations, and its ethos is deeply rooted in the institution’s vision and values. Current initiatives and efforts demonstrate the University’s essential commitment to fairness, equality, and non-discrimination. Among many others, these include: the challenges articulated by the Race and Equity Initiative, the aspirations contained in the UW Diversity Blueprint, and the goals of the Brotherhood Initiative.
Compliance Services facilitates and supports compliance work across the institution by providing a unifying framework for the University’s diverse compliance obligations and subject matter experts. The framework is based on seven elements that characterize effective compliance programs: 1) leadership and oversight, 2) standards of conduct, policies and procedures, 3) education and outreach, 4) monitoring and auditing, 5) receiving reports and investigating, 6) accountability, incentives and corrective action, and 7) response and prevention.
Compliance Services convenes subject matter experts for facilitated assessments designed to identify strategies or initiatives that strengthen the maturity of the University’s compliance functions and emphasize continuous improvement.
B–4.1/204-17 ATTACHMENT 1 Page 1 of 3 4/13/17 Assessment
In February 2017, assessment sessions were held with civil rights and employment compliance subject matter experts representing areas across the institution: human resources (staff, faculty, and medical centers), disability services (staff, faculty, and students), enrollment and undergraduate admissions, and compliance services among them. Through those meetings, two priority items were identified for focused attention over the next 18 months: 1) implementation of a revised Student Conduct Code designed to keep pace with broad and evolving compliance requirements; and, 2) creation of a task force to examine governance and delivery of disability services provided to the University community.
The Civil Rights/Employment compliance assessment was led by: Elizabeth Cherry | Associate Vice Provost, Compliance and Risk Services Jill B. Lee | Executive Director, Compliance Services Erin F. Rice | Assistant Vice President, Campus HR Operations
Subject matter experts: Phil Ballinger | Associate Vice Provost for Enrollment & Undergraduate Admissions, Enrollment Management Beth Beam | Assistant Vice Chancellor, Organizational Excellence & Human Resources, UW Bothell Bree Callahan | Director, Disability Resources for Students (DRS) Ian Campbell | Manager, Disability Resources Office (DSO) Christina Chang | Assistant Vice President, University Advancement, Finance & Administration Peter Denis | Assistant Vice President, Labor Relations, Human Resources Trish Fiacchi | Director of Human Resources, UW Tacoma Rob Kosin | Assistant Attorney General, UW Division of the Attorney General’s Office Shelley Kostrinsky | Assistant Vice Provost for Academic Personnel, Office of the Vice Provost for Academic Personnel Kate Leonard | Title IX/ADA Coordinator, Compliance Services Ian Messerle | Manager, University Complaint Investigation and Resolution Office (UCIRO) Jackie Mynarski | Associate Athletic Director, Compliance, Intercollegiate Athletics (ICA) Jennifer Petritz | Director, UW Medicine Human Resources – Employee Relations Shari Spung | Director, Claim Services, Compliance and Risk Services Barb Van Ess | Director of Personnel Policy, Dean’s Office, UW School of Medicine Randy West | Executive Director, HR Compensation, Campus HR Operations Anne Winkelman | Director, Academic Human Resources
Summary of Priority Items
Priority Item 1: Implementation of Student Conduct Code Revision The UW maintains a code of student conduct to help foster a positive learning and living environment on its three campuses and in its educational programs. Effective implementation and application of the
B–4.1/204-17 Page 2 of 3 4/13/17 code as it applies to all types of misconduct – discriminatory and sexual harassment, intimate partner violence, sexual assault, stalking, and other behavioral, as well as academic, misconduct – is essential to preserving that environment. Compliance mandates, coupled with increasing national attention to the problem of sexual assault on college campuses and the needs of students participating in the conduct process, dictate the need for a revamped Student Conduct Code. Student Life and Compliance Services will lead a collaborative effort to implement the forthcoming student conduct code revision.
Priority Item 2: Disability Services Governance Task Force Every day, tens of thousands of people – faculty, staff, students, patients, and visitors – access University of Washington facilities, programs and services. University websites and online documents, classrooms and residence halls, research labs and offices, venues for sports and arts, and hospitals and clinics, should be accessible to anyone who uses them. While dedicated offices across the institution provide individual accommodations and work diligently to ensure accessibility, the large and decentralized nature of the University means that identifying and implementing systemic improvements is challenging. A task force will be convened to make recommendations for an operational structure that will effectively assess, prioritize and coordinate institution-wide strategic priorities for an inclusive and accessible campus environment.
B–4.1/204-17 Page 3 of 3 4/13/17 University of Washington Civil Rights/Employment Compliance Priority Item 1: Implementation of Student Conduct Code Revision
Challenge Statement The UW maintains a code of student conduct to help foster a positive learning and living environment on its three campuses and in its educational programs. Effective implementation and application of the code as it applies to all types of misconduct – discriminatory and sexual harassment, intimate partner violence, sexual assault, stalking, and other behavioral, as well as academic, misconduct – is essential to preserving that environment. Processes and procedures for code enforcement must comply with applicable federal and state laws and regulations, be prompt and equitable, and utilize the expertise of faculty and staff process partners across the University. Compliance mandates, coupled with increasing national attention to the problem of sexual assault on college campuses and the needs of students participating in the conduct process, dictate the need for a revamped Student Conduct Code.
Context At universities across the country, there has been a renewed focus on student conduct processes, especially with regard to sexual misconduct. For the last year – at the direction of the Title IX Steering Committee and UW senior leadership – Student Life and Compliance Services have engaged in extensive work with external experts and close collaboration with faculty governance entities to review and approve revisions to the Student Conduct Code. These efforts also include the development of companion University policies that further clarify the conduct process for students and facilitate future updating and improvement. The overarching goal of this code revision and policy development endeavor is to devise a Student Conduct Code process that better serves students by making it more clear, streamlined and responsive.
The UW’s Student Conduct Code articulates a shared understanding of expected behavior, and the process for addressing and resolving complaints that a UW student has engaged in behavior that violates standards of conduct. A conduct system that is student-centered and trauma-informed, and provides ample notice and opportunities to be heard, is better for students and outcomes; it also fulfills the compliance mandates of the Washington Administrative Procedure Act, Title IX, and the Violence Against Women Act.
Mitigation Plan The implementation of a revised Student Conduct Code is a complex, multi-faceted effort. Student Life and Compliance Services will continue to collaborate with leadership, faculty and staff, student conduct offices, and other service providers across the three UW campuses to: • Determine necessary resources, and administrative and operational procedures, that support the new conduct code set out in a forthcoming provision of the Washington Administrative Code (Chapter 478-121 WAC), and University companion policies (Chapter 209 and 210 (Student Governance and Policies));
B–4.2/204-17 ATTACHMENT 2 Page 1 of 2 4/13/17 • Ensure functional integration of the new code into schools, colleges, and programs across the institution, including those that have specialized professional or program conduct codes, for example study abroad programs and the medical school; • Create and coordinate delivery of education and outreach for students on the code process, how to make a complaint about student misconduct, and related resources; and, • Develop a plan for a continuous cycle of monitoring and review to assess the effectiveness of the new conduct code, and to facilitate future process improvements.
Project Leads Jill Lee | Executive Director, Compliance Services Ellen Taylor | Associate Vice President, Office of the Vice President for Student Life
Sample of Relevant Laws and Regulations Federal • Title IX of the Education Amendments of 1972: 20 U.S.C. § 1681 • Violence Against Women Act of 1994: 42 U.S.C. § 13925 et seq., as amended
State • Administrative Procedure Act (APA): Chapter 34.05 RCW
B–4.2/204-17 Page 2 of 2 4/13/17 University of Washington Civil Rights/Employment Compliance Priority Item 2: Disability Services Governance Task Force
Challenge Statement Every day, tens of thousands of people – faculty, staff, students, patients, and visitors – access University of Washington facilities, programs and services. University websites and online documents, classrooms and residence halls, research labs and offices, venues for sports and arts, and hospitals and clinics, should be accessible to anyone who uses them. While dedicated offices across the institution provide individual accommodations and work diligently to ensure accessibility, the large and decentralized nature of the University means that identifying and implementing systemic improvements is challenging. UW needs an operational structure that can effectively assess, prioritize and coordinate institution-wide strategic priorities for an inclusive and accessible campus environment.
Context The Americans with Disabilities Act (ADA) and the Rehabilitation Act of 1973 prohibit discrimination and ensure that persons with disabilities have equal opportunity and equal access to employment, state and local government services, public accommodations (e.g., restaurants, places of lodging, retail establishments, social service organizations, etc.), commercial facilities, and transportation.
A decentralized network of accessibility and disability accommodation service providers operate across the University, including: Disability Resources for Students, Disability Services Office, ADA Coordinator, Facilities Services, and the Accessible Technologies division of UW-IT. These providers, along with their counterparts at UW Bothell and UW Tacoma, are responsible for carrying out the mandates of relevant laws and regulations. A group of them recently assessed the current state of service delivery to individuals with disabilities and discussed opportunities for improvement. They are developing recommendations for improving the effectiveness, efficiency, and coherence of service delivery – some of which can be implemented immediately, and some of which will require institution-level assessment and prioritization.
Mitigation Plan A task force, with appropriate representation from across the institution, will be convened to: • Review peer institutions’ best practices for creating an inclusive and accessible campus environment • Review charters and memberships of existing disability-related UW boards and committees, and their reporting systems, and make recommendations for streamlining and improvement • Recommend organizational placement, authority, and a structure for service delivery that will effectively assess, prioritize and coordinate institution-wide strategic priorities
B–4.3/204-17 ATTACHMENT 3 Page 1 of 2 4/13/17 Project Leads Elizabeth Cherry | Associate Vice Provost, Compliance and Risk Services Phil Reid | Vice Provost for Academic and Student Affairs and Deputy Chief Information Officer
Sample of Relevant Laws and Regulations Federal • Americans with Disabilities Act (ADA): 42 U.S.C. § 12101 et seq. • Section 504 of the Rehabilitation Act of 1973: 29 U.S.C. § 701 et seq.
State • Discrimination – Human rights commission: Chapter 49.60 RCW
B–4.3/204-17 Page 2 of 2 4/13/17 B–5 BOARD OF REGENTS MEETING
Diversity, Equity, and Inclusion Advisory Committee Update
INFORMATION
This item is for information only.
The Diversity, Equity, and Inclusion Advisory Committee Chair, Regent Joanne Harrell, will provide an update on the work of the Committee.
BACKGROUND
In May 2016, the Board of Regents established the Diversity, Equity, and Inclusion Advisory Committee. According to Board of Regents Governance, Standing Orders, Chapter 4, Advisory Committees of the Board of Regents, the function of this committee is to advise the Board or its appropriate standing committee and the University President, or his or her designee, on matters relating to diversity, equity, and inclusion for faculty, students, staff, and in procurement and contracting.
Committee Members Name Term Joanne Harrell Regent, Committee Chair 10/1/16 to 9/30/17 Rogelio Riojas Regent, Committee Vice Chair 10/1/16 to 9/30/17 Aretha Basu UW Bothell student 10/1/16 to 9/30/17 Ana Mari Cauce University President serves ex officio Mari Clack Community Member 10/1/16 to 9/30/19 William Covington UW School of Law Faculty 10/1/16 to 9/30/19 Colleen Fukui-Sketchley UW Foundation Board 10/1/16 to 9/30/19 Jeremy Jaech Regent 10/1/16 to 9/30/17 Constance Rice Regent 10/1/16 to 9/30/17 Norma Zavala Community Member 10/1/16 to 9/30/19
B–5/204-17 4/13/17 UW Board of Regents
Full Board Meeting April 2017
Patrick M. Shanahan Chair, Board of Regents
April 13, 2017 Page 1 of 5 Environment OLY WDC Funding…advocating support to higher education
Activism…foster safe, open debate
Health Care…enable access, quality & affordability
Diversity and Inclusion…make progress
Immigration Crisis…find solutions
2 April 13, 2017 Page 2 of 5 Leadership | WE > ME
Bill Constance Rice Ayer Zoe Tanya Regent Regent & ASA Comm. Chair Barsness Kumar Chair, President, Joel Rogelio Faculty Senate ASUW Bothell Ana Mari Riojas Cauce Benoliel Regent President Regent Daniele Berkan Kristi Pat Menez Koroglu Shanahan President, ASUW President, Blake ASUW Bothell Board Chair Regent Jerry Baldasty Joanne Herb Elloise Clyde Provost Harrell Simon Kim Walker Regent Regent President, GPSS President, UW Alumni Association Jeremy Austin Jeff Jaech Wright- Scott Board Vice Pettibone EVP, F&A Chair & FAM Regent Comm. Chair
3 April 13, 2017 Page 3 of 5 Our Plan | Be the best public University in the world as measured by IMPACT
Lead > Innovation Imperative > Race and Equity > Population Health
Excel > Faculty recruitment and retention > Student access and excellence > Staff leadership development and retention
Advance > Campaign > Government Relations
Transform > Administrative structure > Transforming administration program > Tri-campus coordination > UW Medicine What we care about can change the world 4 April 13, 2017 Page 4 of 5 Open Public Comment
The Board of Regents welcome your comments and input.
> The Board of Regents will provide a ten-minute public comment period at the beginning of each regular meeting of the Board. > Speakers will be allowed up to two minutes each for their comments with preference given to those who sign up in advance and before the start of the meeting.
April 13, 2017 Page 5 of 5