June 4, 2015
TO: Members of the Board of Regents Ex Officio Representatives to the Board of Regents
FROM: Joan Goldblatt, Secretary of the Board of Regents
RE: Schedule of Meetings
WEDNESDAY, JUNE 10, 2015
THE DINNER MEETING SCHEDULED ON WEDNESDAY, JUNE 10, IS CANCELED.
THURSDAY, JUNE 11, 2015
8:30 to 10:35 a.m. 142 Gerberding Hall FINANCE AND ASSET MANAGEMENT COMMITTEE: Regents Shanahan (Chair), Blake, Harrell, Smith
*10:50 a.m. to 12:05 p.m. 142 Gerberding Hall ACADEMIC AND STUDENT AFFAIRS COMMITTEE: Regents Jaech (Chair), Brown, Rice, Riojas, Simon
12:30 p.m. Petersen Room REGULAR MEETING OF BOARD OF Allen Library REGENTS
*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, preferably at least 10 days.
1.1/206-15 6/11/15 UNIVERSITY OF WASHINGTON BOARD OF REGENTS
Finance and Asset Management Committee Regents Shanahan (Chair), Blake, Harrell, Smith
June 11, 2015 8:30 to 10:35 a.m. 142 Gerberding Hall
Approval of Minutes of Committee Meeting on May 14, 2015 COMMITTEE ACTION
1. UW One Capital Plan INFORMATION F–1 Paul Jenny, Senior Vice President, Office of Planning and Management
2. Efficiency Report: Leadership Development for Information INFORMATION F–2 Technology Leaders Across the UW Kelli Trosvig, Vice President and Chief Information Officer, UW Information Technology Joe Shelley, Assistant Vice Chancellor and CIO, UW Bothell Information Technologies Jenni Laughlin, EDMS Senior Project Leader, UW Information Technology Roland Lai, Director of IT Services, Department of Surgery
3. University of Washington Business Diversity Program INFORMATION F–3 Angela Battle, Director, Business Diversity Program, Planning & Management Jim Evans, Assistant Director, Capital Projects Office Robert Stickney, Associate Vice President (Interim), Capital Projects Office
4. 2018 Seattle Campus Master Plan INFORMATION F–4 Rebecca Barnes, Associate Vice Provost, Campus/Capital Plan, Office of the University Architect, Planning & Management Theresa Doherty, Senior Project Director, Campus Master Plan, Planning & Management
5. UW Investment Committee (UWINCO) Update INFORMATION F–5 Keith Ferguson, Chief Investment Officer
6. Approve Resolution to Issue General Revenue Obligations for ACTION F–6 University Projects and for Refunding Purposes Chris Malins, Associate Vice President, Treasury Bill Starkey, Senior Associate Treasurer, Treasury
1.2.1/206-15 6/11/15 AGENDA – Finance and Asset Management Committee Meeting on June 11, 2015 Page 2
7. Audit Advisory Committee Update INFORMATION F–7 Kristi Blake, Audit Advisory Committee Chair, Regent
8. Other Business
1.2.1/206-15 6/11/15 UNIVERSITY OF WASHINGTON BOARD OF REGENTS
Academic and Student Affairs Committee Regents Jaech (Chair), Brown, Rice, Riojas, Simon
June 11, 2015 10:50 a.m. to 12:05 p.m. 142 Gerberding Hall
Approval of Minutes of Committee Meeting on May 14, 2015 COMMITTEE ACTION
1. Academic and Administrative Appointments ACTION A–1 Gerald J. Baldasty, Interim Provost and Executive Vice President
2. Granting of Degrees for 2014-15 ACTION A–2 Gerald J. Baldasty, Interim Provost and Executive Vice President
3. Honorary Degree – Christine O. Gregoire ACTION A–3 Gerald J. Baldasty, Interim Provost and Executive Vice President
4. UW Medicine Board Reappointments and New Appointments ACTION A–4 Paul G. Ramsey, CEO, UW Medicine and Dean of the School of Medicine
5. Institute for Health Metrics and Evaluation Board New ACTION A–5 Appointment and Reappointments Paul G. Ramsey, CEO, UW Medicine and Dean of the School of Medicine
6. Services and Activities Fee – University of Washington, Bothell: ACTION A–6 2015-16 Reduction of Fees, Distribution of Fees, Allocation of Funds, and SAF Guidelines Revisions Wolf Yeigh, Chancellor, UW Bothell Scott Crane, Chair, UW Bothell Services and Activities Fee Committee; Senior, Community Psychology Jasmine Giles, Vice Chair, UW Bothell Services and Activities Fee Committee; Junior, Society, Ethics & Human Behavior George Theo, Dean of Student Affairs, UW Bothell
7. Services and Activities Fee – University of Washington, Seattle: ACTION A–7 2015-16 Operating and Capital Allocations, and SAF Guidelines Denzil Suite, Vice President for Student Life Mac Zellem, Chair, Services and Activities Fee Committee; Junior, Economics and International Studies
1.4.1/206-15 6/11/15 AGENDA – Academic and Student Affairs Committee Meeting on June 11, 2015 Page 2 8. Services and Activities Fee – University of Washington, Tacoma: ACTION A–8 2015-16 Distribution of Fee and Allocation of Funds Mark Pagano, Chancellor, UW Tacoma Cedric Howard, Vice Chancellor, UW Tacoma Niko Ahkiong, Chair, UW Tacoma Services and Activities Fee Committee; Senior, Ethnic, Gender, and Labor Studies Kathy Nguyen, Vice Chair, UW Tacoma Services and Activities Fee Committee; Junior, Business Administration
9. RAINN ‘EM IN INFORMATION A–9 Marnie Brown, Student Regent; Graduate Student, Accounting Bryce Ellis, Senior, Law, Societies and Justice; Communications Kelly Hostetler, Program Manager for Community Environment and Planning, Urban Design and Planning
10. Childcare at the University of Washington INFORMATION A–10 Marnie Brown, Student Regent; Graduate Student, Accounting Amy Hawkins, Director, WorkLife and Childcare Access, Human Resources Jennifer Kirk, Graduate Student, Biostatistics Brandon Ray, Graduate Student, Atmospheric Sciences
11. Other Business
1.4.1/206-15 6/11/15 AGENDA
BOARD OF REGENTS University of Washington
June 11, 2015 12:30 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
Legislative Session Update (Information only) B–1 Genesee Adkins, Director of State Relations Sarah Hall, Assistant Vice Provost, Planning & Budgeting
Board of Regents Resolution of Appreciation to Marnie Brown (Action) B–2 Bill Ayer, Chair of the Board of Regents
VI. REPORT OF THE CHAIR OF THE BOARD OF REGENTS: Regent Ayer
Charge to the Presidential Search Advisory Committee (Action) B–3 Bill Ayer, Chair of the Board of Regents
VII. REPORT OF THE UNIVERSITY PRESIDENT: President Cauce
VIII. CONSENT AGENDA
Approval of Minutes of Meeting of May 14, 2015
Approval of Minutes of Special Meetings of May 4, May 5, May 11, and May 26, 2015
Granting of Degrees for 2014-15 A–2
1.1.1/206-15 6/11/15 AGENDA – Board of Regents Meeting on June 11, 2015 Page 2 Honorary Degree – Christine O. Gregoire A–3
UW Medicine Board Reappointments and New Appointments A–4
Institute for Health Metrics and Evaluation Board New Appointment and A–5 Reappointments
Services and Activities Fee – University of Washington, Bothell: 2015-16 A–6 Reduction of Fees, Distribution of Fees, Allocation of Funds, and SAF Guidelines Revisions
Services and Activities Fee – University of Washington, Seattle: 2015-16 A–7 Operating and Capital Allocations, and SAF Guidelines
Services and Activities Fee – University of Washington, Tacoma: 2015-16 A–8 Distribution of Fee and Allocation of Funds
Approve Resolution to Issue General Revenue Obligations for University F–6 Projects and for Refunding Purposes
IX. STANDING COMMITTEES
A. Academic and Student Affairs Committee: Regent Jaech – Chair
Academic and Administrative Appointments (Action) A–1
RAINN ‘EM IN (Information only) A–9
Childcare at the University of Washington (Information only) A–10
B. Finance and Asset Management Committee: Regent Shanahan – Chair
UW One Capital Plan (Information only) F–1
Efficiency Report: Leadership Development for Information Technology F–2 Leaders Across the UW (Information only)
University of Washington Business Diversity Program (Information only) F–3
2018 Seattle Campus Master Plan (Information only) F–4
UW Investment Committee (UWINCO) Update (Information only) F–5
Audit Advisory Committee Update (Information only) F–7
1.1.1/206-15 6/11/15 AGENDA – Board of Regents Meeting on June 11, 2015 Page 3
X. REPORTS TO THE BOARD
Faculty Senate Chair – Professor Kate O’Neill
Student Leaders: ASUW President – Ms. Christina Xiao GPSS President – Ms. Alice Popejoy ASUW Tacoma President – Ms. Jocelyn Patterson ASUW Bothell President – Mr. James Anderson
Alumni Association President – Dr. Roy Diaz
XI. DATE FOR NEXT REGULAR MEETING: Thursday, July 9, 2015
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
1.1.1/206-15 6/11/15 OFFICIAL MINUTES
M I N U T E S
BOARD OF REGENTS University of Washington
June 11, 2015
The Board of Regents held its regular meeting on Thursday, June 11, 2015, beginning at 12:30 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 Ayer called the meeting to order at 12:30 p.m.
He mentioned the Awards of Excellence Ceremony would begin at 3:30 p.m. in Meany Hall.
Regent Ayer said June is the last regular meeting for the student leaders and thanked ASUW President Christina Xiao, GPSS President Alice Popejoy, ASUW Bothell President James Anderson, and ASUW Tacoma President Jocelyn Patterson for their service to the University, adding the University is extraordinarily fortunate to have such a high caliber of student leaders and their contributions to the Board are valued. The June meeting is Regent Marnie Brown’s last regular Board meeting. Governor Inslee appointed Vanessa Kritzer as the 2015-16 student member of the Board. The UWAA President and Faculty Senate Chair serve through July.
ROLL CALL
Assistant Secretary Tennant called the roll: Present were Regents Ayer (chairing), Blake, Brown, Jaech, Rice, Riojas, Shanahan, Simon, and Smith; President Cauce, Provost Baldasty, Ms. Warren, Ms. Goldblatt; ex officio representatives: Professor O’Neill, Ms. Popejoy, Ms. Xiao, and Dr. Diaz.
Absent: Regent Harrell
CONFIRM AGENDA
The agenda was confirmed as presented.
PUBLIC COMMENT PERIOD
Regent Ayer announced no-one had signed up to provide public comment. BOARD OF REGENTS 2 June 11, 2015
BOARD ITEMS
Legislative Session Update (Information only) (Item no. B–1)
Sarah Hall, Assistant Vice Provost for Planning & Budgeting, presented an update on the state budget. She described the operating budgets released by the House and Senate since the last meeting of the Board. A summary of the basic provisions of each of the “offer” budgets is in Regents’ packets and attached to these minutes. Ms. Hall highlighted: 1) Tuition 2) Compensation 3) Provisos
Genesee Adkins, Director of State Relations, summarized the legislative process during the second special session. She described some of the potential impacts to WWAMI of both offers. She said she appreciates the Regents’ continued engagement. The second special session ends on June 27, but the Governor could call a third special session to begin on June 28, if needed. If the legislature does not complete its work before July 1, the government could shut down. This is unlikely, but the University is prepared for this occurrence.
See Attachment B–1.
Board of Regents Resolution of Appreciation to Marnie Brown (Action) (Item no. B– 2)
Regent Ayer read a resolution to Regent Marnie Brown, whose one year term as the student member of the Board ends on June 30, and called for a vote.
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 Resolution of Appreciation to Marnie Brown. Regent Brown abstained from the vote.
Regent Brown thanked the members of the Board for the opportunity to serve with them. She praised the dedication of the Board to the University. Regent Ayer thanked Regent Brown, and said she kept Board members focused on students, as they should be.
See Attachment B–2.
REPORT OF THE CHAIR OF THE BOARD OF REGENTS: Regent Ayer
Regent Ayer reported on the Presidential Search. He stated his plans to keep everyone up-to-date on the progress of the search at each meeting, and invited UW Bothell Chancellor Emeritus Kenyon Chan, Chair of the Presidential Search Committee, to join BOARD OF REGENTS 3 June 11, 2015 the Board at the table to deliver the report. Following Chancellor Chan’s report, Regent Ayer will ask the Board to approve the Charge to the Committee.
Regent Ayer reported last month the Board approved hiring an executive search firm. UW was unable to reach agreement on contract terms with that firm. Regent Ayer said he was pleased to announce UW reached agreement with John Thornburgh, senior partner at Witt/Kieffer, to serve as the search consultant, with a fixed fee contract. Mr. Thornburgh recently spent time on campus and joined the Committee at its kick-off meeting on Wednesday, June 10. An updated list of the committee members is Regents’ packets, including the names of the five student members.
Chancellor Chan said the search is well on its way and energized. The 28-member search committee held its first meeting with 26 members in attendance. The meeting included a briefing from Karin Nyrop, UW Division Chief of the Attorney General’s office. The Committee, with Mr. Thornburgh, reviewed the search process and calendar challenges. They started the task of developing a leadership profile by outlining the current state of the University and identifying the leadership qualities necessary in the next president. This leadership profile will serve as the guiding document for the search. Regents will be asked to approve this at the next meeting.
During the past weeks, Regents and search committee members reached out to the UW community to hear their thoughts and opinions about the search and leadership needs. Regents hosted open forums, including at UW Bothell and UW Tacoma. These open forums were well-attended by faculty, staff, and students. Meetings were held with all levels of the University’s administration, as well as with faculty and student leaders from all three campuses. Regents interviewed key state government leaders and held useful conversations about the search. A Catalyst survey was launched to gather input. Future listening meetings will be held for UW Alumni and Foundation Board members and for community members in the Spokane area. The Committee has developed an aggressive calendar. All the conversations have led to a consistent message, which Chancellor Chan said was a good sign of the health of the University. There is agreement about where the University is and where it needs to go, and about the leadership qualities necessary in the next president. Following creation and approval of the leadership profile, the Committee will place ads then identify, contact, and recruit candidates. They hope to begin conducting interviews by the end of the summer.
Regent Jaech praised Chancellor Chan’s work as Chair of the Committee. Regent Blake said she was pleased by the level of engagement of committee members.
Regent Ayer requested a motion to approve the Charge to the Presidential Search Advisory Committee. Regents received a draft for advance review and the Committee discussed it at its meeting and made no changes to the draft.
Charge to the Presidential Search Advisory Committee (Action) (Item no. B–3)
MOTION: Upon the recommendation of the Chair of the Board and the motion made by Regent Simon, seconded by Regent Brown, the Board voted to approve the Charge to the Presidential Search Committee. BOARD OF REGENTS 4 June 11, 2015
See Attachment B–3.
Regent Ayer thanked the Regents for making calls to hear from members of the UW community, including elected officials. He commented the outreach by Regents yielded valuable input and was very much appreciated by the people who were asked to share their thoughts. He praised the thoughtful and inclusive process.
Meanwhile, Regent Ayer said, the University is in extremely capable hands, with President Cauce’s leadership. She is keeping up a fast pace with academic year-end events and activities, with lots more to come. She will preside over commencements this weekend, shaking thousands of hands. The Board continues to be grateful to her for her willingness to take on this role at a critical time.
Regents look forward to celebrating the achievements of thousands of graduating students, along with their friends and families, at commencement ceremonies this weekend for all three campuses.
REPORT OF THE UNIVERSITY PRESIDENT: President Cauce
President Cauce said commencement ceremonies would be special for her as President. This is UW’s largest graduating classes, with almost 16,000 degrees awarded, including 1,600 each at UW Bothell and Tacoma. And it is also the highest number of graduates participating in commencement ceremonies. Many students attend their department or college graduations, but will also “walk” in the large ceremony. About 6,000 students will participate in the Seattle ceremony at Husky Stadium, with about 40,000 friends and family members in the audience.
President Cauce praised UW’s exceptional students, faculty, and staff who will be recognized at the Awards of Excellence Ceremony later in the afternoon.
She echoed Regent Ayer’s thanks to the outgoing student leaders Marnie Brown, Christina Xiao, Alice Popejoy, Jocelyn Patterson, and James Anderson, and said they worked together to make the University a better place. She praised the great three-way relationship between the Faculty Senate, student leaders, and the administration. Even with creative tension, they worked together in partnership on key priorities.
She believes the current legislature has an unprecedented focus on higher education. She hopes undergraduate resident tuition will remain at the same rate or be lowered, with a reasonable amount of backfill.
She congratulated the National Champion UW’s Men’s Crew team. UW is the first program to win five consecutive men’s varsity, and eight total, national championships. She is especially proud of the 26 rowers who were named to Pac-12 men’s all-academic teams. These athletes are students first.
BOARD OF REGENTS 5 June 11, 2015 President Cauce said UW is the “Big Dawg,” but she sees an opportunity to reach out to people who view the UW as “distant” and convince them to be friends of the University.
Regent Ayer added that it takes humble leadership leading the outreach efforts to make an impact and change UW’s reputation favorably.
CONSENT AGENDA
Regent Ayer noted there were ten items for approval on the consent agenda, and called for a motion. Regents discussed these items in committees earlier in the day and they received unanimous approval.
MOTION: Upon the recommendation of the Chair of the Board the Board, the Board voted to approve the ten items on the consent agenda as shown below:
Minutes for the meeting on May 14, 2015
Minutes for the special meetings on May 4, 5, 11, and 26, 2015
Granting of Degrees for 2014-15 (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 degrees to those individuals who, in the judgment of the faculty, have satisfied the requirements for their respective degrees during the 2014-15 academic year.
See Attachment A–2.
Honorary Degree – Christine O. Gregoire (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 Laws degree to Christine O. Gregoire, former governor of the State of Washington and long-time public servant.
See Attachment A–3.
UW Medicine Board Reappointments and New Appointments (Agenda no. A–4)
It was the recommendation of the Chair of the Board of Regents and the Academic and Student Affairs Committee that the Board of Regents make the following reappointments and new appointments to the UW Medicine Board.
Reappointments Alan Frazier 7/1/2015 through 6/30/2018 Richard Jones 7/1/2015 through 6/30/2018 New Appointments BOARD OF REGENTS 6 June 11, 2015 Toni Hoover 7/1/2015 through 6/30/2018 Bruce Pym 7/1/2015 through 6/30/2018
See Attachment A–4.
Institute for Health Metrics and Evaluation Board New Appointment and Reappointments (Agenda no. A–5)
It was the recommendation of the University President and the Academic and Student Affairs Committee that the Board of Regents make the following new appointment and reappointments to the Institute for Health Metrics and Evaluation (IHME) Board:
New Appointment Nafsiah Mboi June 1, 2015 through June 30, 2017 Reappointments Julio Frenk June 1, 2014 through June 30, 2017 Jane Halton June 1, 2014 through June 30, 2017 David Roux June 1, 2014 through June 30, 2017
See Attachment A–5.
Services and Activities Fee – University of Washington, Bothell: 2015-16 Reduction of Fees, Distribution of Fees, Allocation of Funds, and SAF Guidelines Revisions (Agenda no. A–6)
It was the recommendation of the administration and the Academic and Student Affairs Committee that the Board of Regents approve for the University of Washington, Bothell:
1. Recommended Services and Activities Fee (SAF) Budget for 2015-16, which is inclusive of spending authority on excess fees; 2. Recommended use of long-term funds in the amount of $56,378; 3. Recommended the reduction of the SAF annual fee from $130 per quarter to $89 per quarter; and 4. Recommended approval of SAF bylaw revisions.
See Attachment A–6.
Services and Activities Fee – University of Washington, Seattle: 2015-16 Operating and Capital Allocations, and SAF Guidelines (Agenda no. A–7)
It was the recommendation of the administration and the Academic and Student Affairs Committee that the Board of Regents approve for the Seattle campus:
1. Raising the Student & Activity (S&A) Fee level for 2015-16 from $130 per full-time student per quarter to $131. 2. Allocating $15,910,758 (operating: $15,670,531; capital: $240,227) for 2015-16 S&A Fee operating and capital funds. BOARD OF REGENTS 7 June 11, 2015 3. Allocating up to $340,000 from the accrued interest from the S&A Fee Fund Balance to fund one-time and non-recurring Innovation Fund grants to units to develop areas of growth and/or opportunities to research potential alternatives to current operations. 4. Decreasing the Student Facilities Renovation Fee (i.e., the Husky Union Building, Hall Health Primary Care Center, and Ethnic Cultural Center bond) from $84 per quarter to $73. 5. The S&A Fee Committee will maintain one year’s debt service ($7,398,522) in the fund balance for the Student Facilities Renovation Fee. Remaining funds over one year’s debt service will go to early debt retirement. 6. Allocating $61,755 from the S&A Fee Fund Balance to the 6 units who requested “bridge funding” to mitigate the minimum wage increase between January 1 and June 30, 2015. 7. Modifying the UW-Seattle S&A Fee Guidelines.
See Attachment A–7.
Services and Activities Fee – University of Washington, Tacoma 2015-16 Distribution of Fee and Allocation of Funds (Agenda no. A–8)
It was the recommendation of the administration and the Academic and Student Affairs Committee that the Board of Regents approve the following Services and Activities Fee proposals for the University of Washington, Tacoma:
1. no increase in the Services and Activities Fee for academic year 2015-16; 2. the distribution of Services and Activities Fee for 2015-16; and 3. the operating budgets and expenditures recommended for 2015-16.
See Attachment A–8.
Approve Resolution to Issue General Revenue Obligations for University Projects and for Refunding Purposes (Agenda no. F–6)
It was the recommendation of the administration and the Finance and Asset Management Committee that the Board of Regents approve:
1. A resolution to allow for the issuance of General Revenue obligations through July 31, 2016 for the following purposes: a. the issuance of General Revenue Bonds not to exceed $210 million; b. the issuance of General Revenue Bonds and interim financing to provide for the refinancing of debt of a University affiliate; and c. The refunding of any existing debt issued by or on behalf of the University that provides an economic benefit. 2. The funding plan for fiscal year 2016 to include use of the Capital Assets Pool (CAP), remaining bond proceeds, and debt; and 3. Delegation to the President or her designee the authority to proceed with the issuance of the bonds, to establish all other terms of the bonds, and to execute other documents and approvals as required to complete the transactions.
BOARD OF REGENTS 8 June 11, 2015 See Attachment F–6.
STANDING COMMITTEES
ACADEMIC AND STUDENT AFFAIRS COMMITTEE: Regent Jaech, Chair
Academic and Administrative Appointments (Agenda no. A–1) (Action)
At the request of Regent Jaech, Provost Baldasty said there was a spectacular group of new hires. He highlighted the endowed appointment of Marina Alberti, awarded the Glazer Professorship, and the appointment of Chadwick Allen, in the department of English, holder of the Stark University Professorship. Professor Allen is a nationally recognized leader in Native American and indigenous literature and culture.
MOTION: Upon the recommendation of the administration and the motion made by Regent Jaech, the Board voted to approve the personnel appointments. Regent Brown abstained from the vote.
See Attachment A–1.
Regent Jaech said the Academic and Student Affairs Committee was “hugely productive,” approving eight items.
RAINN ‘EM IN (Agenda no. A–9) (Information only)
This presentation was on an activity in support of the Rape Assault Incest National Network (RAINN). Sexual assault prevention was a topic introduced last year and carried forward. This program is a clever way to raise money to help victims, and also to raise awareness and stimulate conversations about this difficult topic.
See Attachment A–9.
Childcare at the University of Washington (Agenda no. A–10) (Information only)
The presentation began a conversation around the thorny issue of childcare which affects multiple communities at the University – students, faculty, and staff. Regents heard results of a student survey. They heard from a student-parent about his childcare challenges. Amy Hawkins, the Director of Worklife and Childcare Development, who started work at UW in January to focus on childcare access, reported on current efforts. Her mission is to create a child-friendly culture at UW, to communicate about programs which already exist, and to increase the amount and variety of options. The Faculty Senate passed a resolution in support of increased childcare on campus. This is an important issue
See Attachment A–10.
FINANCE AND ASSET MANAGEMENT COMMITTEE: Regent Shanahan, Chair BOARD OF REGENTS 9 June 11, 2015
Regent Shanahan said the Committee had been very intentional about its agenda, and is looking forward to working on items affecting affordability.
UW One Capital Plan (Agenda no. F–1) (Information only)
See Attachment F–1.
Efficiency Report: Leadership Development for Information Technology Leaders Across the UW (Agenda no. F–2) (Information only)
At each meeting the committee recognizes a best practice or high performing unit. Kelli Trosvig, Vice President for UW Information Technology, and Chief Information Officer, reported on the Leadership Development Program in UW IT, which positively affects retention and succession planning, and develops staff with minimal financial investment. This is a model for how to continue to invest in the high quality staff at the University and motivate and attract new staff.
See Attachment F–2.
University of Washington Business Diversity Program (Agenda no. F–3) (Information only)
Regent Shanahan said business diversity is an important subject. There has been feedback that UW hasn’t been progressive in this area in the past and has not seen results people might expect. This was an informative update during which Regents learned that although the bar may not be set as high as we would like, UW is outperforming its peers. There is a significant amount of effort put into the process, planning, and engagement with the community. Going forward, Regents will receive an update on the real numbers and stories about the outreach and engagement with women and minority business owners.
See Attachment F–3.
2018 Seattle Campus Master Plan (Agenda no. F–4) (Information only)
The Master Plan process will ask how, over the next few years, the UW will forecast the number of people on campus, where they will work and learn, and how UW wants to use its assets. UW will continue to modernize and transform its facility as things continue to change. The Committee plans to determine what are the right levels of engagement for Regents in the planning process.
See Attachment F–4.
UW Investment Committee (UWINCO) Update (Agenda no. F–5) (Information only)
Regents heard an investment performance update and were pleased to hear returns continue to be high, with UW in the upper quartile. Keith Ferguson, Chief Invesment BOARD OF REGENTS 10 June 11, 2015 Officer, shared that the returns UW has seen over the past few years are probably going to decline going forward.
See Attachment F–5.
Audit Advisory Committee Update (Agenda no. F–7) (Information only)
See Attachment F–7.
Regent Shanahan captured some “to-dos” from the Committee meeting: 1) ACRE to return to talk about the campus master plan; 2) Input from the Board on their assumptions about the master plan. The President to return to the Committee/Board with a long range vision for the University and how the vision fits with the campus plan; 3) Business diversity – proposing the Board write a letter showing one voice in support of diversity; 4) Childcare – integrate childcare into the capital planning process. Embed a requirement for capital projects to include an aspect of childcare.
REPORTS TO THE BOARD OF REGENTS
Regent Ayer invited James Anderson, the ASUW Bothell President, and Jocelyn Patterson, the ASUW Tacoma President, to sit at the Board table.
Faculty Senate Chair: Professor Kate O’Neill
Professor O’Neill reported on Senate activities during the past year. She highlighted a Senate resolution promoting diversity in hiring. In conjunction with this, faculty members are developing a training package for use by hiring committees. The Senate unanimously supported a childcare resolution in support of near or on-campus childcare facilities.
Reflecting on the past year in the Senate, she feels things have gone smoothly and the Senate has developed a good dialogue with the administration and among the senators, who communicate out to their constituencies, and then back to the Senate, about issues of concern. She said when faculty members have difficulty with the administration, the role of the Senate is a “check” on the administration, and this can become adversarial. This has not been the case over the last year. It’s been a productive relationship. She encouraged the Board to be more actively engaged with the faculty. She would like to see the Senate be actively engaged in interdisciplinary and cross-unit communication.
Professor O’Neill said compensation remains as one of the top issues of concern to faculty.
She reported on the Senate’s recommendation regarding the presidential search. The Senate asked that faculty members on the search advisory committee be elected faculty representatives, but she acknowledged this didn’t happen in order to honor a need for diversity and broad representation from campus units. She suggested Kenyon Chan, as BOARD OF REGENTS 11 June 11, 2015 Chair of the Presidential Search Committee, and the Board emphasize to the faculty members on the search advisory committee that they view themselves as representatives of the faculty and make concerted efforts to report back to their units and seek information from their constituencies about what the faculty is looking for in a president. She reported the view of the Senate was that the search should be open, rather than confidential, but agreed this is a complex decision.
Going forward, she would like to see faculty council activities aligned with the Provost’s strategic academic business plan. She identified graduate student financing as an issue important to the preservation of the University. She also encouraged a focus on quality of life and work-life concerns, and advocated for support for instructional faculty and lecturers.
ASUW President: Ms. Christina Xiao
Ms. Xiao introduced the ASUW president-elect, Tyler Wu, a junior studying psychology, who is originally from Olympia. Mr. Wu has identified three priorities for the next year:
1) continuing ASUW’s commitment to access and affordability; 2) safety; and 3) community cohesion.
Ms. Xiao, who will graduate on Saturday, reflected on her time at UW. Upon arrival, she did not feel excited to attend an in-state school but over the past four years she has had the opportunity to work with Regents and UW leadership. She praised UW’s public mission, commitment to diversity, excellence in academics, and its focus on interdisciplinary learning and collaboration. She is personally grateful to faculty, administrators, and staff who are committed to the mission of the University and for all they do to assure student success. The UW offers a transformational experience.
GPSS President: Ms. Alice Popejoy
Ms. Popejoy reported on her plans for next year. She will continue work on her Ph.D. and will serve as chair of the Provost’s Advisory Committee on Students. She introduced the incoming GPSS president, Alex Bolton.
Ms. Popejoy described what she learned this year and how her perspectives changed. She remains passionate about creating a culture and community for graduate and professional students on this decentralized campus. There is an impression that graduate and professional students aren’t interested in being involved, or engaged, but are “doing their thing” in their departments. She found that this is not true. When a space is created, such as the initial Husky Sunrise welcome event, people will attend.
Internally, GPSS passed three times the number of resolutions as last year, with all of them coming from community members, and concerning issues they are passionate about. There was record participation of graduate students on committees and commissions.
BOARD OF REGENTS 12 June 11, 2015 Her impression of the UW administration has changed. President Cauce told her, “There’s no need to go beating down an open door.” She found this to be true at UW, where there are a lot of open doors. It is a true model of shared governance that has changed her perspective on what’s possible.
Ms. Popejoy commented on child-care and how people reached out to her to express what an important issue it is to faculty staff and students.
She thanked the Regents for their leadership, for pushing the envelope, and for taking on tough issues this year.
ASUW Tacoma President: Ms. Jocelyn Patterson
Ms. Patterson acknowledged a misstep regarding ASUW Tacoma’s resolution about the minimum wage that she read at the meeting of the Board in May. There was miscommunication about the Seattle minimum wage law’s application to student workers at UW Tacoma. UW Tacoma plans to create a task force of students, staff, faculty, administration, and community business leaders to explore options for action. The campus is working with a Tacoma City Council task force to explore available options.
UW Bothell held its annual awards ceremony to recognize students for their volunteer work outside the classroom.
Ms. Patterson introduced Sophie Nop, 2015-16 ASUW Bothell President.
Ms. Patterson said serving as ASUW Bothell President has been the “opportunity of a lifetime.” She thanked other student leaders and said working together they made great strides in tri-campus efforts. She encouraged Regents to include ASUW Bothell and Tacoma presidents as designated representatives to the Board.
ASUW Bothell President: Mr. James Anderson
Mr. Anderson, reflected on his upcoming graduation, and said attending UW has been an incredible opportunity for him.
June has been a busy month, with a celebration of UW Bothell’s 25th anniversary and transitioning in a new student leadership team. For the first time, Bothell students provided feedback to the administration on the operating budget for the year. Discussions are being held about enrollment management with UW Bothell’s status as the fourth fastest growing public institution in the country, and first in the state. Growth has created space challenges, with a ratio of less than half of the assignable square footage per student than the average in the state of Washington. The campus is at a crossroads about long term growth, discussing how it will affect excellence and financial stability look.
An overview of the past year: • Record breaking student turnout for voting; • Over 50 new jobs created in the new student activities center; BOARD OF REGENTS 13 June 11, 2015 • More food trucks on campus to build a community; • Creating a student academic and budget council to build a culture of shared governance; • New parking lot to mitigate transportation challenges; • Improving student safety; • ASUW Bothell passed resolutions for the first time; • Preparing for upcoming commencement; • Future conversations regarding childcare, including at UW Bothell, and on other campuses.
Mr. Anderson encouraged more tri-campus governance, with students from all three campuses involved in conversations with Regents. He joined Jocelyn in her request for UW Bothell and UW Tacoma Presidents to be designated representatives to the Board to support the culture of shared governance.
Mr. Anderson reported Dominick Juarez would serve as 2015-16 ASUW Bothell President.
Alumni Association President: Dr. Roy Diaz
Dr. Diaz said commencement is one of his favorite events and is a momentous rite of passage. During the upcoming weekend 16,000 people will transition from students to alumni and will celebrate years of dedication and hard work.
This year, UWAA introduced a new tradition for graduating seniors – a toast to the class of 2015 in the Sylvan Grove, site of the iconic four columns. Students reflected on their experiences at UW, the impact of the campus on them, and what it would be like to be alumni of the University. Undergraduate Academic Affairs Dean Ed Taylor provided an inspirational message about the role and impact of the UW and students’ unique relationship to the UW community. Dr. Diaz looks forward to continuing and growing this new tradition, as it furthers UWAA’s goal to greet students at the minute they decide to attend UW and continue that relationship after they leave.
He joined President Cauce to recognize Congressman Norm Dicks as the 2015 alumni lifetime achievement award recipient. A celebration was held at the President’s residence earlier in the week. He said Congressman Dicks demonstrates the global impact of alumni.
There will be a “Welcome to Washington” event in Spokane on June 17, in conjunction with the opening ceremony for the UW Spokane Center.
He distributed the latest issue of Columns, the Alumni Association magazine, which highlights the activities of alumni, the Alumni Association at the University.
DATE FOR NEXT MEETING
BOARD OF REGENTS 14 June 11, 2015 The next regular meeting of the Board of Regents will be held on Thursday, July 9, 2015, on campus. The dinner meeting scheduled on Wednesday, July 8, is canceled.
EXECUTIVE SESSIONS
Regent Ayer announced the Board would hold an executive session to discuss with legal counsel litigation or potential litigation as defined in RCW 42.30.110.
The Board returned to open session, and Regent Ayer announced the Board would hold an executive session to review the performance of public employees.
ADJOURNMENT
Regents returned to open session, and Regent Ayer adjourned the regular meeting at 3:15 p.m.
______Joan Goldblatt Secretary of the Board of Regents
Approved at the meeting of the Board on July 9, 2015. A–1 VII. STANDING COMMITTEES
A. 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–1/206-15 6/11/15
ADMINISTRATIVE APPOINTMENTS
College of Built Environments Department of Architecture McLaren, Brian Lloyd Chair, Architecture, effective 7/1/2015 Continuing Appointment: Associate Professor, Architecture Degrees: PhD, 2001, Massachusetts Institute of Technology MSC, 1986, Columbia University BArch, 1982, University of Waterloo (Canada) BEnvStd, 1980, University of Waterloo (Canada)
Department of Landscape Architecture Johnson, Julie Marie Acting Chair, Landscape Architecture, effective 9/16/2015 Continuing Appointment: Associate Professor, Landscape Architecture Degrees: MCP, 1988, Massachusetts Institute of Technology BLARCH, 1984, Utah State University
College of Arts and Sciences Department of Asian Languages and Literature Atkins, Paul Stephen Chair, Asian Languages and Literature, effective 7/1/2015 Continuing Appointment: Associate Professor, Asian Languages and Literature Degrees: PhD, 1999, Stanford University MA, 1994, Stanford University BA, 1990, Stanford University
Department of Chemistry Heinekey, Dennis Michael Chair, Chemistry, effective 7/1/2015 Continuing Appointment: Professor, Chemistry Degrees: PhD, 1982, University of Alberta (Canada) BS, 1977, University of Victoria (Canada)
A–1.1/206-15 ATTACHMENT Page 1 of 12 6/11/15 Department of Linguistics Wright, Richard Albert Chair, Linguistics, effective 7/1/2015 Continuing Appointment: Professor, Linguistics Degrees: PhD, 1996, University of California (Los Angeles) MA, 1993, University of California (Los Angeles) BA, 1986, Michigan State University
Department of Scandinavian Studies Nestingen, Andrew Chair, Scandinavian Studies, effective 7/1/2015 Continuing Appointment: Professor, Scandinavian Studies Degrees: PhD, 2001, University of Washington MA, 1999, University of Washington BA, 1994, St. Olaf College
ENDOWED APPOINTMENTS
College of Built Environments Department of Urban Design and Planning Alberti, Marina Marsha and Jay Glazer Endowed University Professorship, effective 7/1/2015 Continuing Appointment: Professor, Urban Design and Planning Degrees: PhD, 1992, Massachusetts Institute of Technology BA, 1981, University of Venice
A–1.1/206-15 Page 2 of 12 6/11/15 College of Arts and Sciences Department of English Allen, Chadwick Russell F. Stark University Professorship, effective 8/15/2015 Continuing Appointments: Professor, English Degrees: PhD, 1997, University of Arizona MFA, 1990, Washington University BA, 1987, Harvard University
NEW APPOINTMENTS
College of Built Environments Department of Construction Management Lee, Hyun Woo Assistant Professor, Construction Management, effective 1/1/2016 Degrees: PhD, 2012, University of California (Berkeley) MSENG, 2004, University of California (Berkeley) BSENG, 1999, Seoul National University (Korea)
College of Arts and Sciences Department of Anthropology Dennison, Jean M. Assistant Professor, Anthropology, effective 7/1/2015 Degrees: PhD, 2008, University of Florida MA, 2004, University of Florida BS, 2002, Ohio University
Department of Asian Languages and Literature Feng, Ming Visiting Associate Professor, Asian Languages and Literature, effective 7/16/2015 Degrees: PhD, 1997, State University of New York (Buffalo) MA, 1991, State University of New York (Buffalo) BA, 1981, Shanghai International Studies University
A–1.1/206-15 Page 3 of 12 6/11/15 Department of Chemistry Fu, Dan Assistant Professor, Chemistry, effective 8/1/2015 Degrees: PhD, 2009, Princeton University BS, 2003, Peking University (China)
Nelson, Alshakim Assistant Professor, Chemistry, effective 9/1/2015 Degrees: PhD, 2004, University of California (Los Angeles) BA, 1999, Pomona College
Theberge, Ashleigh Brooks Assistant Professor, Chemistry, effective 1/1/2016 Degrees: PhD, 2011, University of Cambridge (UK) BA, 2006, Williams College
Department of English Allen, Chadwick Professor, English, effective 8/15/2015 Degrees: PhD, 1997, University of Arizona MFA, 1990, Washington University BA, 1987, Harvard University
Callow, Megan Lecturer, Full-time, English, effective 9/16/2015 Degrees: PhD - Expected, 2015, University of Maryland MA, 2006, St. John's College (New Mexico) BA, 2003, University of California (Berkeley)
Department of Linguistics Omaki, Akira Assistant Professor, Linguistics, effective 9/16/2016 Degrees: PhD, 2010, University of Maryland MA, 2005, University of Hawaii BA, 2002, Sophia University (Japan)
A–1.1/206-15 Page 4 of 12 6/11/15 Department of Near Eastern Languages and Civilization Yucel Koc, Melike Lecturer, Full-time, Near Eastern Languages and Civilization, effective 9/16/2015 Degrees: PhD - Expected, 2015, Seattle Pacific University MA, 2011, Portland State University MA, 2008, Cukurova University (Turkey) BA, 2005, Hacettepe University (Turkey)
Department of Physics Chu, Jiun-Haw Assistant Professor, Physics, effective 3/16/2016 Degrees: PhD, 2012, Stanford University BS, 2004, National Chiao Tung University (Taiwan)
Department of Spanish and Portuguese Studies Da Silva, Eduardo Viana Lecturer, Full-time, Spanish and Portuguese Studies, effective 9/16/2015 Degrees: PhD, 2014, University of California (Santa Barbara) MA, 2005, Brigham Young University (Utah) BA, 1999, Universidade do Vale do Itajai (Univali)
Department of Speech and Hearing Sciences Winn, Matthew Brandon Assistant Professor, Speech and Hearing Sciences, effective 9/16/2015 Degrees: PhD, 2011, University of Maryland Doctor of Audiology , 2010, University of Maryland BA, 2005, University of Delaware
Department of Statistics Lederer, Johannes Christof Assistant Professor, Statistics, effective 7/1/2015 Degrees: Doctor Of Science, 2012, Institute for Atmospheric and Climate Science ETH (Zurich) MSC, 2009, Institute for Atmospheric and Climate Science ETH (Zurich) BSC, 2007, Institute for Atmospheric and Climate Science ETH (Zurich)
A–1.1/206-15 Page 5 of 12 6/11/15 Jackson School of International Studies Freije, Vanessa Grace Acting Assistant Professor, pending Ph.D., International Studies, effective 9/16/2015 Prior UW Appointment: Affiliate Instructor, International Studies Degrees: PhD - Expected, 2015, Duke University MA, 2011, Duke University BA, 2007, University of California (San Diego)
School of Art, Art History, and Design Germany, Jason O'Neill Assistant Professor, Art, Art History, and Design, effective 9/16/2015 Degrees: MFA, 2010, University of Washington BS, 1999, Montana State University
Hamacher, Justin Robert Lecturer, Full-time, Art, Art History, and Design, effective 7/1/2015 Prior UW Appointment: Lecturer Part-Time, Human Centered Design and Engineering Degrees: MS, 2013, University of Washington BFA, 2004, Cornish College of the Arts BA, 1997, University of Puget Sound
Swaine, Michael Edward Assistant Professor, Art, Art History, and Design, effective 9/16/2015 Degrees: MA, 2011, University of California (Berkeley) BFA, 1994, Alfred University
Michael G. Foster School of Business Department of Information Systems and Operations Management Hwang, Hyeunjung Assistant Professor, Information Systems and Operations Management, effective 7/16/2015 Degrees: PhD, 2015, Carnegie Mellon University MBA, 2008, University of California (Los Angeles) MS, 2002, Yonsei University (Korea) BA, 2000, Sogang University (Korea)
A–1.1/206-15 Page 6 of 12 6/11/15 School of Dentistry Department of Restorative Dentistry Chigurupati Shor, Kavita Lecturer, Full-time, Restorative Dentistry, effective 7/1/2015 Prior UW Appointment: Clinical Assistant Professor, Dental Pathway, Restorative Dentistry Degrees: MSD, 2001, University of Washington Bachelor of Dental Surgeons, 1991, Goa University (India)
College of Education College of Education Oh, Soojin Susan Assistant Professor, Education, effective 12/28/2015 Degrees: Doctor Of Education, 2015, Harvard University MED, 2010, Harvard University MSEd, 2004, University of Pennsylvania BA, 2003, University of Pennsylvania
College of Engineering Department of Chemical Engineering Nance, Elizabeth Ann Assistant Professor, Chemical Engineering, effective 9/16/2015 Degrees: PhD, 2012, Johns Hopkins University BS, 2006, North Carolina State University
College of the Environment Department of Atmospheric Sciences Armour, Kyle Christopher Assistant Professor, Atmospheric Sciences, effective 8/1/2015 Prior UW Appointment: Affiliate Assistant Professor, Oceanography Degrees: PhD, 2012, University of Washington MS, 2007, University of Washington BA, 2005, University of California (San Diego)
A–1.1/206-15 Page 7 of 12 6/11/15 Department of Earth and Space Sciences Walters, Steven Senior Lecturer, Full-time, Earth and Space Sciences, effective 9/16/2015 Prior UW Appointment: Lecturer Full-Time, Earth and Space Sciences Degrees: PhD, 2002, University of Maryland MS, 1994, Purdue University BS, 1991, Carnegie Mellon University
School of Oceanography Armour, Kyle Christopher Assistant Professor, Oceanography, effective 8/1/2015 Prior UW Appointment: Affiliate Assistant Professor, Oceanography Degrees: PhD, 2012, University of Washington MS, 2007, University of Washington BA, 2005, University of California (San Diego)
School of Medicine Department of Family Medicine Fausto, James Arthur Assistant Professor without Tenure, Family Medicine, effective 6/1/2015 Degrees: MD, 2006, New Jersey Medical School BS, 2000, Grinnell College
Department of Pediatrics Umoren, Rachel Amie Assistant Professor without Tenure, Pediatrics, effective 6/15/2015 Degrees: MS, 2010, Indiana University MB BCh, 2003, University of Calabar Department of Radiation Oncology Cao, Ning Assistant Professor without Tenure, Radiation Oncology, effective 5/1/2015 Degrees: PhD, 2012, Purdue University MS, 2008, Purdue University BS, 2004, Fudan University (China)
A–1.1/206-15 Page 8 of 12 6/11/15 Department of Rehabilitation Medicine Robinson, Cynthia Ann Senior Lecturer, Full-time, Rehabilitation Medicine, effective 5/1/2015 Prior UW Appointment: Lecturer Full-Time, Rehabilitation Medicine Degrees: PhD, 2010, University of Washington MS, 1990, Long Island University BS, 1986, Ithaca College
School of Nursing Department of Biobehavioral Nursing and Health Systems Zaslavsky, Oleg Assistant Professor without Tenure, Biobehavioral Nursing and Health Systems, effective 9/1/2015 Degrees: PhD, 2012, University of Washington MHA, 2007, Tel Aviv University (Israel) BA, 2001, University of Haifa (Israel)
Daniel J. Evans School of Public Affairs Daniel J. Evans School of Public Affairs Fritzen, Scott Andrew Associate Professor, Public Affairs, effective 9/16/2015 Degrees: PhD, 2000, Princeton University MPA, 1996, Princeton University BA, 1991, Michigan State University
University of Washington, Bothell UW Bothell School of Business Francetich, Alejandro Assistant Professor, School of Business, Bothell, effective 9/16/2015 Degrees: PhD, 2013, Stanford University MA, 2007, Universidad Torcuato di Tella BA, 2004, University of Buenos Aires (Argentina)
A–1.1/206-15 Page 9 of 12 6/11/15 UW Bothell School of Nursing and Health Studies Breckwich, Victoria Adela Assistant Professor, School of Nursing and Health Studies, Bothell, effective 6/16/2015 Prior UW Appointment: Affiliate Instructor, School of Nursing and Health Studies, Bothell Degrees: DPH, 2005, University of California (Berkeley) BS, 1996, Mills College MA, 1994, University of California (Los Angeles) MPH, 1993, University of California (Los Angeles) BA, 1991, University of California (Los Angeles)
Bruck, Annie Moeller Senior Lecturer, Full-time, School of Nursing and Health Studies, Bothell, effective 9/16/2015 Prior UW Appointment: Lecturer Part-Time, School of Nursing and Health Studies, Bothell Degrees: Doctor of Nursing Practice, 2011, University of Washington MN, 1998, University of Washington BSN, 1995, University of Washington BS, 1973, Ohio State University
Bustillos, Daniel Assistant Professor, School of Nursing and Health Studies, Bothell, effective 6/16/2015 Degrees: PhD, 2008, The University of Texas Medical Branch JD, 2002, University of Houston BA, 1998, Lubbock Christian University
Eagen-Torkko, Meghan Kathleen Assistant Professor, School of Nursing and Health Studies, Bothell, effective 6/16/2015 Degrees: PhD, 2015, University of Michigan (Ann Arbor) MN, 2009, University of Washington BSN, 2001, University of Washington BA, 1998, University of Washington
A–1.1/206-15 Page 10 of 12 6/11/15 Lasker, Grace Anne Senior Lecturer, Full-time, School of Nursing and Health Studies, Bothell, effective 9/16/2015 Prior UW Appointment: Affiliate Instructor, Environmental and Occupational Health Sciences Degrees: PhD, 2012, Walden University MS, 2002, University of Nebraska PhD, 2002, University of Nebraska BS, 1998, University of Nebraska
McCoy, Katryna Floyd Assistant Professor, School of Nursing and Health Studies, Bothell, effective 6/16/2015 Degrees: PhD, 2012, University of Washington MN, 1999, University of Washington BSN, 1996, Medical College of Georgia
University of Washington, Tacoma Milgard School of Business, Tacoma Zhang, Xia Acting Assistant Professor, pending Ph.D., Milgard School of Business, Tacoma, effective 8/1/2015 Degrees: PhD - Expected, 2015, University of Missouri MM, 2007, Xi'An Jiaotong University (China) BM, 2004, Xi'An Jiaotong University (China)
Social Work Program, Tacoma Kim, Kendra JaeRan Acting Assistant Professor, pending Ph.D., Social Work, Tacoma, effective 8/16/2015 Degrees: PhD - Expected, 2015, University of Minnesota Master Of Social Work, 2006, University of Minnesota Bachelor in Social Work, 2005, Metropolitan State University
A–1.1/206-15 Page 11 of 12 6/11/15 UW Tacoma School of Interdisciplinary Arts and Sciences McCunn, Lindsay Joyce Acting Assistant Professor, pending Ph.D., School of Interdisciplinary Arts and Sciences, Tacoma, effective 9/16/2015 Degrees: PhD - Expected, 2015, University of Victoria (Canada) MS, 2011, University of Victoria (Canada) BA, 2004, University of Victoria (Canada)
A–1.1/206-15 Page 12 of 12 6/11/15 A–2 VII. STANDING COMMITTEES
A. Academic and Student Affairs Committee
Granting of Degrees for 2014-15
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 degrees to those individuals who, in the judgment of the faculty, have satisfied the requirements for their respective degrees during the 2014-15 academic year.
BACKGROUND
The statutes of the State of Washington require that the Board of Regents approve the granting of degrees to those individuals who have satisfied the requirements for their respective degrees. Similar action is taken each year by the Board of Regents.
Approximately 15,961 degrees will be awarded this academic year. For work completed at the University of Washington, Seattle, students will receive an estimated 12,756 degrees, specifically: 7,700 bachelor's degrees; 3,617 master's degrees; 556 professional degrees; 14 Educational Specialist degrees; and 869 doctoral degrees. For work completed at the University of Washington, Bothell, students will receive about 1,605 degrees, including 1,396 bachelor's degrees and 209 master's degrees. For work completed at the University of Washington, Tacoma, students will receive about 1,600 degrees, including 1,303 bachelor's degrees and 297 master's degrees.
Last year a total of 15,204 degrees were awarded: At Seattle, 7,560 bachelor's degrees; 3,436 master's degrees; 566 professional degrees (Law, 200; Medicine, 218; Dentistry, 65; Pharmacy, 83), 16 Educational Specialist degrees; and 762 doctoral degrees. At Bothell, 1,207 bachelor's degrees and 206 master's degrees were awarded; at Tacoma, 1,174 bachelor's degrees and 277 master's degrees were awarded.
A–2/206-15 6/11/15 A–3 VII. STANDING COMMITTEES
A. Academic and Student Affairs Committee
Honorary Degree – Christine O. Gregoire
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 Laws degree to Christine O. Gregoire, former governor of the State of Washington and long-time public servant.
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 29, 2015, the Special Committee recommended unanimously to Interim President Cauce that Ms. Gregoire be awarded an Honorary Doctor of Laws 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.
Ms. Gregoire’s career in public service to the State of Washington left a substantial legacy to the field of public policy, governance, and to our society. Her extraordinary accomplishments have enhanced our understanding of government and public service and benefited the citizens of the state. Throughout her career in public service, she has not backed away from the most challenging public policy issues. With vision and perseverance, she has asserted unwavering leadership and fought for what she believes is right.
Governor Gregoire has distinguished herself as a tireless champion for the people of the State of Washington. From proposing reforms to transform the state education system into the nation’s best, to major initiatives that streamlined government and made it more efficient, she has made important contributions to make Washington a great place to live, work, start a business, and study.
As Director of the Washington Department of Ecology, Ms. Gregoire negotiated the safe cleanup and permanent storage of radioactive waste at the Hanford Nuclear Reservation. Later, as the first woman to be elected to the position as
A–3/206-15 6/11/15 VII. STANDING COMMITTEES
A. Academic and Student Affairs Committee
Honorary Degree – Christine O. Gregoire (continued p. 2)
Attorney General for the State of Washington, a position she held for three terms, she led a statewide program that resulted in a comprehensive reform of the state’s juvenile system. She fought to pass tougher ethics laws for state government and was the lead negotiator in the groundbreaking settlement of state lawsuits against the tobacco industry. She is responsible for the Chelan Accord, a 1990 landmark agreement that improved relationships between tribal and state governments. She also championed the 1993 Elkhorn Decision which ensured that dams are operated in a way that minimizes adverse impact on salmon and water quality.
Ms. Gregoire worked on child abuse cases, coordinating with social workers to get children removed from abusive family situations and being placed with relatives or foster homes. She was responsible for reforming health care, reducing health care costs, and ensuring access to health care to every child in Washington.
As governor over two terms, 2005-2013, she showed skill and vision in bringing together legislators on both sides of the aisle to pass vital legislation. She has a long and distinguished record of environmental policy decisions to improve our state’s environment. The adoption of the Columbia River Basin Water Supply Act, in 2006, delivering significant improvements in stream flows, salmon habitat, and water supply benefits is one of her major accomplishments. She advocated for the adoption of the California Clean Air Act, which improved car standards and reduced greenhouse gas emissions. Finally, Governor Gregoire created the Puget Sound Partnership in 2007 to restore and protect Puget Sound.
She worked to balance the budget shortfall while expanding health care coverage to low-income children. While creating jobs in the State of Washington, Governor Gregoire focused on transportation infrastructure improvements, social services, and early childhood education. In 2006, the Department of Early Learning was founded as a Governor's cabinet-level agency by combining programs formerly housed in three agencies that were focused on early learning and support services. The department was named by Harvard University as the most innovative department in the country. Governor Gregoire’s administration was recognized by Governing Magazine, which named her Public Official of the Year in 2007, when the Rainy Day Fund (RDF) was enacted. The RDF was a major step toward securing long-term investments in the state’s essential public services. The Pew Center on the States ranked her administration third for managing the budget and state personnel and Forbes ranked Washington as the third best state in the nation for doing business, both in 2008.
In January 2010, Governor Gregoire, announced her support for gay marriage and promised to sign a bill if passed by the legislature. “This is our responsibility to
A–3/206-15 6/11/15 VII. STANDING COMMITTEES
A. Academic and Student Affairs Committee
Honorary Degree – Christine O. Gregoire (continued p. 3)
reflect the equality that we want in our state,” said the governor, who ultimately signed the bill.
Born in Adrian, Michigan, Ms. Gregoire was raised in Auburn, Washington. After graduating from Auburn High School, she attended the University of Washington where in 1969 she earned her Bachelor of Arts degree in speech and sociology. She earned her Juris Doctor degree in 1977 from the Gonzaga University School of Law.
For her innovative leadership and legacy of statesmanship in service to the citizens of Washington, it would be an honor to confer upon Christine Gregoire an Honorary Doctor of Laws degree at the June commencement ceremony.
A–3/206-15 6/11/15 A–4 VII. STANDING COMMITTEES
A. Academic and Student Affairs Committee
UW Medicine Board Reappointments and New Appointments
RECOMMENDED ACTION
It is the recommendation of the Chair of the Board of Regents and the Academic and Student Affairs Committee that the Board of Regents make the following reappointments and new appointments to the UW Medicine Board.
Reappointments Alan Frazier 7/1/2015 through 6/30/2018 Richard Jones 7/1/2015 through 6/30/2018
New Appointments Toni Hoover 7/1/2015 through 6/30/2018 Bruce Pym 7/1/2015 through 6/30/2018
BACKGROUND
Article 1, Section 1 of the UW Medicine Board Bylaws states, “The Board shall consist of at least seventeen (17) members, including the President and the CEO/EVPMA/Dean, who shall serve as ex officio members of the Board with full voice and vote. The Board members shall be appointed by the Board of Regents. The Chair of the Board of Regents shall appoint the Chair of the Board. At least one Board member shall be a member of the Board of Regents. One Board member shall be a member of the faculty of the University nominated by the President. Pursuant to the Affiliation between the University, Health Resources Northwest, and NWH effective January 1, 2010, two (2) NWH Trustees designated by the NWH Board (the “NWH Designated Board Members”) shall serve as members of the Board. Pursuant to the Strategic Alliance agreement with Public Hospital District No. 1 of King County, two (2) non-UW Medicine Designated Trustees from the VMC Board of Trustees shall serve as members of the Board. The remaining Board members shall be nominated by the President, following consultation with the CEO/EVPMA/Dean and the Board, from among people who have broad public perspectives and do not represent any special interest group.”
A–4/206-15 6/11/15 VII. STANDING COMMITTEES
A. Academic and Student Affairs Committee
UW Medicine Board Reappointments and New Appointments (continued p. 2)
Alan Frazier is the founder and managing partner of Frazier Healthcare Ventures, which has raised seven venture capital funds representing $1.8 billion and invested in more than 100 emerging life science companies since 1991. Frazier serves on the boards of Alexza Pharmaceuticals, Ascension Orthopedics, Cadence Pharmaceuticals, Calixa Therapeutics, Nuon Pharmaceuticals, Portola Pharmaceuticals, and Trilogy Health.
Frazier earned a bachelor’s degree from the UW and serves on the boards of the Washington Biotechnology and Biomedical Association and the Western Washington University Foundation. In addition, he is a member of the UW Medicine industry advisory committee and the advisory council for the J. David Gladstone Institute, which is associated with the University of California, San Francisco.
Richard E. Jones is the president and CEO of the Washington Society of Certified Public Accountants. Prior to assuming that role in 2005, Jones worked for Ernst & Young for more than 30 years in San Francisco, San Jose, and Seattle.
Jones, who holds a bachelor’s degree from the University of California at Berkeley and attended Northwestern University, has been an active board member for several Seattle health- care institutions. He served as a board member for the Fred Hutchinson Cancer Research Center and Seattle Cancer Care Alliance. In addition, Jones has served on the board of directors for the Pacific Science Center.
A–4/206-15 6/11/15 VII. STANDING COMMITTEES
A. Academic and Student Affairs Committee
UW Medicine Board Reappointments and New Appointments (continued p. 3)
Dr. Toni Hoover is Director, Strategy Planning and Management for Global Health for the Bill and Melinda Gates Foundation. Before joining the foundation in 2012, Hoover was Senior Vice President and Site Director at Pfizer Worldwide Research and Development and a 25-year veteran of pharmaceutical R & D product development and management where she held positions in clinical research and operations, project and portfolio management, and laboratory and facilities management.
In 2013 Hoover was named a “Woman of Influence” by the Puget Sound Business Journal. In 2007 Ms. Hoover was named one of the “Top 50 Women to Watch” by The Wall Street Journal, and in 2004 she received the YMCA’s Black Achiever in Industry Award.
Hoover received her Bachelor of Arts, Masters, and Doctorate in Psychology and Social Relations from Harvard University. She serves on several not-for-profit boards, including the New York Academy of Sciences, Xavier University of Louisiana, the Joyce Theater, and the Pacific Northwest Ballet.
Bruce Pym is a Managing Director of Meridian Capital, an investment banking and M&A advisory firm. Pym practiced law for many years with Heller, Ehrman and then, prior to joining Meridian Capital, left law practice to become President and CEO of an investment advisory firm, Elliott Cove Capital Management.
Pym is currently Chair of the Board of the 5th Avenue Theatre Foundation and member of the Board of the See Foundation. He previously served as Chair of the Boards of United Way of King County and 5th Avenue Theatre Association and member of the Boards and Executive Committees of the Fred Hutchinson Cancer Research Center and Seattle Repertory Theatre. He also served as President of the King County Bar Association.
Pym is a graduate of the University of Washington, where he earned both his undergraduate and law degrees.
A–4/206-15 6/11/15 VII. STANDING COMMITTEES
A. Academic and Student Affairs Committee
UW Medicine Board Reappointments and New Appointments (continued p. 4)
Under the Bylaws of the UW Medicine Board, it states that “The term of office of each appointed Board member shall be three (3) years. No appointed Board member may serve more than three (3) successive three-year (3) terms unless the person is serving as Chairperson or Vice Chairperson of the Board.”
UW MEDICINE BOARD APPOINTMENT DATES
Name Appointment Date Recommended Change
James Anderson 7/1/2013 through 6/30/2016 Kristianne Blake 5/9/2013 through 5/8/2016 Alan Frazier 7/1/2015 through 6/30/2018 Reappointment Toni Hoover 7/1/2015 through 6/30/2018 New Appointment Richard Jones 7/1/2015 through 6/30/2018 Reappointment Gary Kohlwes 7/1/2014 through 6/30/2017 Kimberly McNally 12/1/2013 through 6/30/2016 Julie Nordstrom 7/1/2014 through 6/30/2017 Arthur Oppenheimer 7/1/2014 through 6/30/2017 Carolyn Parnell 3/1/2014 through 6/30/2016 Bruce Pym 7/1/2015 through 6/30/2018 New Appointment William Rex 7/1/2013 through 6/30/2016 Rogelio Riojas 9/11/2014 through 6/30/2017 Robert Stacey 7/1/2014 through 6/30/2017 Peter van Oppen 7/1/2014 through 6/30/2017
Ana Mari Cauce University Interim President, ex officio Paul G. Ramsey, M.D. CEO/EVPMA/Dean, ex officio
A–4/206-15 6/11/15 A–5 VII. STANDING COMMITTEES
A. Academic and Student Affairs Committee
Institute for Health Metrics and Evaluation Board New Appointment and Reappointments
RECOMMENDED ACTION
It is the recommendation of the University President and the Academic and Student Affairs Committee that the Board of Regents make the following new appointment and reappointments to the Institute for Health Metrics and Evaluation (IHME) Board:
New Appointment Nafsiah Mboi June 1, 2015 through June 30, 2017
Reappointments Julio Frenk June 1, 2014 through June 30, 2017 Jane Halton June 1, 2014 through June 30, 2017 David Roux June 1, 2014 through June 30, 2017
BACKGROUND
Article I, section 1.1 of the IHME Board Bylaws states “The Board shall consist of nine (9) members. The Board members shall be appointed by the Board of Regents from nominations submitted by the President. The Chair of the Board of Regents shall appoint the Chair of the Board. Four members shall be from key global health institutions but shall serve in their individual capacity, four members shall be eminent scientists or policy makers from around the world, and the Chair of the Board shall be a leading figure with a scientific background and substantial leadership experience with health policy programs.
The term of office of each appointed Board member shall be three years. No appointed Board member may serve more than three successive three-year terms. However, the terms of Board members shall be staggered so that no more than one-third (1/3) of the members will expire simultaneously on the last day of June in any one year. Whenever more than one third (1/3) of the members’ final terms expire simultaneously, lots will be drawn to determine which expiring term shall be extended for one more year to eliminate this condition.”
Julio Frenk, MD, PhD, MPH, is Dean of the Faculty and T&G Angelopoulos Professor of Public Health and International Development at the Harvard School of Public Health. Dr. Frenk assumed the position at Harvard after serving as a Senior Fellow in the Global Health Program of the Bill & Melinda Gates
A–5/206-15 6/11/15 VII. STANDING COMMITTEES
A. Academic and Student Affairs Committee
Institute for Health Metrics and Evaluation Board New Appointment and Reappointments (continued p. 2)
Foundation and as President of the Carso Health Institute in Mexico City, a foundation focusing on health-systems innovations in Latin America. Dr. Frenk served as Minister of Health of Mexico from 2000 to 2006. Frenk’s career has also included executive positions at the World Health Organization and the Mexican Health Foundation. He is a member of several professional associations, including the National Academy of Medicine of Mexico and the Institute of Medicine of the National Academy of Science in the United States. Among the 29 books and monographs he has authored are two best-selling novels for youth explaining the functions of the human body. Dr. Frenk holds a medical degree from the National University of Mexico, as well as a Master of Public Health and a joint doctorate in Medical Care Organization and in Sociology from the University of Michigan.
Jane Halton is Secretary of the Australian Department of Finance. Ms. Halton served on the National Aboriginal and Torres Strait Islander Health Council, the board of the Australian Institute of Health and Welfare, a board member of the National E-Health Transition Authority, and a Commissioner of the Australian Commission on Safety and Quality. Jane Halton is the chair of the Organization for Economic Co-operation and Development’s Health Committee. She was an Executive Board Member on the World Health Organization (WHO) 2004-2007 and President of the World Health Assembly (2007), and was Vice-Chair of the Executive Board 2005-2006 and Chair of the WHO Program, Budget and Administration Committee 2005-2007. Prior to her appointment as Secretary of Finance, Ms. Halton served as the secretary of the Department of Health and Ageing and Executive Co-ordinator, Department of the Prime Minister and Cabinet (PM&C). Ms. Halton holds an honours degree in Psychology from the Australian National University, is a fellow of the Australian Institute of Management, and an honorary fellow of the Australian College of Health Service.
Dr. Nafsiah Mboi was appointed Minister of Health of Indonesia by the president of Indonesia following the passing of former Minister, Endang Sedyaningsih, in 2012 and served until 2014. Dr. Mboi is a trained physician who has more than 40 years’ experience in national and global public health. As the Secretary of the National AIDS Commission, she oversaw the national program for HIV/AIDS, and included both government and civil society organizations in the program. Dr. Mboi also served in the Indonesian Parliament from 1992 to 1997, was the Director of the Department of Gender and Women’s Health at the WHO, and was the Chair of the United Nations Commission on the Rights of the Child from 1997 to 1999. She has extensive experience with the Global Fund, and was appointed Chair of the Board of the Global Fund in June, 2013. A trained pediatrician, Dr.
A–5/206-15 6/11/15 VII. STANDING COMMITTEES
A. Academic and Student Affairs Committee
Institute for Health Metrics and Evaluation Board New Appointment and Reappointments (continued p. 3)
Mboi has advanced training in pediatrics and social pediatrics from Belgium and the Netherlands, earned an MPH at Prince Leopold Institute of Tropical Medicine in Antwerp, Belgium, and was a Takemi Fellow at the Harvard School of Public Health.
David Roux is a co-founder and senior director of Silver Lake where he previously served as Co-CEO. He was formerly Chairman and CEO of Liberate Technologies, Executive Vice President at Oracle Corporation and Senior Vice President at Lotus Development. Mr. Roux began his technology career as co- founder and CEO of Datext, Inc., the first commercial CD-ROM publishing company. He serves on the board of Thomson S.A. and is Chairman of the Avaya and Serena Software boards. He is a trustee at both Environmental Defense and The Center for Advanced Study in the Behavioral Sciences at Stanford University and an advisor to the Positive Coaching Alliance. Mr. Roux holds an MBA from Harvard Business School and an MPhil from King’s College, Cambridge University. He is a graduate of Harvard College.
IHME BOARD APPOINTMENT DATES
Name Appointment Date Action
Lincoln Chen 7/1/13 through 6/30/16 Stephen Cucchiaro 3/1/14 through 6/30/16 Sally Davies 6/1/14 through 6/30/17 Harvey Fineberg 7/1/13 through 6/30/16 Julio Frenk (Chair) 6/1/14 through 6/30/17 Reappointment Jane Halton 6/1/14 through 6/30/17 Reappointment Ms. Nafsiah Mboi 6/1/15 through 6/30/17 New Appointment David Roux 6/1/14 through 6/30/17 Reappointment John Stanton 3/1/14 through 6/30/16
A–5/206-15 6/11/15 A–6 VII. STANDING COMMITTEES
A. Academic and Student Affairs Committee
Services and Activities Fee – University of Washington, Bothell: 2015-16 Reduction of Fees, Distribution of Fees, Allocation of Funds, and SAF Guidelines Revisions
RECOMMENDED ACTION
It is the recommendation of the administration and the Academic and Student Affairs Committee that the Board of Regents approve for the University of Washington, Bothell:
1. Recommended Services and Activities Fee (SAF) Budget for 2015-16, which is inclusive of spending authority on excess fees; 2. Recommended use of long-term funds in the amount of $56,378; 3. Recommended the reduction of the SAF annual fee from $130 per quarter to $89 per quarter; and 4. Recommended approval of SAF bylaw revisions.
BACKGROUND
Services and Activities Fees at the UW Bothell and Tacoma campuses are collected separately from the Services and Activities Fees at the Seattle campus, but the process is handled in like manner. As provided under RCW 28B.15.045, a student committee recommends the annual allocations to the Board of Regents for approval. The Board of Regents, at the September 27, 1991 meeting, approved the Guidelines that established the Services and Activities Fees (SAF) Committee for the Bothell campus and its operating procedures. The Board of Regents approved revisions on June 12, 2014.
The Board of Regents is authorized to increase the Services and Activities Fee annually by a percentage not to exceed the annual percentage increase of tuition.
A–6/206-15 6/11/15 VII. STANDING COMMITTEES
A. Academic and Student Affairs Committee
Services and Activities Fee – University of Washington, Bothell: 2015-16 Reduction of Fees, Distribution of Fees, Allocation of Funds, and SAF Guidelines Revisions (continued p. 2)
The quarterly rate history of the Services and Activities Fee at UW Bothell is:
Academic Year Fee Academic Year Fee 1991-92 $76 2003-04 $86 1992-93 $76 2004-05 $89 1993-94 $79 2005-06 $91 1994-95 $81 2006-07 $93 1995-96 $84 2007-08 $95 1996-97 $87 2008-09 $101 1997-98 $90 2009-10 $108 1998-99 $93 2010-11 $123 1999-00 $93 2011-12 $123 2000-01 $83 2012-13 $130 2001-02 $83 2013-14 $130 2002-03 $83 2014-15 $130
1. Recommended Services and Activities Fee Budget for 2015-2016:
a. Services and Activities Fee for 2015-2016
The SAF committee is recommending that the SAF be reduced to $89 per quarter. The fee revenue was calculated by using FY 2016 enrollment revenues (4,665 annualized and 1,035 summer Full-Time-Equivalent students (FTE)). Prior to allocating any awards, the committee first established a contingency fund of 5% of the available revenue ($63,542) for next year’s group to allot for new student-initiated projects and activities. The total estimated fee collection for all four quarters (2015-16) is $2,438,525, as illustrated in Schedule 1 below.
In addition, we are asking for spending authority on excess fees collected in the 2015-16 academic year.
We also recommend allocating $56,378 from our long-term reserve to fund the Food For Thought Rental Fees and to fund a pilot program aimed at studying student support in regard to audio visual needs.
A–6/206-15 6/11/15 VII. STANDING COMMITTEES
A. Academic and Student Affairs Committee
Services and Activities Fee – University of Washington, Bothell: 2015-16 Reduction of Fees, Distribution of Fees, Allocation of Funds, and SAF Guidelines Revisions (continued p. 3)
Schedule 1: Distribution of Fees for 2015-16 4665 FTE Assumed $1,245,555 Estimated Summer 2015 Revenue $92,115 Less Mandated Loan Fund/Financial Aid (5%) $(66,884) SAF Annual Sub-total $1,270,787 Cascadia College Revenue from Activities and Recreation Center $570,000 (ARC) SAF Annual Revenue $1,840,787 Activities and Recreation Center Revenue $307,890 Estimated Summer 2015 Revenue $22,770 Less Mandated Loan Fund/Financial Aid (5%) ARC $(16,533) ARC Annual Sub-Total $314,127 Sports Field Fee Annual Revenue $419,850 Estimated Summer 2015 Revenue $31,050 Less ILP $(144,744) Less Mandated Loan Fund/Financial Aid (5%) Sports Field $(22,545) Sports Field Annual Revenue $283,611 Net available funds for allocation $2,438,525
b. 2015-16 Allocation of Student Activities and Services Funds
SAF Annual Fee Achieving Community Transformation (ACT) $26,121 Associated Students of the University of Washington Bothell (ASUWB) $234,409 Campus Events Board (CEB) $142,653 Career Services $71,210 Clamor Literary Arts Journal $0 Club Council $134,301 Collegiate DECA $0 Contingency $63,542 Financial Management Association (FMA) $0 Health Educators Reaching Out (HERO’s) $70,723 Husky Herald $0 Interdisciplinary Arts and Sciences (IAS) Flash Talks $0 Identity, Dialogue, Expression, Action (IDEA) Project $138,464 Library Technology Services (Laptop) $20,026 Long Term Fund Allocation $23,197
A–6/206-15 6/11/15 VII. STANDING COMMITTEES
A. Academic and Student Affairs Committee
Services and Activities Fee – University of Washington, Bothell: 2015-16 Reduction of Fees, Distribution of Fees, Allocation of Funds, and SAF Guidelines Revisions (continued p. 4)
New Research Journal $3,100 Orientation and Transition Programs (OTP) – Student Affairs Help Desk $44,444 Recreation and Wellness Operations $162,201 Student Affairs $303,348 Student Engagement and Activities $351,080 Student Health 101 $18,090 UWave Radio $0 Wage Increases $33,878 Sub-Total Requested SAF Annual Funding $1,840,787
Sports Field Annual Fee Distribution Intramural Activities $91,845 Long Term Fund Allocation $23,342 Outdoor Wellness Leaders $58,614 Recreation and Wellness Operations $6,000 Sports Field $103,810 Sub-Total Requested Sports Field Fee $283,611
Activities and Recreation Center Fee Distribution Recreation and Wellness Ops $234,570 Long-Term Fund Allocation $12,735 Student Engagement and Activities $66,822 Sub-Total Requested Activities and Recreation Fee $314,127
Total Fee Distribution Requested $2,438,535
Long Term Funds Requested Food for Thought $26,378 Information Technologies and Student Affairs $30,000 Sub-Total Requested Long Term funds $56,378
Total Funding Requested (Fee Distribution and Long Term Funds) $2,494,903
A–6/206-15 6/11/15 VII. STANDING COMMITTEES
A. Academic and Student Affairs Committee
Services and Activities Fee – University of Washington, Bothell: 2015-16 Reduction of Fees, Distribution of Fees, Allocation of Funds, and SAF Guidelines Revisions (continued p. 5)
c. 2015-16 Budget Notes and Funding Stipulations
Stipulations are as follows:
Achieving Community Transformation (ACT) – $26,121 The committee approves funding for three ACT student leads for a total amount of $18,720 for wages and $3,332 for benefits. Student hourly wages are not to be lower than $12 per hour.
Associated Students of the University of Washington Bothell – $234,409 Wages for President and Vice President will be funded at $15,538 and $14,602, respectively. Funding for the Directors and Senators will be funded at $9,360 and $4,800, each respectively, for a total of $37,440 and $43,200. Student hourly wages are not to be lower than $12 per hour. Pending the outcome of the information desk as it relates to ARC as their function and role it will play in supporting student organizations within the facility. Until that outcome is completed, we will earmark those monies from longer term $6,840. Office Assistant funded for 40 weeks at 19.5 hours per week. *Senator and Director positions were calculated at $12 per hour.
Campus Events Board – $142,653 Student hourly wages are not to be lower than $12 per hour. Other expenses were funded a total of $15,100 for conferences, training and developmental programs. Promotional items are not to exceed $2,000. *Positions for Programmers and Chair were calculated at $12 per hour and $13 per hour, respectively.
Career Services – $71,210 The committee approves funding for Assistant Career Advisors, Marketing Assistants and Graduate Student Advisors for a total of $54,960 in wages and $11,755 in benefits. Student hourly wages are not to be lower than $12 per hour.
Clamor Literary Arts Journal – $0 Funds allocated in Club Council with Stipulations.
Club Council -$134,301
A–6/206-15 6/11/15 VII. STANDING COMMITTEES
A. Academic and Student Affairs Committee
Services and Activities Fee – University of Washington, Bothell: 2015-16 Reduction of Fees, Distribution of Fees, Allocation of Funds, and SAF Guidelines Revisions (continued p. 6)
Student hourly wages are not to be lower than $12 per hour. Programming dollars will be funded at a lump sum of $65,000 to fund student clubs and organizations across campus. Programming dollars may also be used for travel expenses that are inclusive of, but not limited to, per diem, hotels, airfare, luggage, transportation, and tolls/fares. Clamor will be funded at a lump sum of $10,550 to facilitate their printing/photocopying and other expenses. Husky Herald will be funded a lump sum of $7,000 to facilitate printing costs. SAF logo must be included on all printed materials and publications. *Wages for chair and members were calculated at $13 and $12 per hour, respectively. *The funded amount of $65,000 is to be allocated to student clubs and organizations by the Club Council for all programmatic expenses in accordance with the SAF and Club Council by-laws. Club Council is permitted to use funds for outreach events, training and promotion of the council and its processes and policies. SAF Bylaws, Section 5, Part A.2. “Compensation for students or other University employees engaged in activities or services that directly involve or support currently enrolled UWB students such as student government, student activities, student life, financial aid, counseling, testing, placement, and security. Compensation is established once per year, during the Annual Budget cycle, and cannot be modified during the Contingency cycle.”
Collegiate DECA – $0 Due to budget constraints and competing priorities, the Committee will not be funding the Collegiate DECA. *We recommend working through the Club Council process where funds can be requested for future use.
Contingency – $63,539 The purpose of this money is to fund proposals throughout the following fiscal year. Contingency requests should represent new ideas for building and sustaining community on campus.
Financial Management Association - $0 Due to budget constraints and competing priorities, the Committee will not be funding the Financial Management Association.
A–6/206-15 6/11/15 VII. STANDING COMMITTEES
A. Academic and Student Affairs Committee
Services and Activities Fee – University of Washington, Bothell: 2015-16 Reduction of Fees, Distribution of Fees, Allocation of Funds, and SAF Guidelines Revisions (continued p. 7)
*We recommend working through the Club Council process where funds can be requested for future use.
Food for Thought Rental and Cleaning –$26,378 A lump sum of $26,378 will be funded from long-term funds for this student space, which includes $2,000 for incidental cleaning.
Health Educators Reaching Out (HEROs) – $70,723 Student hourly wages are not to be lower than $12 per hour. Funding for Programming and Events will be $15,100 and excludes contingency for additional programs. *Student positions were calculated at $12 per hour.
Husky Herald – $0 Funds allocated in Club Council with Stipulations.
IAS Flash Talks – $0 Due to budget constraints and competing priorities, the Committee will not be funding the IAS Flash Talks. *We recommend working through the Club Council process where funds can be requested for future use.
IDEA Project – $138,464 Student hourly wages are not to be lower than $12 per hour. *Student positions were calculated at $12 per hour.
Intramural Activities – $91,845 Student hourly wages are not to be lower than $12 per hour. All funding will come from Sports Field fees. *Student positions were calculated at $12.50 per hour due to specialized training and certifications.
IT and Student Affairs – $30,000 The committee recognizes the importance of this request. Due to lack of funds, we cannot approve the full amount. As such, we are approving $30,000, funded from long-term funds, to support the student programming A/V needs on campus. When returning next year, we ask that you provide data on how funds were utilized in order to better
A–6/206-15 6/11/15 VII. STANDING COMMITTEES
A. Academic and Student Affairs Committee
Services and Activities Fee – University of Washington, Bothell: 2015-16 Reduction of Fees, Distribution of Fees, Allocation of Funds, and SAF Guidelines Revisions (continued p. 8)
understand impact of this request on the SAF budget. Student hourly wages are not to be lower than $12 per hour.
Library Laptops – $20,026 Student hourly wages will be determined in accordance with UW policy.
New Research Journal – $3,100 When returning next year, we ask that you provide data on how funds were utilized in order to better understand impact of this request on the SAF budget. SAF logo must be included on all printed materials and publication.
Student Assistants-SA Help Desk – $44,444 Student hourly wage not to be lower than $12 per hour. *Student Assistants and Student Assistant Coordinators were calculated at $12 and $13 per hour, respectively.
Outdoor Wellness Leaders – $58,614 Student hourly wages are not to be lower than $12 per hour. All funding will come from Sports Field fees. *Student positions were calculated at $12.50 per hour due to specialized training and certifications.
Recreation and Wellness Operations – $402,771 Total funding as follows: SAF - $162,201; Sports Field - $6,000; ARC Programming - $234,570 Other funding will be $188,860 and excludes funding related to Husky Hall Fitness Center due to relocation.
Sports Field – $103,810 *Sports Field funds will be used for expenses related to the Sports Field.
Student Affairs – $303,348 Student hourly wage not to be lower than $12 per hour. *Marketing Assistants wages were calculated at $12 per hour.
Student Engagement and Activities – $417,902
A–6/206-15 6/11/15 VII. STANDING COMMITTEES
A. Academic and Student Affairs Committee
Services and Activities Fee – University of Washington, Bothell: 2015-16 Reduction of Fees, Distribution of Fees, Allocation of Funds, and SAF Guidelines Revisions (continued p. 9)
Total funding as follows: SAF - $351,080; ARC Programming - $66,822 The committee has awarded a total of $25,000 in Programming/Events, $6,000 of which will be funded from ARC fees to be used solely for ARC Programming/Events. New Program Manager for Social Justice Programs will be funded from ARC fees. Universal Leadership Conference Chair, Project Assistants and Summer Programmers will be funded a total of $5,500, $32,000 and $7,000, respectively. Student hourly wage not to be lower than $12 per hour. Promotional Items are not to exceed $2,000.
Student Health 101 – $18,090 Student hourly wage not to be lower than $12 per hour. *Wages for Representatives were calculated at $12 per hour.
UWAVE Radio– $0 Due to budget constraints and competing priorities, the Committee will not be funding UWAVE Radio. *We recommend working through the Club Council process where funds can be requested for future use.
Wage Increase– $32,607 In accordance with the UW’s response to increase of minimum wage, this funding is to support student hourly wage increase.
2. Recommended use of long term funds in the amount of $56,378. This will fund the Food For Thought Rental Fees and a pilot program aimed at studying student support in regard to audio visual needs.
3. Recommended the reduction of the SAF annual fee from $130 per quarter to $89 per quarter.
4. Recommended approval of SAF bylaw revisions. (Attachment 5) As a part of the annual process, the SAF Committee conducted its annual review of the SAF Bylaws. The review led to the following updates, which were approved by the Committee on May 15 and by the Chancellor on May 26, 2015: a. Minor grammatical updates and language clarifications b. An update to the Committee Section, defining the leadership composition (Chair, Vice-Chair, Secretary, Liaisons)
A–6/206-15 6/11/15 VII. STANDING COMMITTEES
A. Academic and Student Affairs Committee
Services and Activities Fee – University of Washington, Bothell: 2015-16 Reduction of Fees, Distribution of Fees, Allocation of Funds, and SAF Guidelines Revisions (continued p. 10)
Attachments 1. Letter from Chancellor Bjong Wolf Yeigh to SAF Chair, May 26, 2015 2. SAF Recommendation Letter to Chancellor Yeigh, May 15, 2015 3. UW Bothell SAF Budget 2015-2016 4. Budget Stipulations 5. SAF Bylaw Revisions 6. Presenters’ Biographical Information
A–6/206-15 6/11/15 UNIVERSITY of WASHINGTON I BOTHELL OFFICE OF THE CHANCELLOR
May 26, 2015
Scott Crane, Chair, Services and Activities Fee Committee UW Bothell
Dear Scott,
Thank you for providing the attached recommendations for the 2014-2015 Services and Activities Fee (SAF) reduction of fees, distribution of fees, allocation of funds and SAF guidelines revisions. I concur with the recommendations of the SAF Committee and will forward the proposed budget and other materials for presentation at the June 11 Board of Regents meeting.
Please send my thanks to the committee members for a job well done.
Sincerely,
Bjong Wolf Yeigh, Ph.D., F.ASME Chancellor and Professor
Attachments: 2015-16 SAF Letter 2015-16 SAF Annual Stipulations 2015-16 SAF Proposal Spreadsheet 2015-16 SAF Bylaw Revision Recommendations
A–6.1/206-15 ATTACHMENT 1 Page 1 of 1 6/11/15 Box 358520 18115 Campus Way NE Bothell, WA 90811-8246 office 425.352.5220 fax 425.352.5223 www.uwb.edu May 15, 2015
Dear Chancellor Yeigh,
On behalf of the 2014-15 Services and Activities Fee Committee, I am pleased to submit our 2015-16 annual budget and corollary stipulations for your consideration. A total of 25 proposals were received from members of the campus community. These requests totaled $2,793,463, approximately $354,938 more than we had available to allocate.
The committee based its budget on revised net revenue of $2,438,525 computed as follows:
Recommended Distribution of Fees for 2015-16 4665 FTE assumed $ 1,245,555 Estimated Summer 2015 Revenue $ 92,115 Less Mandated Loan Fund/Financial Aid (5%) (66,884) SAF Annual Sub-total $ 1,270,787 Cascadia College Revenue from ARC $ 570,000 SAF Annual Revenue $ 1,840,787 Activities and Recreation Center (ARC) Revenue $ 307,890 Estimated Summer 2015 Revenue $ 22,770 Less Mandated Loan Fund/Financial Aid (5%) ARC (16,533) ARC Annual Sub-total $ 314,127 Sports Field Fee Annual Revenue $ 419,850 Estimated Summer 2015 Revenue $ 31,050 Less ILP (144,744) Less Mandated Loan Fund/Financial Aid (5%) Sports Field (22,545) Sports Field Annual Revenue $ 283,611 Net available funds for allocation $ 2,438,525
As outlined in the Activities and Recreation Center (ARC) funding model, we have been working to implement and access the SAF annual fee reduction to $83.00 a quarter. The analysis demonstrated a loss of revenue for the annual funds. As such, the SAF committee is recommending the annual fee be reduced to $89.00 instead of $83.00. Prior to allocating any awards, the committee first established a contingency fund of 5% of the available revenue ($63,539) for next year’s group to allot for new student-initiated projects and activities. Baring the 5% contingency, we had $2,374,986 to allocate among 25 annual operating requests.
In addition, we are asking for spending authority on excess fees collected in the 2015-16 academic year.
The general criteria and funding principals were used to evaluate each funding request included:
ATTACHMENT 2 A–6.2/206-15 Page 1 of 2 6/11/15 Criteria: • the degree to which the request supports a UWB student program or activity or provides a direct service that is of general interest and has broad appeal to currently enrolled UWB students; • how well the proposed program, activity, or service is conceived and organized and, if previously funded, its track record for success; • the likelihood of partial or full funding from another source or the probability that alternative funding (full or partial) is available from another source; and • the number and diversity of currently enrolled UWB students likely to benefit from the program, activity, or service in proportion to the level of proposed funding.
Principals: • Student led, student governed and student centered; • A proposal’s track record of success, and/or research incorporated into the proposal; • The amount of opportunities made available to the student body.
Open forums were held on April 24 and May 1, providing members of the campus community an opportunity to comment on or appeal any of our proposed allocations, budget stipulations, or amendments. The budget was approved on Friday, May 1, 2015.
In addition to the annual SAF allocations, we are recommending the following:
1) Recommended use of Long Term funds in the amount $56,378 for the FFT Rental and to fund a pilot program aimed at studying student support in regard to audio visual needs.
2) Recommended approval of SAF bylaw revisions (Draft will be completed on May 8, 2015).
3) Recommended the implementation of fee reduction from $130 per quarter to $89 per quarter.
Please feel free to contact me for further information or if clarification is needed. Thank you for your support of our recommendations and efforts. It has been a pleasure to serve on the committee.
Sincerely, Scott Crane, Chairperson 2014-15 SAF Committee
A–6.2/206-15 Page 2 of 2 6/11/15 UW Bothell SAF Budget 2015-2016
Requested Amount Committee Adjustments Funded Amount % Funded ARC ARC ARC SAF Sports Field Total SAF Sports Field Long Term Total SAF Sports Field Long Term Total Expense Description Programming Programming Programming ACT Request Total $ 46,376 $ - $ - $ 46,376 $ (20,255) $ - $ - $ - $ (20,255) $ 26,121 $ - $ - $ - $ 26,121 56% 1 Salary/Wages 35,468 35,468 (16,748) (16,748) 18,720 - - 18,720 Benefits 6,313 6,313 (2,757) (2,757) 3,557 - - 3,557 Proposal Programming/Events 4,250 4,250 (750) (750) 3,500 - - 3,500 ACT Facilities Rentals/Set-ups ------Printing & Photocopying 200 200 - 200 - - 200 Dept./Org. Office Supplies ------CBLR Food/Refreshments 144 144 - 144 - - 144 Equipment Rentals/Purchse ------Contact Transportation ------Dexter Chan Meals and Lodging for Travel ------Telecommunications ------Other ------
ASUWB Request Total $ 247,925 $ - $ - $ 247,925 $ (13,516) $ - $ - $ - $ (13,516) $ 234,409 $ - $ - $ - $ 234,409 95% 2 Salary/Wages 123,439 123,439 120 120 123,559 - - 123,559 Benefits 21,972 21,972 1,504 1,504 23,476 - - 23,476 Proposal Programming/Events 9,500 9,500 (1,000) (1,000) 8,500 - - 8,500 ASUWB Facilities Rentals/Set-ups 6,000 6,000 - 6,000 - - 6,000 Printing & Photocopying 4,000 4,000 - 4,000 - - 4,000 Dept./Org. Office Supplies 2,586 2,586 (330) (330) 2,256 - - 2,256 Student Affairs Food/Refreshments ------Equipment Rentals/Purchse ------Contact Transportation 4,850 4,850 - 4,850 - - 4,850 David Edwards Meals and Lodging for Travel 26,910 26,910 (6,810) (6,810) 20,100 - - 20,100 Telecommunications ------Other 48,668 48,668 (7,000) (7,000) 41,668 - - 41,668
Campus Events Board Request Total $ 158,342 $ - $ - $ 158,342 $ (15,688) $ - $ - $ - $ (15,688) $ 142,653 $ - $ - $ - $ 142,653 90% 3 Salary/Wages 60,986 60,986 (4,219) (4,219) 56,768 - - 56,768 Benefits 10,856 10,856 (70) (70) 10,786 - - 10,786 Proposal Programming/Events 60,000 60,000 - 60,000 - - 60,000 Campus Events Board Facilities Rentals/Set-ups ------Printing & Photocopying ------Dept./Org. Office Supplies ------Student Engagement & Activties Food/Refreshments ------Equipment Rentals/Purchse ------Contact Transportation ------Samantha Robins Meals and Lodging for Travel ------Telecommunications ------Other 26,500 26,500 (11,400) (11,400) 15,100 - - 15,100
Career Services Request Total $ 91,189 $ - $ - $ 91,189 $ (19,979) $ - $ - $ - $ (19,979) $ 71,210 $ - $ - $ - $ 71,210 78% 4 Salary/Wages 72,480 72,480 (17,520) (17,520) 54,960 - - 54,960 Benefits 14,214 14,214 ( 2,459) (2,459) 11,755 - - 11,755 Proposal Programming/Events 1,000 1,000 - 1,000 - - 1,000 Career Services Facilities Rentals/Set-ups ------Printing & Photocopying ------Dept./Org. Office Supplies ------Student Affairs Food/Refreshments ------
A–6.3/206-15 6/11/15 ATTACHMENT 3 Page 1 of 8 Requested Amount Committee Adjustments Funded Amount % Funded ARC ARC ARC SAF Sports Field Total SAF Sports Field Long Term Total SAF Sports Field Long Term Total Expense Description Programming Programming Programming Equipment Rentals/Purchse ------Contact Transportation ------Kim Wilson Meals and Lodging for Travel ------Telecommunications ------Other 3,495 3,495 - 3,495 - - 3,495
Clamor Literary and Arts Journal Request Total $ 15,050 $ - $ - $ 15,050 $ (15,050) $ - $ - $ - $ (15,050) $ - $ - $ - $ - $ - 0% 5 Salary/Wages ------Benefits ------Proposal Programming/Events ------Clamor Literary and Arts Journal Facilities Rentals/Set-ups ------Printing & Photocopying 14,500 14,500 (14,500) (14,500) - - - - Dept./Org. Office Supplies ------Student Club Food/Refreshments ------Equipment Rentals/Purchse ------Contact Transportation ------Fatima Al-Shemary Meals and Lodging for Travel ------Telecommunications ------Other 550 550 (550) (550) - - - -
Club Council Request Total $ 185,453 $ - $ - $ 185,453 $ (51,153) $ - $ - $ - $ (51,153) $ 134,301 $ - $ - $ - $ 134,301 72% 6 Salary/Wages 46,608 46,608 (3,120) (3,120) 43,488 - - 43,488 Benefits 8,296 8,296 (34) (34) 8,263 - - 8,263 Proposal Programming/Events 130,549 130,549 (47,999) (47,999) 82,550 - - 82,550 Club Council Facilities Rentals/Set-ups ------Printing & Photocopying ------Dept./Org. Office Supplies ------Student Engagement and Act./Student Affairs Food/Refreshments ------Equipment Rentals/Purchse ------Contact Transportation ------Alycenne Nguyen Meals and Lodging for Travel ------Telecommunications ------Other ------
DECA Request Total $ 20,000 $ - $ - $ 20,000 $ (20,000) $ - $ - $ - $ (20,000) $ - $ - $ - $ - $ - 0% 7 Salary/Wages ------Benefits ------Proposal Programming/Events ------DECA Facilities Rentals/Set-ups 650 650 (650) (650) - - - - Printing & Photocopying ------Dept./Org. Office Supplies ------CUSP Food/Refreshments ------Equipment Rentals/Purchse ------Contact Transportation ------Allen Bonebright Meals and Lodging for Travel ------Telecommunications ------Other 19,350 19,350 (19,350) (19,350) - - - -
Financial Management Assoc. Request Total $ 23,824 $ - $ - $ 23,824 $ (23,824) $ - $ - $ - $ (23,824) $ - $ - $ - $ - $ - 0% 8 Salary/Wages ------
A–6.3/206-15 6/11/15 Page 2 of 8 Requested Amount Committee Adjustments Funded Amount % Funded ARC ARC ARC SAF Sports Field Total SAF Sports Field Long Term Total SAF Sports Field Long Term Total Expense Description Programming Programming Programming Benefits ------Proposal Programming/Events 4,040 4,040 (4,040) (4,040) - - - - Financial Management Assoc. Facilities Rentals/Set-ups ------Printing & Photocopying ------Dept./Org. Office Supplies ------UWB School of Business Food/Refreshments 990 990 (990) (990) - - - - Equipment Rentals/Purchse ------Contact Transportation 6,936 6,936 (6,936) (6,936) - - - - Ivan Inchauste Meals and Lodging for Travel 11,858 11,858 (11,858) (11,858) - - - - Telecommunications ------Other ------
Food For Thought Request Total 34,378 34,378 (34,378) 26,378 $ (8,000) - - - $ 26,378 26,378 77% 9 Salary/Wages ------Benefits ------Proposal Programming/Events ------Food For Thought Facilities Rentals/Set-ups 34,378 34,378 (34,378) 26,378 (8,000) - - - 26,378 26,378 Printing & Photocopying ------Dept./Org. Office Supplies ------Student Engagement & Activities Food/Refreshments ------Equipment Rentals/Purchse ------Contact Transportation ------Andrea Ramirez Meals and Lodging for Travel ------Telecommunications ------Other ------
HEROs Request Total $ 79,893 $ - $ - $ 79,893 $ (9,171) $ - $ - $ - $ (9,171) $ 70,723 $ - $ - $ - $ 70,723 89% 10 Salary/Wages 44,278 44,278 (3,406) (3,406) 40,872 - - 40,872 Benefits 7,881 7,881 (116) (116) 7,766 - - 7,766 Proposal Programming/Events 20,000 20,000 (4,900) (4,900) 15,100 - - 15,100 HEROs Facilities Rentals/Set-ups ------Printing & Photocopying ------Dept./Org. Office Supplies ------Recreation and Wellness Food/Refreshments ------Equipment Rentals/Purchse ------Contact Transportation ------Nicole Lapurga Meals and Lodging for Travel ------Telecommunications ------Other 7,734 7,734 (749) (749) 6,985 - - 6,985
Husky Herald Request Total $ 46,548 $ - $ - $ 46,548 $ (46,548) $ - $ - $ - $ (46,548) $ - $ - $ - $ - $ - 0% 11 Salary/Wages 29,200 29,200 (29,200) (29,200) - - - - Benefits 5,198 5,198 (5,198) (5,198) - - - - Proposal Programming/Events 200 200 (200) (200) - - - - Husky Herald Facilities Rentals/Set-ups ------Printing & Photocopying 10,000 10,000 (10,000) (10,000) - - - - Dept./Org. Office Supplies 250 250 (250) (250) - - - - Student Clubs and Organizations Food/Refreshments ------Equipment Rentals/Purchse 500 500 (500) (500) - - - - Contact Transportation ------
A–6.3/206-15 6/11/15 Page 3 of 8 Requested Amount Committee Adjustments Funded Amount % Funded ARC ARC ARC SAF Sports Field Total SAF Sports Field Long Term Total SAF Sports Field Long Term Total Expense Description Programming Programming Programming Christian Arciniega Meals and Lodging for Travel ------Telecommunications ------Other/promotion 1,200 1,200 (1,200) (1,200) - - - -
IAS Flash Talks Request Total $ 650 $ - $ - $ 650 $ (650) $ - $ - $ - $ (650) $ - $ - $ - $ - $ - 0% 12 Salary/Wages ------Benefits ------Proposal Programming/Events ------IAS Graduate Flash Talks Facilities Rentals/Set-ups ------Printing & Photocopying 50 50 (50) (50) - - - - Dept./Org. Office Supplies ------IAS- Graduate Food/Refreshments 600 600 (600) (600) - - - - Equipment Rentals/Purchse ------Contact Transportation ------Dominique Garcia Meals and Lodging for Travel ------Telecommunications ------Other ------
IDEA Project Request Total $ 153,021 $ - $ - $ 153,021 $ (14,556) $ - $ - $ - $ (14,556) $ 138,464 $ - $ - $ - $ 138,464 90% 13 Salary/Wages 81,172 81,172 (6,244) (6,244) 74,928 - - 74,928 Benefits 14,449 14,449 (212) (212) 14,236 - - 14,236 Proposal Programming/Events 31,000 31,000 (5,000) (5,000) 26,000 - - 26,000 IDEA Project Facilities Rentals/Set-ups 1,000 1,000 - 1,000 - - 1,000 Printing & Photocopying 1,000 1,000 - 1,000 - - 1,000 Dept./Org. Office Supplies 5,500 5,500 - 5,500 - - 5,500 Student Engagement & Activities Food/Refreshments ------Equipment Rentals/Purchse ------Contact Transportation 2,000 2,000 (2,000) (2,000) - - - - Leah Shelton Meals and Lodging for Travel 14,500 14,500 (1,100) (1,100) 13,400 - - 13,400 Telecommunications ------Other 2,400 2,400 - 2,400 - - 2,400
Intramural Activities Request Total $ - $ 99,574 $ - $ 99,574 $ - $ (7,729) $ - $ - $ (7,729) $ 91,845 $ - $ - $ 91,845 92% 14 Salary/Wages 62,100 62,100 (4,600) (4,600) 57,500 - 57,500 Benefits 11,054 11,054 (129) (129) 10,925 - 10,925 Proposal Programming/Events 12,000 12,000 (2,000) (2,000) - 10,000 - 10,000 Intramural Activities Facilities Rentals/Set-ups ------Printing & Photocopying ------Dept./Org. Office Supplies ------Recreation and Wellness Food/Refreshments ------Equipment Rentals/Purchse 5,000 5,000 - - 5,000 - 5,000 Contact Transportation ------Yousef Alturaifi Meals and Lodging for Travel ------Telecommunications ------Other 9,420 9,420 (1,000) (1,000) - 8,420 - 8,420
IT and Student Affairs Request Total $ 165,186 $ - $ - $ 165,186 (165,186)$ $ - $ - $ 30,000 (135,186)$ $ - $ - $ - $ 30,000 $ 30,000 18% 15 Salary/Wages 130,209 130,209 (130,209) 25,210 (104,999) - - - 25,210 25,210 Benefits 27,477 27,477 (27,477) 4,790 (22,687) - - - 4,790 4,790 Proposal Programming/Events ------
A–6.3/206-15 6/11/15 Page 4 of 8 Requested Amount Committee Adjustments Funded Amount % Funded ARC ARC ARC SAF Sports Field Total SAF Sports Field Long Term Total SAF Sports Field Long Term Total Expense Description Programming Programming Programming IT and Student Affairs Facilities Rentals/Set-ups ------Printing & Photocopying 500 500 (500) (500) - - - - Dept./Org. Office Supplies ------IT and Student Affairs Food/Refreshments ------Equipment Rentals/Purchse ------Contact Transportation 2,000 2,000 (2,000) (2,000) - - - - Joe Shelley Meals and Lodging for Travel 5,000 5,000 (5,000) (5,000) - - - - Telecommunications ------Other ------
Library Laptops Request Total $ 20,026 $ - $ - $ 20,026 $ - $ - $ - $ - $ - $ 20,026 $ - $ - $ - $ 20,026 100% 16 Salary/Wages 17,000 17,000 - 17,000 - - 17,000 Benefits 3,026 3,026 - 3,026 - - 3,026 Proposal Programming/Events ------Library Laptops Facilities Rentals/Set-ups ------Printing & Photocopying ------Dept./Org. Office Supplies ------Campus Library Food/Refreshments ------Equipment Rentals/Purchse ------Contact Transportation ------Rob Estes Meals and Lodging for Travel ------Telecommunications ------Other ------
New Research Journal Request Total $ 3,400 $ - $ - $ 3,400 $ (300) $ - $ - $ - $ (300) $ 3,100 $ - $ - $ - $ 3,100 91% 17 Salary/Wages ------Benefits ------Proposal Programming/Events ------New Research Journal Facilities Rentals/Set-ups ------Printing & Photocopying 2,500 2,500 - 2,500 - - 2,500 Dept./Org. Office Supplies 300 300 (300) (300) - - - - Writing and Communication Center Food/Refreshments 600 600 - 600 - - 600 Equipment Rentals/Purchse ------Contact Transportation ------Kim Sharp Meals and Lodging for Travel ------Telecommunications ------Other ------
OTP- Student Assistants Help Desk Request Total $ 47,577 $ - $ - $ 47,577 $ (3,133) $ - $ - $ - $ (3,133) $ 44,444 $ - $ - $ - $ 44,444 93% 18 Salary/Wages 40,388 40,388 (3,040) (3,040) 37,348 - - 37,348 Benefits 7,189 7,189 (93) (93) 7,096 - - 7,096 Proposal Programming/Events ------Student Assistants- SA Help Desk Facilities Rentals/Set-ups ------Printing & Photocopying ------Dept./Org. Office Supplies ------OTP Food/Refreshments ------Equipment Rentals/Purchse ------Contact Transportation ------Aika Perez Meals and Lodging for Travel ------Telecommunications ------
A–6.3/206-15 6/11/15 Page 5 of 8 Requested Amount Committee Adjustments Funded Amount % Funded ARC ARC ARC SAF Sports Field Total SAF Sports Field Long Term Total SAF Sports Field Long Term Total Expense Description Programming Programming Programming Other ------
Outdoor Wellness Leaders Request Total $ - $ 65,859 $ - $ 65,859 $ - $ (7,245) $ - $ - $ (7,245) $ - $ 58,614 $ - $ - $ 58,614 89% 19 Salary/Wages 22,408 22,408 (1,608) (1,608) - 20,800 - 20,800 Benefits 3,989 3,989 (37) (37) - 3,952 - 3,952 Proposal Programming/Events 26,762 26,762 (5,600) (5,600) - 21,162 - 21,162 Outdoor Wellness Leaders Facilities Rentals/Set-ups ------Printing & Photocopying ------Dept./Org. Office Supplies ------Recreation and Wellness Food/Refreshments ------Equipment Rentals/Purchse 5,000 5,000 - - 5,000 - 5,000 Contact Transportation ------Alexander Lefort Meals and Lodging for Travel ------Telecommunications ------Other 7,700 7,700 - - - 7,700 - 7,700
Rec and Wellness Ops Request Total $ 237,111 $ 6,000 $ 172,260 $ 415,371 $ (74,910) $ - $ 62,310 $ - $ (12,600) $ 162,201 $ 6,000 $ 234,570 $ - $ 402,771 97% 20 Salary/Wages 141,838 141,838 (46,500) 46,500 - 95,338 - 46,500 141,838 Benefits 39,573 39,573 (15,810) 15,810 - 23,763 - 15,810 39,573 Proposal Programming/Events 8,000 8,000 - 8,000 - - 8,000 Recreation and Wellness Operations Facilities Rentals/Set-ups ------Printing & Photocopying 8,000 8,000 - 8,000 - - 8,000 Dept./Org. Office Supplies 15,000 15,000 - 15,000 - - 15,000 Rec and Wellness Food/Refreshments ------Equipment Rentals/Purchse ------Contact Transportation ------Alison Greenwood Meals and Lodging for Travel ------Telecommunications 1,500 1,500 - 1,500 - - 1,500 Other 23,200 6,000 172,260 201,460 (12,600) (12,600) 10,600 6,000 172,260 188,860
Sports Field Request Total $ - $ 103,810 $ - $ 103,810 $ - $ - $ - $ - $ - $ - $ 103,810 $ - $ - $ 103,810 100% 21 Salary/Wages 63,798 63,798 - - 63,798 - 63,798 Benefits 17,800 17,800 - - 17,800 - 17,800 Proposal Programming/Events ------Sports Field Facilities Rentals/Set-ups ------Printing & Photocopying ------Dept./Org. Office Supplies ------Recreation and Wellness Food/Refreshments ------Equipment Rentals/Purchse ------Contact Transportation ------Betsy Brown Meals and Lodging for Travel ------Telecommunications ------Other 22,213 22,213 - - 22,213 - 22,213
Student Affairs Request Total $ 305,351 $ - $ - $ 305,351 $ (2,003) $ - $ - $ - $ (2,003) $ 303,348 $ - $ - $ - $ 303,348 99% 22 Salary/Wages 231,168 231,168 (3,978) (3,978) 227,190 - - 227,190 Benefits 61,683 61,683 5,475 5,475 67,158 - - 67,158 Proposal Programming/Events ------Student Affairs Facilities Rentals/Set-ups ------Printing & Photocopying ------
A–6.3/206-15 6/11/15 Page 6 of 8 Requested Amount Committee Adjustments Funded Amount % Funded ARC ARC ARC SAF Sports Field Total SAF Sports Field Long Term Total SAF Sports Field Long Term Total Expense Description Programming Programming Programming Dept./Org. Office Supplies 3,000 3,000 (2,000) (2,000) 1,000 - - 1,000 Student Affairs Food/Refreshments ------Equipment Rentals/Purchse ------Contact Transportation ------Emily Christian Meals and Lodging for Travel ------Telecommunications 2,500 2,500 (1,000) (1,000) 1,500 - - 1,500 Other 7,000 7,000 (500) (500) 6,500 - - 6,500
Student Engagement & Activities (SEA) Request Total $ 428,705 $ - $ - $ 428,705 $ (77,625) $ - $ 66,822 $ - $ (10,803) $ 351,080 $ - $ 66,822 $ - $ 417,902 97% 23 Salary/Wages 277,941 277,941 (52,304) 46,500 (5,804) 225,637 - 46,500 272,137 Benefits 72,465 72,465 (14,821) 14,322 (499) 57,644 - 14,322 71,966 Proposal Programming/Events 29,500 29,500 (10,500) 6,000 (4,500) 19,000 - 6,000 25,000 Student Engagement & Activities Facilities Rentals/Set-ups 5,000 5,000 - 5,000 - - 5,000 Printing & Photocopying ------Dept./Org. Office Supplies 26,300 26,300 - 26,300 - - 26,300 SEA Food/Refreshments ------Equipment Rentals/Purchse 2,500 2,500 - 2,500 - - 2,500 Contact Transportation 2,500 2,500 - 2,500 - - 2,500 Andrea Ramirez Meals and Lodging for Travel 12,500 12,500 - 12,500 - - 12,500 Telecommunications ------Other ------
Student Health 101 Request Total $ 20,963 $ - $ - $ 20,963 $ (2,872) $ - $ - $ - $ (2,872) $ 18,090 $ - $ - $ - $ 18,090 86% 24 Salary/Wages 8,450 8,450 (650) (650) 7,800 - - 7,800 Benefits 1,513 1,513 (22) (22) 1,490 - - 1,490 Proposal Programming/Events 5,000 5,000 (2,000) (2,000) 3,000 - - 3,000 Student Health 101 Facilities Rentals/Set-ups ------Printing & Photocopying ------Dept./Org. Office Supplies ------Rec and Wellness Food/Refreshments ------Equipment Rentals/Purchse ------Contact Transportation ------Jamie H Kim Meals and Lodging for Travel ------Telecommunications ------Other 6,000 6,000 (200) (200) 5,800 - - 5,800
UWAVE Radio Request Total $ 49,369 $ - $ - $ 49,369 $ (49,369) $ - $ - $ - $ (49,369) $ - $ - $ - $ - $ - 0% 25 Salary/Wages 38,600 38,600 (38,600) (38,600) - - - - Benefits 10,769 10,769 (10,769) (10,769) - - - - Proposal Programming/Events ------Uwave Radio Facilities Rentals/Set-ups ------Printing & Photocopying ------Dept./Org. Office Supplies ------IAS- Media and Communications Food/Refreshments ------Equipment Rentals/Purchse ------Contact Transportation ------Meals and Lodging for Travel ------Telecommunications ------Other ------
A–6.3/206-15 6/11/15 Page 7 of 8 Requested Amount Committee Adjustments Funded Amount % Funded ARC ARC ARC SAF Sports Field Total SAF Sports Field Long Term Total SAF Sports Field Long Term Total Expense Description Programming Programming Programming WAGE INCREASE Request Total $ 33,878 $ - $ - $ 33,878 $ - $ - $ - $ - $ - $ 33,878 $ - $ - $ - $ 33,878 100% Salary/Wages 28,469 28,469 - - 28,469 - - 28,469 Benefits 5,409 5,409 - - 5,409 - - 5,409 Proposal Programming/Events ------n/a Facilities Rentals/Set-ups ------Printing & Photocopying ------Dept./Org. Office Supplies ------n/a Food/Refreshments ------Equipment Rentals/Purchse ------Contact Transportation ------n/a Meals and Lodging for Travel ------Telecommunications ------Other ------
Total Requests Request Total $ 2,414,217 $ 275,242 $ 172,260 $ 2,861,719 $ (660,167) $ (14,973) $ 129,132 $ 56,378 $ (489,630) $ 1,754,050 $ 260,269 $ 301,392 $ 56,378 $ 2,372,089 83% Salary/Wages 1,407,695 148,306 - 1,556,001 (355,618) (6,208) 93,000 25,210 (243,616) 1,052,077 142,098 93,000 25,210 1,287,174 Benefits 318,284 32,842 - 351,126 (72,858) (165) 30,132 4,790 (38,102) 245,426 32,677 30,132 4,790 308,234 Programming/Events 303,039 38,762 - 341,801 (76,389) (7,600) 6,000 - (77,989) 226,650 31,162 6,000 - 263,812 Facilities Rentals/Set-ups 47,028 - - 47,028 (35,028) - - 26,378 (8,650) 12,000 - - 26,378 12,000 Printing & Photocopying 40,750 - - 40,750 (25,050) - - - (25,050) 15,700 - - - 15,700 Office Supplies 52,936 - - 52,936 (2,880) - - - (2,880) 50,056 - - - 50,056 Food/Refreshments 2,334 - - 2,334 (1,590) - - - (1,590) 744 - - - 744 Equipment Rentals/Purchse 3,000 10,000 - 13,000 (500) - - - (500) 2,500 10,000 - - 12,500 Transportation 18,286 - - 18,286 (10,936) - - - (10,936) 7,350 - - - 7,350 Meals and Lodging for Travel 70,768 - - 70,768 (24,768) - - - (24,768) 46,000 - - - 46,000 Telecommunications 4,000 - - 4,000 (1,000) - - - (1,000) 3,000 - - - 3,000 Other 146,097 45,333 172,260 363,690 (53,549) (1,000) - - (54,549) 92,548 44,333 172,260 - 309,141 Available Funding $ 1,777,248 $ 283,611 $ 314,127 $ 1,777,248 $ 283,611 $ 314,127 Remaining Funding/(Deficit) $ (636,970) $ 8,369 $ 141,867 $ 23,197 $ 23,342 $ 12,735 Scenario 2 SAF Fee- $83 $ 1,185,116 Less, 5% Contingency (59,256) Cascadia College 570,000 SAF Fee Subtotal 1,695,860 Scenario 3 SAF Fee- $89 $ 1,270,787 Less, 5% Contingency (63,539) Cascadia College 570,000 SAF Fee Subtotal 1,777,248 Payroll Load Rates Professional Staff 30.8% Classified Staff 40.1% Hourly/Student Hourly 19.0%
A–6.3/206-15 6/11/15 Page 8 of 8 Budget Stipulations 2015-2016 Services and Activities Fee Allocations
Full Time Enrollment for 2015-2016
On January 30, 2015 the Office of Academic Affairs presented Services and Activities Fee revenue projections to the SAF Committee. On May 1st, 2015 the committee voted and approved the adoption of an FTE projection of 4,565 students annualized with a summer enrollment of 1,035students. This indicates the 2015-2016 annual budget to be set at $2,328,575, which includes $1,753,150 in SAF Annual Fees, $267,568 in Sports Field Fees, and $307,857 in ARC Prorgramming. Contingency withholdings from the SAF Annual fund will total $62,271 (5% of $1,245,422) to be allocated during the contingency cycle.
Stipulations are as follows:
Achieving Community Transformation (ACT) – $26,121 The committee approves funding for three ACT student leads for a total amount of $18,720 for wages and $3,332 for benefits. Student hourly wages are not to be lower than $12 per hour.
Associated Students of the University of Washington Bothell – $234,409 Wages for President and Vice President will be funded at $15,538 and $14,602 respectively. Funding for the Directors and Senators will be funded at $9,360 and $4,800 each respectively for a total of $37,440 and $43,200. Student hourly wages are not to be lower than $12 per hour. Pending the outcome of the information desk as it relates to ARC as their function and role it will play in supporting student organizations within the facility. Until that outcome is completed, we will earmark those monies from longer term $6,840. Office Assistant funded for 40 weeks at 19.5 hours per week.
*Senator and Director Positions were calculated at $12 per hour.
Campus Events Board – $142,653 Student hourly wages are not to be lower than $12 per hour. Other expenses were funded a total of $15,100 for conferences, training and developmental programs. Promotional items are not to exceed $2,000.
*Positions for Programmers and Chair were calculated at $12 per hour and $13 per hour respectively.
Career Services – $71,210 The committee approves funding for Assistant Career Advisors, Marketing Assistants and Graduate Student Advisors for a total of $54,960 in wages and $11,755 in benefits. Student hourly wages are not to be lower than $12 per hour.
ATTACHMENT 4
A–6.4/206-15 Page 1 of 5 6/11/15 Clamor Literary Arts Journal – $0 Funds allocated in Club Council with Stipulations.
Club Council -$134,301 Student hourly wages are not to be lower than $12 per hour. Programming dollars will be funded at a lump sum of $65,000 to fund student clubs and organizations across campus. Programming dollars may also be used for travel expenses that are inclusive of, but not limited to; per diem, hotels, airfare, luggage, transportation, and tolls/fares. Clamor will be funded at a lump sum of $10,550 to facilitate their printing/photocopying and other expenses. Husky Herald will be funded a lump sum of $7,000 to facilitate printing costs. SAF logo must be included on all printed materials and publications.
*Wages for chair and members were calculated at $13 and $12 per hour respectively.
*The funded amount of $65,000 is to be allocated to student clubs and organizations by the Club Council for all programmatic expenses in accordance with the SAF and Club Council by-laws. Club Council is permitted to use funds for outreach events, training and promotion of the council and its processes and policies. SAF Bylaws, Section 5, Part A.2. “Compensation for students or other University employees engaged in activities or services that directly involve or support currently enrolled UWB students such as student government, student activities, student life, financial aid, counseling, testing, placement, and security. Compensation is established once per year, during the Annual Budget cycle, and cannot be modified during the Contingency cycle.”
Collegiate DECA – $0 Due to budget constraints and competing priorities, the Committee will not be funding the Collegiate DECA.
*We recommend working through the Club Council process where funds can be requested for future use.
Contingency – $63,539 The purpose of this money is to fund proposals throughout the following fiscal year. Contingency requests should represent new ideas for building and sustaining community on campus.
Financial Management Association - $0 Due to budget constraints and competing priorities, the Committee will not be funding the Financial Management Association.
*We recommend working through the Club Council process where funds can be requested for future use.
A–6.4/206-15 Page 2 of 5 6/11/15 Food for Thought Rental and Cleaning –$26,378 A lump sum of $26,378 will be funded from long-term funds for this student space, which includes $2,000 for incidental cleaning.
Health Educators Reaching Out (HEROs) – $70,723 Student hourly wages are not to be lower than $12 per hour. Funding for Programming and Events will be $15,100 and excludes contingency for additional programs.
*Student positions were calculated at $12 per hour.
Husky Herald – $0 Funds allocated in Club Council with Stipulations.
IAS Flash Talks – $0 Due to budget constraints and competing priorities, the Committee will not be funding the IAS Flash Talks.
*We recommend working through the Club Council process where funds can be requested for future use.
IDEA Project – $138,464 Student hourly wages are not to be lower than $12 per hour.
*Student positions were calculated at $12 per hour.
Intramural Activities – $91,845 Student hourly wages are not to be lower than $12 per hour. All funding will come from Sports Field fees.
*Student positions were calculated at $12.50 per hour due to specialized training and certifications.
IT and Student Affairs – $30,000 The committee recognizes the importance of this request. Due to lack of funds, we cannot approve the full amount. As such, we are approving $30,000, funded from long-term funds, to support the student programming A/V needs on campus. When returning next year, we ask that you provide data on how funds were utilized in order to better understand impact of this request on the SAF budget. Student hourly wages are not to be lower than $12 per hour.
Library Laptops – $20,026 Student hourly wages will be determined in accordance with UW policy.
A–6.4/206-15 Page 3 of 5 6/11/15 New Research Journal – $3,100 When returning next year, we ask that you provide data on how funds were utilized in order to better understand impact of this request on the SAF budget. SAF logo must be included on all printed materials and publication.
Student Assistants-SA Help Desk – $44,444 Student hourly wage not to be lower than $12 per hour.
*Student Assistants and Student Assistant Coordinators were calculated at $12 and $13 per hour respectively.
Outdoor Wellness Leaders – $58,614 Student hourly wages are not to be lower than $12 per hour. All funding will come from Sports Field fees.
*Student positions were calculated at $12.50 per hour due to specialized training and certifications.
Recreation and Wellness Operations – $402,771 Total funding as follows: SAF - $162,201; Sports Field - $6,000; ARC Programming - $234,570
Other funding will be $188,860 and excludes funding related to Husky Hall Fitness Center due to relocation.
Sports Field – $103,810
*Sports Field funds will be used for expenses related to the Sports Field.
Student Affairs – $303,348 Student hourly wage not to be lower than $12 per hour.
*Marketing Assistants wages were calculated at $12 per hour.
Student Engagement and Activities – $417,902 Total funding as follows: SAF - $351,080; ARC Programming - $66,822
The committee has awarded a total of $25,000 in Programming/Events, $6,000 of which will be funded from ARC fees to be used solely for ARC Programming/Events. New Program Manager for Social Justice Programs will be funded from ARC fees. ULC Conference Chair, Project Assistants and Summer Programmers will be funded a total of $5,500, $32,000 and $7,000 respectively. Student hourly wage not to be lower than $12 per hour. Promotional Items are not to exceed $2,000.
A–6.4/206-15 Page 4 of 5 6/11/15 Student Health 101 – $18,090 Student hourly wage not to be lower than $12 per hour.
*Wages for Representatives were calculated at $12 per hour.
UWAVE Radio– $0 Due to budget constraints and competing priorities, the Committee will not be funding UWAVE Radio.
*We recommend working through the Club Council process where funds can be requested for future use.
Wage Increase– $32,607 In accordance with the UW’s response to increase of minimum wage, this funding is to support student hourly wage increase.
A–6.4/206-15 Page 5 of 5 6/11/15 SAF Bylaw Revisions
University of Washington Bothell Services and Activities Fees (SAF) Committee Bylaw Revisions (recommended by SAF 5/15/15 and by Chancellor 5/26/15)
Section 1. Services and Activities Fees
A. Services and Activities Fees are defined in RCW 28B.15.041 to mean “fees, other than tuition fees, charged to all students registering at the . . . state universities . . . The legislature also recognizes that Services and Activities Fees are paid by students for the express purpose of funding student activities and programs” of their particular institution.
B. “It is the intent of the legislature that the governing boards ensure that students have a strong voice in recommending budgets for Services and Activities Fees” (RCW 28B.15.045), and that Services and Activities Fees expenditures for programs devoted to political or economic philosophies shall result in the presentation of a spectrum of ideas (RCW 28.15.044).
C. The level of the Services and Activities Fees is recommended by the Services and Activities Fee Committee pursuant to RCW 28B.15.045 and approved by the Office of the Chancellor and authorized by the Board of Regents. Increases in the fee are subject to limitations set by the state legislature.
D. The Board of Regents shall adhere to the principle that the desires of the Services and Activities Fee Committee be given priority consideration for funding items that do not fall into the categories of pre-existing contractual obligations, bond covenant agreements, or stability of programs affecting students (RCW 28B.15.045(2)). Expenditures of Services and Activities Fees, however, are permitted for the construction, equipping, and betterment of buildings and facilities for student activities and services (RCW 28B.10.300).
E. The Services and Activities Fee long-term fund shall consist of all unallocated revenue (refer to sections 9 and 10) derived from the collection of Services and Activities Fees and accrued interest.
F. Services and Activities Fees and revenues generated by programs and activities funded by such fees shall be deposited and expended through the Office of Finance and Administration and will be reduced, unless otherwise stipulated by the Services and Activities Fee Committee, from the allocation awarded for that program or activity. The expenditure of Services and Activities Fees and associated revenues are subject to all applicable University policies, regulations, and procedures and to the Budget and Accounting Act of the State of Washington (RCW 43.88).
G. In addition to the regulations governing the use of Services and Activities Fees, provisions of the State Constitution prohibit the use of public funds (Services and Activities Fees are considered public funds) with regard to making gifts or loans of money or property.
H. With the exception of any funds needed for bond covenant obligations, once the budget for expending Service and Activities Fees is approved by the Board of Regents, funds shall not be
ATTACHMENT 5 A–6.5/206-15 Page 1 of 10 6/11/15 shifted from funds allocated by the Services and Activities Fee Committee until the administration provides written justification to the Committee and the Regents, and the Regents and the Committee give their express approval. In the event of a fund-transfer dispute among the Committee, the administration, or the Regents, said dispute shall be resolved pursuant to Section 6 of these Guidelines (RCW 28B.15.045 (12)).
Section 2. Committee Membership
A. The intent of this Committee is to be comprised of at least seven (7) and no more than nine (9) voting members who are currently matriculated students at UW Bothell and not elected or appointed officers of the ASUWB Student Government (WITH THE EXCEPTION OF THE APPOINTED ASUW MEMBER AS WRITTEN IN SECTION 2 SUBSECTION D), Student Technology Fee Committee, or serving in an officer or staff position for any student news media. The voting membership of the Committee should strive for a committee that is strongly representative of the student body, considering academic programs, class level, gender, cultural backgrounds, and other characteristics of the student body.
B. Ex-officio, non-voting members of the Committee should include a representative from Budget and Fiscal Services, and a representative from Student Affairs. The Chair of the Committee, with approval of the Chancellor, may appoint any other ex-officio member. The role of the representatives from Budget and Fiscal Services and Student Affairs is to provide information and orientation, background materials, and general support and guidance to the Committee.
C. Voting members will generally serve for one term, and each term is for a period of one year (from July 1 to June 30). A voting member may be reappointed for a second and third term, and up to two members may be allowed to serve for a fourth term; such reappointments are subject to the procedures described in Section 2.D. Majority of voting members should be selected before June 1st while leaving two open spots for incoming fall quarter students. The Committee may replace any of its voting members only for reasons spelled out in these Guidelines and Operating Procedures. Members who resign during their term(s) will submit a written resignation to the Committee Chair. Vacancies will be replaced in the same manner as provided for new appointments and for the un-expired term of the original appointment.
D. ASUWB appoints members of the Services and Activities Fee Committee according to procedures for appointing students to University committees and boards established by the ASUWB application process. The ASUWB president shall appoint, in consultation with his or her executive committee, a member of ASUWB to serve as one of the voting members. The Chancellor makes the final appointment for all members sans the ASUWB representative. The chairperson of the Services and Activities Fee Committee shall be selected by the members of that Committee (RCW 28B.15.045 (3)) at its first business meeting. The chairperson will ideally possess monetary experience and have knowledge of the student fees. The chairperson shall call and preside over Committee meetings, prepare agendas, and serve as liaison to the broader University community where appropriate.
A–6.5/206-15 Page 2 of 10 6/11/15 E. THE CHAIRPERSON OF THE SERVICES AND ACTIVITIES FEE COMMITTEE SHALL BE SELECTED BY THE MEMBERS OF THAT COMMITTEE (RCW 28B.15.045 (3)) AT ITS FIRST BUSINESS MEETING. THE CHAIRPERSON WILL IDEALLY POSSESS MONETARY EXPERIENCE AND HAVE KNOWLEDGE OF THE STUDENT FEES. THE CHAIRPERSON SHALL CALL AND PRESIDE OVER COMMITTEE MEETINGS, PREPARE AGENDAS, AND SERVE AS LIAISON TO THE BROADER UNIVERSITY COMMUNITY WHERE APPROPRIATE.
1. CHAIR: THE CHAIRPERSON WILL IDEALLY POSSESS MONETARY EXPERIENCE AND HAVE KNOWLEDGE OF THE STUDENT FEES. THE CHAIRPERSON SHALL CALL AND PRESIDE OVER COMMITTEE MEETINGS, PREPARE AGENDAS, AND SERVE AS LIAISON TO THE BROADER UNIVERSITY COMMUNITY WHERE APPROPRIATE. IT IS IDEAL THAT THE CHAIR ATTENDS WEEKLY MEETINGS WITH THE SERVICES AND ACTIVITIES FEE COMMITTEE ADVISOR.
2. VICE CHAIR- FULFILL THE DUTIES OF THE CHAIRPERSON IN THE EVENT OF ABSENCE, RESIGNATIONS, OR FORFEITURE OF THE SAF CHAIR AND OTHER DUTIES ASSIGNED; RECOMMENDED THAT THE VICE CHAIR ATTENDS WEEKLY MEETING WITH THE CHAIR AND THE ADVISOR.
3. SECRETARY - RESPONSIBLE FOR DOCUMENTING WEEKLY MINUTES AND PUBLISHING TO THE SAF WEBSITE. SHARING DRAFTS OF MINUTES FOR SAF PREVIEW PRIOR TO THE SAF MEETING.
4. LIAISON(S) - FACILITATE COMMUNICATION BETWEEN THE STUDENTS, FACULTY, AND STAFF WITHIN THE UW BOTHELL CAMPUS COMMUNITY (BUILDING A RELATIONSHIP BETWEEN STUDENTS, FACULTY, AND STAFF). COMMUNICATION IS INCLUSIVE OF ANSWERING ANY QUESTIONS THAT ARE SENT TO THE SAF COMMITTEE.
E. F. Voting members are expected to attend all meetings unless excused in advance by the Chair; develop and maintain effective communication within the Committee and across the campus community, demonstrate a willingness to engage in constructive dialogue on any issue being considered by the Committee, actively participate in the deliberations of the Committee, and adhere to the rules and regulations governing the Committee. Members may request the resignation of a particular member if absences or conduct are deemed detrimental to the work of the Committee. A request for removing a member from the Committee requires a unanimous vote by all voting members of the Committee, except for the party whose resignation is being requested, and concurrence by the Chancellor. Grounds for removal would include 3 or more unexcused absences per academic quarter. Unexcused absences will be evaluated by the Chair on a case by case basis.
G. MINUTES SHALL BE TAKEN AT ALL MEETINGS OF THE COMMITTEE AND SHALL BE PUBLICLY POSTED NO LATER THAN FIVE-CALENDAR DAYS AFTER THE MEETING MINUTES ARE APPROVED. SAID MINUTES SHALL INCLUDE THE RESULTS OF EVERY ACTION ITEM TAKEN BY THE COMMITTEE.
Section 3. Committee Meetings
A. Regular meetings shall be held at least three times per quarter (Autumn, Winter, and Spring) and more frequently as needed. During the winter and spring quarter, meetings will be held at
A–6.5/206-15 Page 3 of 10 6/11/15 least two (2) to three (3) times per month. All business, other than those items appropriate for consideration during executive session, will be conducted during open session and in full compliance with the Open Public Meetings Act (RCW 42.30.110).
B. An agenda and a copy of all funding requests to be considered by the Committee shall be sent to members and be publicly posted at least three-business days in advance of all regular meetings and shall specify the time and place of the meeting as well as the business to be transacted.
C. A special meeting of the Committee may be called at any time by the chair, by a simple majority of the voting members of the Committee, or by the Chancellor by delivering personally or by mail written notice to each member of the Committee at least 24-hours before the time of such meeting as specified in the notice. The time and place shall be decided by simple majority and absence(s) may be excused by the chair. The call and notice shall specify the time and place of the special meeting and the business to be transacted; final disposition shall not be taken on any other matter at such meetings.
D. The Committee may hold an executive session during a regular or special meeting only to consider matters permitted under the Open Public Meetings Act (RCW 42.30.110).
E. A quorum shall consist of a simple majority (50% + 1) of the current voting membership of the Committee. The chairperson shall be included as a voting member. Proxies shall not be considered for voting purposes.
F. All meetings shall be conducted in accordance with Robert’s Rules of Order, Newly Revised. Deviations from such procedures will be at the discretion of the Chair with a simple-majority approval of the Committee present and voting.
G. Minutes shall be taken at all meetings of the Committee and shall be publicly posted no later than five-business days after the meeting minutes are approved. Said minutes shall include the results of every action item taken by the Committee.
Section 4: Budgeting Process
A. The Services and Activities Fee Committee shall notify the campus community of the opportunity to submit requests for annual funding no later than December 1:
1. The Committee shall establish the format and related deadlines for receiving budget requests in advance of notifying the campus community of the opportunity to apply for funding. At least 15-business CALENDAR days must be provided to members of the campus community for preparing their requests.
2. Any member of the University of Washington Bothell campus community may submit a request for annual funding.
3. The intent of the annual operating budget is to support on-going student activities, services, and programs. It is the intent that the funds deemed “long-term” shall be used to purchase capital
A–6.5/206-15 Page 4 of 10 6/11/15 (non-recurring) equipment, fixtures and furnishings, lease and/or bond obligations, and other related expenditures.
B. A contingency fund shall be established by the Committee as part of its annual budget and should represent approximately 5% of the projected fee revenue. The purpose of this money is to fund proposals throughout the following fiscal year. The Chancellor or his or her designate shall review and approve all such recommendations from the Committee.
1. The Committee shall establish the format, priorities for funding, and related deadlines for receiving contingency requests. At least 710-business days must be provided to students for preparing their requests.
2. The intent of the contingency award is to fund student-initiated activities, events, projects, and services that were not proposed during the annual budgeting cycle. Contingency requests should represent new ideas for building and sustaining community on campus. As such, these requests are to be generated by student groups, committees, and boards. Other entities of the campus community are invited to submit requests during the annual budgeting cycle.
C. All proposals for either annual or contingency funding must contain adequate information about how a program will serve currently enrolled UWB students as well as a detailed breakdown of proposed expenditures and anticipated revenues.
D. The Committee shall review all requests for support from the Services and Activities Fees, serving in an advisory capacity to the Chancellor and the Board of Regents.
E. At the Committee’s discretion, a hearing may be required for those requests that lack sufficient detail or justification. The Committee should provide at least 10-business days’ notice of a hearing to those individuals requested to be in attendance.
F. The Committee shall organize and publicize at least one open forum on its proposed annual funding allocations at least 10-calendar days prior to adopting a final budget.
G. The Chancellor may meet with the Committee at appropriate intervals in its budget formation process to respond to emergent ideas and issues and to apprise it of the general position of the Regents. The Chancellor may respond in writing to specific written proposals submitted by the Committee and take other actions as needed to assure that the lines of communication to the Committee remain open. The Chancellor may delegate these duties to another senior administrator.
H. The Committee shall send its final recommendations for an annual operating budget and long- term capital expenditures along with supporting documentation to the Chancellor on or about May 1 of each year. Within 10-business days after receiving the Committee’s annual budget recommendations, the Chancellor will provide a written response to the Committee. In formulating his or her response, the Chancellor may seek the view of other affected University groups and senior administrators as to the final recommendations of the Committee prior to making his or her recommendation to the Board of Regents. In the event the Chancellor
A–6.5/206-15 Page 5 of 10 6/11/15 disagrees with any of the Committee’s recommendations, the dispute resolution process described in Section 7 will be invoked.
I. At the time the Chancellor submits his or her proposed budget recommendations to the Board of Regents for the expenditure of services and activities fees, he or she shall also submit a copy of the Committee’s recommendations and supporting documents along with any response from the administration.
J. Members of the Service and Activities Fee Committee shall have an opportunity to address the Board of Regents before the Regent’s decisions on Services and Activities Fee budgets and dispute resolution actions are made (RCW 28B.15.045 (1)).
K. If, during the year, there are unanticipated non-recurring expenses, and if there are sufficient long-term funds to not only fund the expenditures but also other long-term commitments, the Committee can request that the necessary funds be transferred from the long-term account to the current operating account.
Section 5. Guidelines for Funding
A. Operating expenditures may be proposed in support of bona fide school-related, student led, curricular or extracurricular functions, activities, or programs participated in by UWB students in the furtherance of their education:
1. Ordinary supplies, purchased services or equipment necessary to conduct the student function, activity, or program.
2. Compensation for students or other University employees engaged in activities or services that directly involve or support currently enrolled UWB students such as student government, student activities, student life, financial aid, counseling, testing, placement, and security. Compensation is established once per year, during the Annual Budget cycle, and cannot be modified during the Contingency cycle.
3. Necessary and reasonable fees, meals, lodging, and transportation expenses for entertainers, lecturers, guest speakers and others who provide personal services on a contractual basis.
4. Trophies, plaques or medals, certificates of award or articles of personal property that are of nominal value ($50 or less) given to currently enrolled UWB students as recognition for participation, achievement, or excellence as part of the functions of student organizations, activities, or programs.
5. Promotional Items are designed to promote any student organization, group, or funded project or service and are limited to a total value of $800 per year unless expressly stated otherwise by the Services and Activities Fee Committee at the time of allocation. Food and publicity (for specific events) are not considered a promotional item. Articles of clothing may be purchased with the guidance and approval of the Office of Student Life and the Club Council. Promotional items must be purchased in compliance with University policies and procedures.
A–6.5/206-15 Page 6 of 10 6/11/15 6. Cost of childcare for children of currently enrolled UW Bothell students who are participating in UW Bothell programs held on the UW Bothell campus.
7. Travel Awards can only be granted to currently enrolled UW Bothell students and their advisor(s), who shall be UW faculty or staff, to participate in approved student functions, activities, or programs. Awards are limited to paying accommodations, transportation, registration fees, and incidental expenses as outlined by the SAF Committee. All travel must comply with established UW travel policies and procedures. Approved travel awards are reimbursed only when receipts are presented. Travel must benefit the broader student community by bringing back experiential and educational value upon return from the trip. Maximum reimbursement will be $500 per student and $2,500 per group unless expressly stated otherwise by the SAF Committee upon awarding of funds.
8. Food and refreshments may be purchased for UW Bothell-student functions as outlined by the UW food policy, which includes award receptions, training, activities, or programs. Such funds are intended to support activities and programs open to the general student body. Funds are not intended to support routine meetings associated with student organizations and groups (student government, campus events board, SAF, etc.). Services and Activities Fees may not be used to purchase or serve alcoholic beverages.
B. Consistent with state law, any expenditure of Services and Activities Fees, including loans, is considered a prohibited gift when made for the direct benefit of private individuals or groups. State law also prohibits contributions of Services and Activities Fees or property to a political candidate or cause in connection with any local, state, or federal election.
C. Services and Activities Fees shall not be used as fundraising contributions; matching funds for fundraising purposes; or for any expenses related to a meetings, event, or activities of which the principal purpose is fundraising.
D. When making allocations, the Committee may place stipulations on the use of funds or recommend guidelines in the operations of a program, or both. The approved budget and stipulations, not the original request, shall be binding on the program.
E. Any program may move up to 5% of their annual or contingency budget between line items at the discretion of the Office of Student Life. Other changes to the approved budget and amounts above 5% require the approval of the Committee.
Section 6. General Criteria for Evaluating Funding Requests
A. Requests for funding are evaluated by:
1. The degree to which the request supports a UWB student program or activity or provides a direct service THAT IS OF GENERAL INTEREST TO CURRENTLY ENROLLED UWB STUDENTS that is of general interest and has broad appeal to currently enrolled UWB students;
A–6.5/206-15 Page 7 of 10 6/11/15 2. How well the proposed program, activity, or service is conceived and organized and, if previously funded, its track record for success;
3. The likelihood of COLLABORATION OPPORTUNITIES AND CO-PARTNERSHIPS WITH OTHER partial or full funding from another source or the probability that alternative funding (full or partial) is available from another source (E.G. PERMANENT STRUCTURES RECEIVING UNIVERSITY DOLLARS);
4. The number and diversity of currently enrolled UWB students likely to benefit from the program, activity, or service in proportion to the level of proposed funding; and
5. All other criteria approved in advance by the Committee and the Chancellor or his or her designate.
Section 7. Budget Disputes
A. The Chancellor or his or her designate shall respond to the Committee recommendations in writing, outlining areas of agreement and potential areas of disagreement, allowing reasonable time for response, and clearly setting forth the next step in the review process. In the event of a dispute(s) involving the Committee recommendations, the administration shall meet with the Committee in a good faith effort to resolve such dispute(s) prior to submission of final recommendations to the Board of Regents (RCW 28B.15.045(5)).
B. If the dispute is not resolved within fourteen-calendar days, a dispute resolution committee shall be convened by the chair of the Committee within fourteen-calendar days (RCW 28B.15.045(6b)).
C. The dispute resolution committee shall be selected as follows: The administration shall appoint two nonvoting advisory members; the Board of Regents shall appoint three voting members; and the Committee chairperson shall appoint three student members of the Committee who will have a vote, and one student representing the Committee who will chair the dispute resolution committee and be nonvoting except in the case of a tie vote. The dispute resolution committee shall meet in good faith and settle by vote any and all disputes. (RCW 28B.15.045(7))
D. The Board of Regents may take action on those portions of the Services and Activities Fees budget not in dispute and shall consider the results, if any, of the dispute resolution committee and shall take action (RCW 28B.15.045(8)).
Section 8. Review of Budget Allocations
A. The Committee may choose to review the status of the current Annual Budget at any time during the year. The purpose of these reviews is to assess the status of awards and to have current budget information available for reference during future funding cycles.
B. The Committee may choose to conduct discretionary reviews of funded programs at any time during the year. Recipients of funding may be asked to provide the committee with spending
A–6.5/206-15 Page 8 of 10 6/11/15 records and projections inclusive of, but not limited to: budget request forms, receipts, and food request forms.
C. If the review finds that a program or organization is not spending in alignment with its allocation, is not in accordance with these Guidelines and Operating Procedures, or is failing to report information as stated in Section B, the Committee may freeze the remaining unexpended portion of that program or organization’s budget. Until the freeze is removed, no further expenditures may be incurred against the budget. A freeze may remain in effect until the Committee is satisfied with the program’s progress. Therefore, it is in the best interest of all organizations funded by the Services and Activities Fee to keep up to date records of their expenditures.
Section 9. Long Term Funds
A. The Long Term Fund will maintain 30% of the projected annual Services and Activities Fee revenue and any additional funds designated for future projects or expenditures.
Section 10. Excess Funds
A. Excess funds are defined as unallocated or unspent annual or contingency dollars in any given academic year.
B. A sufficient portion of the excess funds must be returned to the Long Term Fund to restore it to the 30% minimum annual projection should it fall below that level.
C. Additional excess funds collected over the course of the academic year may be allocated in the contingency process or the annual process in the following academic year at the discretion of the Committee.
Section 11. Budget Spending and Reconciliation
A. Groups receiving SAF funds are responsible for following all guidelines, procedures and reconciliation of funds as set forth by the SAF Committee, Office of Student Affairs and University policy and procedures.
Notes:
i. The SAF Guidelines and Operating Procedures were originally authorized by the Board of Regents on September 27, 1991 and later amended by the Regents on June 12, 1998.
ii. Revised SAF Guidelines and Operating Procedures were adopted by the SAF Committee on April 8, 2005, approved by the Chancellor on May 22, 2005, and authorized by the Board of Regents on June 9, 2005.
A–6.5/206-15 Page 9 of 10 6/11/15 iii. Further revisions to the SAF Guidelines and Operating Procedures were adopted by the SAF Committee on April 7, 2006, approved by the Chancellor on May 22, 2006, and authorized by the Board of Regents on June 8, 2006.
iv. Additional revisions to the SAF Guidelines and Operating Procedures were adopted by the SAF Committee on April 27, 2007, approved by the Chancellor on May 1, 2007, and authorized by the Board of Regents on June 7, 2007.
v. Additional revisions to the SAF Guidelines and Operating Procedures were adopted by the SAF Committee on April 11, 2008, approved by the Chancellor on April 14, 2008, and authorized by the Board of Regents on June 12, 2008.
vi. Additional revisions to the SAF Guidelines and Operating Procedures were adopted by the SAF Committee on May 23, 2011, approved by the Chancellor on May 23, 2011, and authorized by the Board of Regents on June 9, 2011.
vii. Additional revisions to the SAF Guidelines and Operating Procedures were adopted by the SAF Committee on May 18, 2012, approved by the Chancellor on May 23, 2012, and authorized by the Board of Regents on June 7, 2012
viii. Additional revisions to the SAF Guidelines and Operating Procedures were adopted by the SAF Committee on May 16, 2014, approved by the Chancellor on May 28, 2014, and authorized by the Board of Regents on June 12, 2014
A–6.5/206-15 Page 10 of 10 6/11/15 Presenters’ Biographical Information
Services and Activities Fee – University of Washington, Bothell; 2015-16 Reduction of Fees, Distribution of Fees, Allocation of Funds, and SAF Guidelines Revisions
Scott Crane is a senior, studying Community Psychology. Scott has the desire to enter a career in which he can help people with disabilities due to his experiences with Asperger’s Syndrome and Tourette’s. Although he earns his undergraduate degree in Winter of 2016, he plans to continue his education by pursuing a graduate degree.
Prior to attending the University of Washington Bothell, Scott attended Edmonds Community College, where he earned an Associate’s of Arts in Business. While at Edmonds Community College, Scott co-founded the Triton Activity Group (T.A.G.), a High Functioning Autism and Asperger’s Syndrome support and awareness group. During his time as the student leader for the Triton Activity Group, Scott took part in a televised interview with the teacher he co-founded the group with the purpose of informing the community about the group.
While attending UW-Bothell, Scott continues to serve on the Services and Activities Fee (SAF) committee, where he led as Co-Liaison and Vice Chair on SAF and is now serving as Chair.
Jasmine Giles is a junior who transferred from Bellevue College. She intends to major in Society Ethics & Human Behavior and then apply to Nursing School. Her career goal is to work as a registered nurse in the prison system. Her passion for working in the medical field has started when she was a young girl and she wants to work in the prison system because she feels regard for those who are incarcerated.
Jasmine is a first generation student who volunteers on campus. She also works off campus in order to fund her education and living expenses. She currently volunteers as the Vice Chair of the Service and Activities Fee Committee at UW Bothell. She is proud to serve on the committee so she can represent the underrepresented students who voices are not heard.
ATTACHMENT 6 A–6.6/206-15 Page 1 of 2 6/11/15 George Theo was named Dean of Student Affairs in August of 2013. He officially joined the University of Washington Bothell on April 1, 2010 as the Director of Student and Residential Life. Prior to joining UW Bothell, Theo was the Director of Student Life at Cascadia Community College, Director of Student Activities and Reid Campus Center Operations at Whitman College, and Director of Student Activities at Delaware Valley College.
In his current role as Dean of Student Affairs, he has overall responsibility for serval departments and functions including Residential Life, Student Engagement and Activities, Career Services, Counseling Services, Orientation and Transition Programs, Recreation and Wellness, Student Conduct, Disability Resources for Students, Veteran Services, CARE Team, and Merit Scholarships, Fellowships and Awards.
He has earned his Bachelor of Arts degree in Psychology from Seattle University, and his Master of Science degree in Counseling with a Specialization in College Student Personnel from Shippensburg University of Pennsylvania. Theo is active in the National Association of Student Personnel Administrators and the National Association for Camps Activities where he was recognized with the Patsy Morley Outstanding Programmer Award, honoring the individual who best exemplifies outstanding achievement in the field of campus activities advisement.
A–6.6/206-15 Page 2 of 2 6/11/15 A–7 VII. STANDING COMMITTEES
A. Academic and Student Affairs Committee
Services and Activities Fee – University of Washington, Seattle: 2015-16 Operating and Capital Allocations, and SAF Guidelines
RECOMMENDED ACTION
It is the recommendation of the administration and the Academic and Student Affairs Committee that the Board of Regents approve for the Seattle campus:
1. Raising the Student & Activity (S&A) Fee level for 2015-16 from $130 per full-time student per quarter to $131.
2. Allocating $15,910,758 (operating: $15,670,531; capital: $240,227) for 2015-16 S&A Fee operating and capital funds.
3. Allocating up to $340,000 from the accrued interest from the S&A Fee Fund Balance to fund one-time and non-recurring Innovation Fund grants to units to develop areas of growth and/or opportunities to research potential alternatives to current operations.
4. Decreasing the Student Facilities Renovation Fee (i.e., the Husky Union Building, Hall Health Primary Care Center, and Ethnic Cultural Center bond) from $84 per quarter to $73.
5. The S&A Fee Committee will maintain one year’s debt service ($7,398,522) in the fund balance for the Student Facilities Renovation Fee. Remaining funds over one year’s debt service will go to early debt retirement.
6. Allocating $61,755 from the S&A Fee Fund Balance to the 6 units who requested “bridge funding” to mitigate the minimum wage increase between January 1 and June 30, 2015.
7. Modifying the UW-Seattle S&A Fee Guidelines (Regental approval required): a. Title III.2.G – revising language in regard to filling committee vacancies b. Title IV.4.A and IV.4.D – updating Unit Orientations information c. Title IV.5.D – updates language that gives Chair permission to allow late budget submissions
A–7/206-15 6/11/15 VII. STANDING COMMITTEES
A. Academic and Student Affairs Committee
Services and Activities Fee – University of Washington, Seattle 2015-16 Operating and Capital Allocations, and SAF Guidelines (continued p. 2)
d. Title V.4.A.vi – removes language that gives S&A Fee Committee the opportunity to exempt students from paying the fee.
BACKGROUND:
Each year, on the basis of recommendations by the administration and the S&A Fee Committee, the Board of Regents approves annual S&A Fee allocations for the Seattle campus. Additional allocations may be approved during a given year.
The 2015-16 recommendations grew out of S&A Fee Committee discussions over the course of the current academic year—discussions that included at different times representatives of the units supported by the S&A Fee income. Based on revenue projections provided by the Office of Planning and Budgeting, the S&A Fee Committee estimates 2015-16 revenue for a $131 per quarter S&A Fee to be $16,231,000 (projected revenue figures are net of waivers and funds set aside for financial aid). Based on those projections, the S&A Fee Committee recommends funding the operating allocations ($15,670,531) from revenue generated from the quarterly S&A Fee and capital allocations ($240,227) from their fund balance. The S&A Fee Committee submitted its written recommendations to the Vice President for Student Life on May 26, 2015 (Attachment 1). The Vice President concurred with the S&A Fee Committee’s recommendations on May 27, 2015 (Attachment 2).
The 2014-15 and recommended 2015-16 distributions of the quarterly S&A Fee are displayed below:
Full-time Full-time 2014-15 2015-16
Long Term Loan Fund $6.50 $6.55 (based on 5% of the S&A Fee)
Facilities and Programming Account $123.50 $124.45 Total $130.00 $131.00
The proposed 2015-16 operations and capital budgets for each program are included below:
Associated Students of the University of Washington (ASUW) – $1,006,385 (Operations) and $6,500 (Capital)
A–7/206-15 6/11/15 VII. STANDING COMMITTEES
A. Academic and Student Affairs Committee
Services and Activities Fee – University of Washington, Seattle 2015-16 Operating and Capital Allocations, and SAF Guidelines (continued p. 3)
The recommended allocations support and expand ongoing functions, programs, student leader and assistant salaries, and general operating costs of ASUW.
Campus Sustainability Fund - $380,096 (Operations) This funding allocates funds for projects that further the University’s commitment to environmental stewardship and campus sustainability. This fund is allocated by a student committee and managed by the UW Environmental Stewardship and Sustainability Office.
Counseling Center - $651,304 (Operations) and $19,500 (Capital) The recommended allocations would add an additional psychologist to the staff, provide additional office furniture, and allow the Center to continue to offer visits at no costs to students.
Disability (D) Center - $35,447 (Operations) The recommended allocation would support ongoing functions, programs, student salaries, and operating costs for the D Center.
Ethnic Cultural Center/Theater (ECC/T) - $846,370 (Operations) and $114,227 (Capital) The recommended allocations would continue to support and expand the ongoing functions, staff, and general operations of the Ethnic Cultural Center/Theater.
Graduate and Professional Student Senate (GPSS) - $481,234 (Operations) The recommended allocation would continue to support ongoing programs, functions, tuition stipends, student assistant salaries, and general operating costs of GPSS.
Hall Health Primary Care Center (HHPCC) - $6,643,106 (Operations) The recommended allocation supports the HHPCC in its work to provide on- campus care for students, faculty, staff, and the community.
Husky Union Building (HUB) - $917,823 (Operations) The recommended allocation will continue to support ongoing programs and services through the HUB, such as the Student Activities Office, Event Services, the RSO Event Fund, and the Student Organization Resource Center.
Peer Health Education Group - $60,815 (Operations) The recommended allocation would support peer-to-peer educational programming in the areas of health and well-being. The program is overseen by
A–7/206-15 6/11/15 VII. STANDING COMMITTEES
A. Academic and Student Affairs Committee
Services and Activities Fee – University of Washington, Seattle 2015-16 Operating and Capital Allocations, and SAF Guidelines (continued p. 4)
the staff in Health & Wellness.
Q Center - $319,843 (Operations) The recommended allocations would expand the ongoing programs, services, wages, and general operating costs of the Q Center.
Recreational Sports Programs (RSP) - $2,236,986 (Operations) and $100,000 (Capital) The recommended allocation will support related programs, staff, and general operations. The capital allocation will provide $100,000 in maintenance funding necessary to keep RSP facilities functional.
Services & Activities Fee Committee - $28,000 (Operations) The recommended allocation provides for partial tuition waivers for the Committee Chairperson(s) and the student salaries of the S&A Fee Coordinator and Web/IT Coordinator.
Student Technology Fee (STF) Equipment Loan Program - $161,166 (Operations) The recommended allocation would continue to support wages of student staff for the Equipment Loan Program.
Student Legal Services (SLS) - $200,134 (Operations) The recommended allocations will fund the essential operations of the office, and the salaries of its staff.
Student Parent Resource Center - $1,400,000 (Operations) The recommended allocation provides staff support of this unit and Childcare Assistance Program subsidies to student parents.
Student Publications - $301,822 (Operations) The recommended allocations would support ongoing functions, salaries, and general operating costs of The Daily.
Attachments 1. 2015-16 Services and Activities Fee Committee Recommendations, May 26, 2015 2. Concurrence letter from Dr. Denzil J. Suite, Vice President for Student Life, May 27, 2015 3. Services and Activities Fee Committee Guidelines, revised May 22, 2015 4. Student Presenter Biographical Information
A–7/206-15 6/11/15
Services & Activities Fee Committee
Chair: Mac Zellem E: [email protected] T: 603.781.5462 W: depts.washington.edu/safcom
From: Mac Zellem SAF Chair The University of Washington The Husky Union Building, Room 305B Seattle, Washington 98195
To:
Dr. Denzil J. Suite Vice President for Student Life 101 Gerberding Hall, Box 351266 Seattle, Washington 98195-2965
Tuesday, May 26, 2015
Dear Dr. Suite,
I am writing to request that the University of Washington Administration issue a concurrence for the Services and Activities Fee Committee’s recommendations to the University of Washington Board of Regents.
Many challenges manifested over the course of this Committee year. Language in the draft of the State budget has tied increases in student fees to the Consumer Price Index — this language has limited the Committee to a $1 increase of the SAF Fee. The City of Seattle’s minimum wage has increased to $11 and will increase again to $13 effective January 1, 2016. The benefit loading rates for all employment classifications have increased significantly. These increases in statutory employment expenses have unfortunately coincided with a ceiling on revenue. The Committee has remained dynamic and has been able to address each of these issues which insures the long term fiscal solvency of student funds.
A–7.1/206-15 ATTACHMENT 1 Page 1 of 10 6/11/15
Services & Activities Fee Committee
I am thrilled to announce that there will be a net decrease of the quarterly fee burden by $10. This is projected to save students on aggregate $1,168,300 over the course of the academic year.
The Committee members have embraced their duty as the students fiduciaries with stoic resolve. I have had the honor of leading this analytical and thoughtful group over the course of this year, and am resolute in my belief that the members who serve on SAF represent some of the best and brightest minds on the UW Campus. The nine students who serve on SAF represent a diversity of ideologies and perspectives that has allowed the Committee to optimize the utility of fees for all UW Students.
I have the pleasure of presenting to you at this time, the recommendations of the Services and Activities Fee Committee for the 2015 — 2016 Academic Year.
Sincerely,
Mac Zellem
A–7.1/206-15 Page 2 of 10 6/11/15
Services & Activities Fee Committee
Fee Levels
The SAF Committee recommends the following fee levels to be charged on a quarterly basis to full time students. The net fee burden per quarter of $236.00, represents a $10.00 decrease from the prior year. This is the largest decrease in the history of Student Fees at the Univeristy of Washington. This is projected to save students on aggregate $1,168,300.00 over the course of the upcoming academic year. The Committee is particularly proud of the decreased burden on financial aid which currently covers the SAF fees of many students. Financial aid will see the largest utility gain from this decrease.
Services and Activities Fee
Recommended Quarterly Fee: $131 Projected Annual Revenue: $16,231,000 Recommended Annual expenditures: $15,670,531
This amount represents a $1 increases from the prior year. The ability to raise the fee beyond $1 was constrained by the Washington State Legislature. The majority of this increase will go to funding increases in salaries, wages, and benefits. Some of this increase however, will be used to expand existing programs. The Committee felt it would be prudent to significantly underspend revenue in order to be able to cover the increases in expenditures a $15 minimum wage will cause starting in Fiscal Year 2017. The recommendations for operational allocations for individual units are outlined below in the Services and Activities Fee Fiscal Year 2016 budget at the end of this document.
Intramural Athletics Bond Fee
Recommended Quarterly Fee: $32 Projected Annual Revenue: $3,698,048 Annual Debt Service: $3,420,500 Projected Reserve Balance at the end of Fiscal Year: $3,777,548
The Committee recommends holding the IMA Bond Fee constant at a coverage ratio of 1.08 of annual debt service. This bond was issued prior to the creation of the Internal Lending Program (ILP) and was structured outside of the UW Treasury. Due to the variability of the municipal bond market, the SAF Committee felt it prudent to allow reserves equal to one year’s debt payment to accumulate in the bond account before considering further adjustments. This bond will be paid off at the end of Fiscal Year 2030. Holding FTE constant, the account will accumulate enough reserves at the end of Fiscal Year 2028 to pay of the remaining principle and interest of the bond, this would allow the SAF Committee to cease raising revenue starting in Academic Year 2028 — 2029. A–7.1/206-15 Page 3 of 10 6/11/15
Services & Activities Fee Committee
Student Facilities Renovation Bond Fee
Recommended Quarterly Fee: $73 Projected Annual Revenue: $8,551,736 Annual Debt Service: $7,398,522 Projected Reserve Balance at the end of Fiscal Year: $7,398,522
This fee level represents a coverage ratio of 1.14 — 0.04 above the ratio that the UW Board of Regents requires for student-backed bonds issued though the ILP. I have worked very closely with the UW Treasury this year to update our model that projects the required fee level needed to meet out debt payments. By taking into account summer quarter, interest earned on funds held in the bond account, and increased FTE we were able to lower the fee level by $11.00. The UW Treasury will be re-amortizing the Student Facilities Renovation Bond in the upcoming academic year. The Committee has decided to hold one year’s debt service in the account at all times and to have all funds over this amount — currently $7,398,522.00 — automatically go to early debt payment. Over service occurs as a result of interest earned, FTE higher than projected, and falling interest rates. Using this updated model we should be able to lower this bond fee by $1 every four academic years. This bond is currently scheduled to be paid off in Fiscal Year 2042, however by updating the model we have the option of paying the bond off earlier — thus saving on future interest.
General Fund Allocations
The SAF General Fund is currently at a health level and after these allocations its projected level is $9,756,822. The Committee is committed to stability in our General Fund and past Committees have shown financial prudence over the last 30 years by building it up.
Research and Development “Innovation” Fund
Recommended Grant Allocation: $340,000
The SAF Committee recommends allocating this amount, from the interest earned on the SAF General Fund, to be awarded as Innovation Grants by the current Committee and unspent funds by next year’s Committee. Current requests for Innovation Grants include Husky United Military Veterans (HUMV), an RSO that is requesting to become a SAF funded unit under the name “The Office of Veteran Life” within the Department of Student Life. Per the SAF New Unit Application Process Policy, potential new units are funded using Innovation Grants until it is determined that the group warrants the right to be funded by Services and Activities Fees. Other requests come from the Counseling Center to establish a Mindfulness Center aimed at improving student mental health, and the Technology Loan Program, which wishes to establish a new loan office in the HUB
A–7.1/206-15 Page 4 of 10 6/11/15
Services & Activities Fee Committee .
Bridge Funds to Cover the Midyear Increase in the Minimum Wage
Recommended Fund Allocation: $61,755
Effective April 1, 2015, the minimum wage rose from $10.10 to $11. This is about a 9% increase from the previously budgeted minimum wage for units. The Committee determined it had an obligation to prevent budget shortfalls for the remainder of Fiscal Year 2015 and has moved to provide bridge funds to units who have requested them to cover this increase. The ASUW, The Ethnic and Cultural Center, The HUB, Recreational Sports Programs, Student Publications, and the Technology Loan Program have all requested bridge funds — which on aggregate equal the amount above.
Unit Capital Allocations
Recommended Capital Allocation: $240,227
The SAF Committee recommends using funds from the SAF General fund to cover the cost of large one time capital improvements. The individual unit capital allocation recommendations are outlined below in the Services and Activities Fee Fiscal Year 2016 budget.
Guidelines
The SAF Committee is requesting approval of its Committee guidelines, including a few changes, from the Board of Regents. The first change updates and clarifies the language concerning Unit Budget Hearings and includes a clause referring to the New Unit Application Process the SAF Committee created this year. The second change allows that ASUW and GPSS, and not the SAF Committee — as it previously was — fill vacancies if they arise mid- year. The third, a most significant change, removes the power of the Committee to create “Classes of Students exempt from the SAF fees.” The Committee strongly felt that it is inappropriate to even consider creating classes of students. Regardless of whether students use the services funded by SAF, by paying the fee, they are paying for their right to use the services. The Committee was uncomfortable with a scenario were some students would be exempt from paying fees but could still use services provided. The Committee has codified that it does not and will not create classes of students who are exempt from paying the Services and Activities Fees.
A–7.1/206-15 Page 5 of 10 6/11/15
Services & Activities Fee Committee
Services and Activities Fee Budget Fiscal Year 2016
Associated Students of the University of Washington
Operating | $1,006,385 Capital | $6,500
The Associated Students of the University of Washington (ASUW) have been awarded an increase of $188,571.00 which is a 23% expansion. The vast majority of this increase is going towards salaries and wages. The ASUW is a labor heavy unit with many hourly employees. The Committee did agree to allocate funds to cover the Husky Leadership Retreat and the Pac 12 Conference. The Committee did not support the expansion of the Rainy Dawg Birthday Fest and recommends a scaling back of that event from its current level. Furthermore the Committee did not agree to further subsidize ASUW Arts and Entertainment due to lost revenue.
The capital allocation is for the replacement of aging computer hardware.
Campus Sustainability Fund
Operating | $380,096
The SAF Committee lauds the student led Campus Sustainability Fund (CSF) for its successful efforts improving the environmental sustainability of our campus. The students who lead the CSF have developed a strong and sustainable model of operation. The CSF has been awarded an increase of $10,096 or 2.73%. This increase goes to covering wage increases and a slight increase in grant funding. The Committee strongly supports the CSF’s long term planning and efforts to create a “Large Projects Fund”. Unfortunately, during this tough budget year we are unable to allocate funds that will be set aside and not immediately expended.
Counseling Center
Operating | $651,304 Capital | $19,500
The Counseling Center is receiving an additional $113,068 in funding, or a 21% increase. The majority of this is going to hire a new psychologist to help meet the rapidly increasing demand. The Committee feels that as the Counseling Center grows, the administration must increase funding as SAF does, so that the burden does not increasingly fall on student fees. The capital allocation is for the purchase of sit-stand desks for the counselors
A–7.1/206-15 Page 6 of 10 6/11/15
Services & Activities Fee Committee .
D Center
Operating | $35,447
The D Center is one of the youngest SAF-supported units and is in the midst of a transformative period. This award is a $2,053 decrease from their prior allocation. This allocation is the result of the desire of the SAF Committee that the D Center spend down their fund balance. The D Center has underspent their allocation the last few years. The SAF Committee is committed to working with the D Center to enable them to continue to grow, realize their potential to be a center for the disabled community to congregate, and feel they have a space of their own on the UW Campus.
Samuel E. Kelly Ethnic Cultural Center
Operating | $846,370 Capital | $114,227
The Ethnic Cultural Center (ECC) is receiving a $82,724 or 10.83% increase. The majority of this increase is to cover the increase in benefit loading rates and the rising minimum wage. The Committee supports expanding the First Year Retreat Program, but has only granted $13,000 of the $25,000 increase requested. We ask that the ECC lower the per student cost of the retreat. We are increasing funding for scholarships for students to attend the ID Tech Camp. The Committee does not support the use of student fees for the porpoise of reclassification of two classified staff as professional staff. The SAF Committee is thrilled with the increased revenue that the ECC has been able to collect by renting out space.
The capital allocation is for a number of items. We have awarded the full amounts requested for the purchase of new theater seating and a new light console for the ECC Theater. We have also awarded the funds to replace the lighting and repaint the theater lobby. We have awarded partial funds requested for the purchase of new tables and chairs. We have denied the requests for speaker replacements.
Graduate and Professional Student Senate
Operating | $481,234
The Committee recognizes that the Graduate and Professional Student Senate (GPSS) has gone through a restructuring and would like to congratulate the current financial leadership in their ability to partially fund the new executive officer position by eliminating waste and optimizing efficiency. The GPSS is receiving a $76,174 increase which is an 18.81% expansion. This entire amount will go to paying increased wages and benefits.
A–7.1/206-15 Page 7 of 10 6/11/15
Services & Activities Fee Committee
Hall Health Primary Care Center
Operating | $6,643,106
This amount represents a $156,046 or 2.14% increase for Hall Health. This amount will cover the increase in the benefit loading rates and the taking over of the Tobacco Cessation Program, founded by the Snoqualmie Indian Tribe. The SAF Committee has complete and total faith in the leadership of Hall Health, but is extremely concerned about the effect that changes in the healthcare industry are having on their business model. Due to decreases in the Medicaid reimbursement rate, Hall Health will be running a $919,963 deficit this upcoming year. They can sustain themselves at this deficit level through their fund balance only for a few years. The SAF Committee was displeased to learn that the cost of maintaining the medical records system EPIC increased to $1,831,891 this year and that the leadership of Hall Health has had no role in determining which record system to use going forward. We request that the Department of Health Sciences engage the Hall Health leadership in regard to these decisions. Moving forward, SAF will work with Hall Health to develop solutions to address these structural issues.
Husky Union Building
Operating | $917,823
The HUB employs a significant number of students, and the majority of their $118,028, 14.76%, increase is due to the rising minimum wage. The Committee supports the incorporation of the HUBCaPP program into the regular budget, as well as the RSO Travel Grant Program. Unfortunately, we are unable to fully fund either of these programs at this time. We request that the HUB leadership look into reallocating existing funds in order to fully fund these programs.
Peer Health Educators
Operating | $60,815
Peer Health Educators requested a significant increase this year. The Committee agreed to expand the program by $23,767, a 64.15% increase. This increase will cover the costs associated with the increase of the minimum wage, and the hiring of a coordinator for the Green Dot Program. The Committee will not allow the shifting over of the salaries of some Health and Wellness staff to the Peer Health Educators budget. The Committee also does not support the sending of Peer Health Educators staff to conferences and has denied the request for a travel budget.
A–7.1/206-15 Page 8 of 10 6/11/15
Services & Activities Fee Committee
Q Center
Operating | $319,843
The Q Center has seen exponential growth in the usage of its services over the last few years, and this has been meet with similar growth in its budget. This year the Q Center is receiving a $50,221 - 18.63% expansion. This increase is mostly intended to cover the costs associated with hiring an additional staff member. The Committee is requesting that the Q Center hire a GSA at this time.
Recreational Sports Programs
Operating | $2,236,986 Capital | $100,000
Recreational Sports (IMA) is SAF’s most labor market sensitive unit. The increase in the minimum wage and benefit loading rates had a profound effect on their budget. The vast majority of this $230,215, 11.47%, expansion is to cover increased labor costs. The Committee supports the creation of an Outdoor Program Assistant Director position. The Committee is instructing the IMA to raise additional revenue by increasing the fees they charge all non- students to use their facilities.
The capital allocation is for the maintenance and upgrading of the IMA’s equipment and facilities.
Services and Activities Fee Committee
Operating | $28,000
The SAF Chair has combed through the Committee budget and eliminated wasteful expenses and long standing contract services no longer in use, but yet paid for. A small —- but significant — accumulation has occurred in the budget due to yearly rollover. This decrease of $5,464 is due to the efforts of the Committee to spend down this accumulation. The budget this year also includes a line item for the hiring of an Evan’s School student to reform the Student Parent Resource Center’s business model. The budget will naturally have to return closer to its previous level in a few years once the accumulation has been returned to a reasonable level.
A–7.1/206-15 Page 9 of 10 6/11/15
Services & Activities Fee Committee
Equipment Loan Program
Operating | $161,166
This award level reflects a $29,262 or 22.18% increase. The entirety of this increase will go towards student salaries. The effect of the minimum wage had a large impact on this units’ budget, but the Committee was able to fully fund this increase in costs. The Committee has allocated funds for the hiring of an additional student employee to meet increased demand.
Student Legal Services
Operating | $200,134
Student Legal Services provides valuable assistance and services to students. The Committee is expanding their budget by $16,150 or 8.78%. This increase is entirely for increased salary, wages, and benefits.
Student Parent Resource Center
Operating | $1,400,000
The Committee is concerned with the business model of the Student Parent Resource Center (SPRC) and has moved to hire an Evan’s School student though their Public Policy Clinic to design a more efficient program. The Committee recognizes the importance of the services provided by the SPRC, but was dismayed to learn that over the last two years there was a significant surplus of funds that went unexpended due to low demand. The Committee has decreased the SPRC’s budget by $100,000--a 6.67% decrease--to better reflect current demand for their services. Once the new business model is finalized we will revisit their funding levels.
Student Publications
Operating | $301,822
The Committee supports increasing funding to Student Publications to partially cover the costs of the salary of the Husky Media Manager, with the explicit hope that the position will be able to raise some revenue and become partially self-funded. We are increasing their budget by $28,822, a 10.56% increase. The Committee recognizes that the media is in the midst of a transitional period. We applaud the effort of the students and staff of Student Publications as they work to adapt to the new market. The Committee supports the role of the Daily as an independent Page 10 of 10 news source that reports on campus events.
Denzil J. Suite, Vice President for Student Life
May 27, 2015
Mr. Mac Zellem Services and Activities Fee Committee
Dear Mac,
Thank you for your letter of May 26, 2015, providing the details of the allocations proposed by the Services and Activities Fee (S&A Fee) Committee for 2015–16. The Committee has recommended increasing the S&A Fee from $130 to $131 per quarter and maintaining the IMA Bond at $32 per quarter and decreasing the Student Facilities Renovation Fee from $84 to $73 per quarter. Overall, these adjustments result in a net decrease of $10 per quarter per student, which reflects the Committee’s goal of balancing the need to ensure sufficient revenues to support programs that are important to students while recognizing the need to minimize overall cost increases for students. I believe the Committee has achieved that balance and it is to be commended for doing so in such a thoughtful manner.
The Committee’s recommended allocations are strategic and responsive to student needs. All of the programs and services the Committee intends to fund are important to our students and I am especially appreciative of the work of the Committee in light of the financial constraints on raising the fee while meeting minimum wage demands.
After careful review, I concur in the recommendations for fee assessment levels and all operational and minor capital allocations. The budget will be presented to the Board of Regents for its consideration and action at its meeting on June 11, 2015, information on which will be communicated to you in the near future. I look forward to making this presentation with you.
Congratulations on a job well done. Your leadership and collaboration have been greatly appreciated.
Sincerely,
Denzil Suite Vice President cc: Interim Provost Jerry Baldasty w/enclosure Members of the Services and Activities Fee Committee Ms. Christina Xiao w/enclosure Ms. Alice Popejoy w/enclosure
Box 351266, 101 Gerberding Hall, Seattle, WA 98195-1266
206.543.4972 [email protected] ATTACHMENT 2 A–7.2/206-15 Page 1 of 1 6/11/15
SERVICES AND ACTIVITIES FEE COMMITTEE Guidelines
Title I | The Services & Activities Fee 1. The Services & Activities Fee (the “S&A” Fee) is authorized by state statute for the express purpose of funding student activities and programs. This may include, but is not limited to, the operation of student related services and the acquisition, construction, equipping, and betterment of lands, buildings and facilities.
2. Student services and activities fees are defined in state law as “fees, other than tuition fees, charged to all students registering at the….state universities.” (RCW 28B.15.041.) For the purposes of these Guidelines, the S&A Fee is defined as the compilation of such fees charged to all students registering at the University of Washington Seattle Campus.
3. The S&A Fee and revenues generated by units funded by the S&A Fee are deposited and expended through the University's budget and financial accounting systems, the responsibility for which resides with the University's chief fiscal officer. The S&A Fee and associated revenues are subject to University policies, regulations and procedures, and to the Budget and Accounting Act of the State of Washington. (RCW 43.88)
4. The allowable level of the S&A Fee is authorized by the State Legislature.
5. The Board of Regents may exercise its authority to increase the S&A Fee to the authorized level and allocates funds derived provided the Board of Regents has first sought the recommendation of the S&A Fee Committee or meets an exception as defined within these Guidelines.
6. The Board of Regents may exempt classes of students from the S&A Fee and may levy the fees at a rate proportionate to the credit load of any part time student. It is recommended the Board of Regents seek the opinion of the S&A Fee Committee prior to approving an exemption.
7. Any University unit or Registered Student Organization may request funding from the S&A Fee.
8. The S&A Fee Committee (the Committee) is appointed pursuant to RCW 28B.15.044 and 28B.15.045 to review and make recommendations regarding the collection, allocation, budgeting and use of the S&A Fee.
9. All non‐‐‐confidential information pertaining to the S&A Fee's budget shall be available to interested parties.
Title II | Source of Committee Authority 1. State Statute A. All decisions made regarding the S&A Fee will be made in accordance with relevant state statutes. Should it be determined that any guidelines, policies, or decisions contradict current state law, state statute has precedence. B. The Committee may exercise authority granted directly by state law or delegated by either the Board of Regents or University Administration through these Guidelines and policies. C. The Committee may develop recommended changes to the state law, as needed, related to the S&A Fee. Such recommendations will be communicated to the appropriate University and Student Government representatives.
2. Committee Guidelines A. These Guidelines delineate the process and procedure to be used for developing recommendations regarding the collection, allocation, budgeting, and use of the S&A Fee at the University of Washington Seattle Campus. B. The Board of Regents may amend or adopt new guidelines as it deems necessary, provided representatives from the Student Government and the current Committee are given notice and an opportunity to comment on proposed changes unless the Board determines that the interests of the University would be harmed by a delay. C. The Committee may recommend changes to these Guidelines. Such recommendations shall be subject to review by the University Administration prior to being submitted for consideration by the Regents. The University Administration may suggest changes to the Committee recommendation which the Committee shall be given the opportunity to review before they are submitted for approval from the Regents.
A–7.3/206-15 ATTACHMENT 3 6/11/15
3. Committee Policies A. The Committee may recommend policies (“Committee Policies”) not inconsistent with state law and these Committee Guidelines. B. Committee Policies may relate to any topic, issue, or authority delegated to Committee through these Guidelines. C. Procedure for Adopting and Changing Committee Policies i. The Committee may issue draft proposals to adopt new Committee Policies, amend current policies, or remove old policies up until the submission of its annual budget recommendations to the administration. ii. Draft proposals must include the specific language to be added, changed, or deleted along with a statement explaining the intent of the change and the Committee's rationale for adoption. iii. The draft proposals must be made public along with directions on how to provide comments to the Committee. iv. The Committee may recommend the final proposal to the University Administration for adoption. If the University Administration adopts the proposal it will become a fully enforceable Committee Policy. If the University Administration does not adopt the proposal within two academic weeks of the Committee's recommendation, the Committee may submit the matter for resolution under the Dispute Resolution Procedure contained within these Guidelines. The University Administration may request additional time when proposed policies are complex or require additional consultation. v. Any proposal not enacted into policy by the end of the current Committee's Term expires. The next Committee may choose to reconsider any proposal which has expired.
4. Sturgis Standard Code of Parliamentary Procedure A. In all matters not covered within these Guidelines or Committee Policies, the Committee will adhere to the most current edition of Sturgis Standard Code of Parliamentary Procedure (Sturgis). B. At the request of any Committee Member, and with the permission of the Committee Chairperson, the Committee may enter into informal discussion during which Sturgis will not apply. During this period minutes will still be taken and no final decisions may be made. The Committee will leave informal discussion at the request of any Committee Member and with permission of the Committee Chairperson.
Title III | Committee Structure 1. Committee Term A. The Committee's Term begins once at least 2/3rds of all Student Government Representatives and at least one University Administration Representative have been appointed. B. The Committee's Term expires at the end of Spring Quarter of each year or the Regential approval of a final budget, whichever is later, or earlier if the Committee votes to dissolve.
2. Committee Membership A. The Committee is appointed by the University President (or his or her delegate), and shall consist of nine voting members and five non‐voting members. Committee members are appointed for a single term, but may serve multiple terms if eligible, subject to being re‐nominated and re‐ appointed as provided herein. B. All groups listed below will nominate the number of appointees as specified to the University Administration no later than the fifth week of Autumn Quarter. Returning committee members must be re‐‐‐nominated and re‐‐‐ appointed each year. i. Five nominees from the Associated Students of the University of Washington a) No more than one nominee may be a ASUW Director b) It is recommend that at least one nominee be eligible to serve two full terms. ii. Four nominees from the Graduate & Professional Student Senate a) No more than one nominee may be a GPSS Officer b) It is recommend that at least one nominee be eligible to serve two full terms. iii. Three nominees from the University Administration. It is recommended, although not required, that: a) one appointee be from the Office of the Vice President for Minority Affairs; b) one appointee be from the Office of the Vice Provost for Student Life; and c) one appointee be from the Office of the Associate Vice President for Medical Affairs. iv. Two nominees from the Faculty Senate. It is recommended, although not required, that one appointee be from the Faculty Council for Student Affairs. SAF Guidelines, May 2015 | 2 A–7.3/206-15 6/11/15
C. All groups making nominations should make every effort to nominate appointees who reflect the diversity of their constituency. D. The University Administration will make every effort to appoint nominated members in a timely fashion. If any nominee is rejected, the University Administration will, to the extent possible, provide written explanation to the group responsible for making the nomination and the Interim Committee Chairperson. E. For the purposes of these Guidelines, any nominated member properly appointed by the University Administration will be referred to as a “Representative” of the group that nominated that member, i.e., Student Government Representative, Faculty Representative, or Administration Representative. F. Membership Privileges & Responsibilities i. Only Student Government Representatives may vote on matters before the Committee. Student Government Representatives may not send a proxy. Administration Representatives may proxy for the purposes of quorum. ii. The Committee Chairperson may request that the appointing authority remove from the Committee a voting member who fails to attend at least 80% of all regular meetings and that such member be replaced by a new representative from that member's nominating group. iii. The Committee Chairperson may request that the appointing authority remove from the Committee a non‐voting member who fails to attend at least 60% of all regular meetings and that such member be replaced by a new representative from that member's nominating group. iv. All members carry the responsibility to engage in Committee business and keep informed of topics relevant to the S&A Fee. Members should make themselves available for public questioning and comment, either through the campus press or the Student Governments. G. Committee vacancies will be filled by persons nominated by the original nominating group. If a vacancy makes it impossible for a quorum to assemble, the nominating group has two weeks to forward such nomination. After such time, the University President or his or her delegate may appoint a person nominated by the Committee Chairperson to fill the longest standing vacancy.
3. Committee Chairperson A. At the second regular meeting the Interim Committee Chairperson will ask for nominations for Chairperson. All nominees will be given the opportunity to speak to the Committee. The nominee receiving a majority vote will become the new Committee Chairperson effective immediately. At any Committee Member's request the vote will be delayed a period of one week for further deliberation. B. The Committee Chairperson must be a Student Government Representative. C. The Committee Chairperson will preside over all Committee meetings. The Chairperson may appoint an acting Chairperson in his or her absence. D. If the Committee Chairperson is either an Officer of the Graduate Professional Student Senate or a Director of the Associated Student of the University of Washington, they must appoint an acting Committee Chairperson from the other Student Government when considering funding requests from their Student Government. This clause does not apply during the Final Budget Deliberation. E. The Committee Chairperson will keep informed of all issues related to the S&A Fee and advise the Committee on issues as they arise. The University Administration and all units will honor requests for information from the Committee Chairperson as if they originated from the Committee. F. A new election for Committee Chairperson may be called by three voting members of the Committee. Notice of a new election must be served to all Committee Members. The vote must take place at the next Regular Committee Meeting following the request for a new election.
4. University Administration Designee A. The University President may appoint a University Administration Designee to fulfill functions as assigned in these Guidelines and Committee Policies. The Designee need not be one of the Committee's University Administration Representatives. B. The Designee will act as the principal intermediary between the Committee and the Board of Regents C. The Designee appointed should have significant experience with issues related to the S&A Fee, student activities, and the campus community. D. The Designee will make him/herself available to the Committee to answer questions or respond to concerns as necessary.
5. Interim Committee A. A. During the period falling outside of the Committee's Term, an Interim Committee will exist for time sensitive issues. The Interim Committee will be comprised of the Interim Committee Chairperson, the President of the
SAF Guidelines, May 2015 | 3 A–7.3/206-15 6/11/15
Associated Student of Washington (or designee), the President of the Graduate & Professional Student Senate (or designee), and one representative from the University of Administration (who may not vote). B. The Interim Committee may only hold Special Meetings called by any two members of the Interim Committee and may do so no later than the sixth week of Autumn Quarter. The Interim Committee may never meet during the Committee's Term. C. The Interim Committee may exercise any authority, answer any question, or give any directive consistent with the Committee's authority. The Interim Committee may not make recommendations to alter the Guidelines or initiate a change in Committee Policy.
6. Interim Committee Chairperson A. At the final Committee Meeting before the end of the Committee's Term, the Chairperson will ask for nominations for Interim Committee Chairperson. Nominees must be a Student Government Representative but need not be eligible to serve the following Committee's Term. All nominees will be given the opportunity to speak to the Committee. The nominee receiving a majority vote will become the Interim Committee Chairperson. B. If there are no nominees, the Committee Chairperson and the University Administration Designee will select a student from the student body to serve as the Interim Committee Chairperson. C. The Interim Committee Chairperson's primary responsibility is to organize the first Committee meeting of the following Term. This may involve meeting with the appropriate representatives of the recommending groups with the goal of completing all appointments by the fifth week of Autumn Quarter. D. The Interim Committee Chairperson's secondary responsibility is to ensure the decisions of the previous Committee are faithfully executed and that ongoing discussions from previous Committees are properly communicated to the next Committee. E. The Interim Committee Chairperson, in consultation with the University Administration, may exercise any authority, answer any question, or give any directive consistent with the Committee's authority provided it has no direct budgetary impact. The Interim Committee Chairperson may not initiate a change in Committee Policy or make recommendations to alter the Guidelines. 7. Committee Staff A. The Committee may recommend the funding for the employment of Committee staff using funds generated by the S&A Fee. B. Each staff position must have a written job description detailing qualifications and expectations of the position. C. The Committee Chairperson will act as a liaison between the Committee and the Committee Staff. D. University employees filling Committee Staff positions may also work for other University entities with costs of employment shared proportionate to the hours rendered between the Committee and such other entity.
Title IV | Committee Procedure 1. Committee Meetings A. Regular Meetings i. The Committee Chairperson will establish a Regular Meetings schedule of the Committee at the beginning of each quarter. ii. The agenda for Regular Meetings will be distributed to Committee Members at least 24 hours prior to the meeting. iii. Any agenda including a vote to make a final recommendation must be distributed to Committee members at least 72 hours prior to the meeting. B. Special Meetings i. A Special Meeting can be called by three or more of the Student Government Representatives. ii. A Special Meeting can be called by the University Administration Designee. iii. The agenda for a Special Meeting must accompany the call for a Special Meeting and must be issued to all Committee Members at least 72 hours prior to the meeting. C. Open Public Meetings Act Compliance i. In addition to the notice requirements in Section 1(A)(iii) and Section 1(B)(iii), the Committee shall comply with the Open Public Meeting Act. D. A quorum of the Committee will consist of at least four voting members, with at least one representative from each Student Government, and one University Administration Representative. i. Absent a quorum the Committee may make no final decision. ii. Absent a quorum the Committee may proceed with Unit Orientations and Budget Hearings, provided minutes are kept and the lack of quorum is clearly indicated. SAF Guidelines, May 2015 | 4 A–7.3/206-15 6/11/15
E. All meetings must be open and publicly announced. F. Minutes will be taken at all meetings and following their approval by the Committee will be published for public review.
2. Committee Training A. All members of the Committee will be trained in the operations of the Committee, briefed on current discussions relating to the S&A Fee, and other materials deemed necessary by the Committee Chairperson or the University Administration.
3. Committee Work Schedule A. Following Committee training the Committee will prepare the work schedule for the Term of the Committee. The work schedule will include the period during which Unit Orientations will be given, the date on which budget requests are due, the period during which Budget Hearings will be held, and the date for the Final Budget Deliberation. B. The Committee will also approve at this time: i. All budget request forms to be completed by units seeking funding; and ii. General criteria by which budget requests will be evaluated.
4. Unit Orientations A. All units seeking continued funding from the S&A Fee must submit an orientation document prior to the submission of their budget request deadline set by the committee. B. Units not previously supported by the S&A Fee must submit a new unit orientation document prior to the deadline set by the committee. C. Orientation documents will include a review of all services provided, including those not directly funded by the S&A Fee, current status of any capital assets, and a budget breakdown from the previous year. D. Units are requested, but not required, to submit relevant information to the committee for review prior to their orientation documents. E. The Committee may request, and units will provide, additional information as needed. F. All materials related to an orientation will be published for public review.
5. Budget Requests A. The Committee may establish through Committee Policies different funds (i.e. operating, capital, savings) supplied by the S&A Fee. Each fund may require a different budget request form providing information deemed relevant by the Committee. B. Budget Requests must be submitted in the form designated by the Committee. Deviation from the designated form may result in the rejection of the request. C. Once the deadline for Budget Requests has passed all submitted requests will be distributed to Committee Members. D. Units that fail to submit their requests by the deadline may submit late only with the permission of the Committee Chair upon showing of good cause. E. Units that wish to amend their request after the deadline may do so with the permission of the Committee. F. All budget requests will be published for public review.
6. Budget Hearings A. The Committee may call for any unit submitting a budget request to answer questions regarding the unit's services, including those related but not directly funded by the S&A Fee, current status of any capital assets, previous budget breakdowns, and the current budget request. B. Should the Committee determine a single hearing is insufficient to discuss all issues presented in a unit's request additional hearings may be scheduled. C. The Committee may not recommend any extraordinary changes without hold a hearing on the impacted unit. D. Any Committee member may send written questions to a unit seeking funding which will be answered as fully as possible. Written questions and answers must be distributed to other Committee members.
7. Final Budget Deliberations A. Following the completion of all Budget Hearings and any additional meetings the Committee may require, the Committee will hold Final Budget Deliberations. B. The Committee Chairperson should take special care to invite all units requesting funding, officials from the Student Governments, campus press, and the public at large. SAF Guidelines, May 2015 | 5 A–7.3/206-15 6/11/15
C. The University Administration Designee will attend and participate in the Final Budget Deliberation. D. During the Final Budget Deliberation the Committee must approve: i. The amount to be recommended for allocation to each unit requesting funding for the following academic year; and ii. The level of the fee to be recommended for the following academic year E. The Committee may also decide any additional issues as deemed appropriate. F. During these deliberations the Committee Chairperson will allow those in attendance to make comments on pending decisions. The Committee Chairperson is authorized to close the comment period on the particular question after everyone present has had the opportunity to speak at least once.
8. Chairperson's Letter A. Following the Final Budget Deliberations the Committee Chairperson will draft a letter to the University Administration detailing the decisions of the Committee and the associated rationales for each decision. B. The Chairperson will ensure minority viewpoints expressed during the Final Budget Deliberation are included in the letter. C. The letter will be distributed to the Committee for review and comment prior to being sent to the University Administration.
9. Administrative Review A. Upon receipt of the Chairperson's Letter, the University Administration will review the recommendations of the Committee. The University Administration may review any materials provided to the Committee in its review, but should refrain from considering materials not available to the Committee. B. If the University Administration agrees with all of the Committee recommendations it will draft a letter to the Board of Regents stating that opinion. The Committee Chairperson's Letter will be attached to the letter to the Board of Regents. C. If the University Administration disagrees with any of the Committee recommendations it will notify the Committee in writing. The Chairperson will call a Committee meeting to discuss the disagreement with the University Administration. The Committee may decide to change the recommendation to conform with the concerns of the University Administration. However, should the Committee reject those concerns the matter will be referred to the Dispute Resolution process.
10. Dispute Resolution A. The following process is to be used if any issue is referred to the Dispute Resolution process through these Guidelines or Committee Policy, or if any Committee member claims that the Guidelines have not been followed, that the Committee participation has been unduly curtailed, or that funds have been used inappropriately. B. Parties involved in an issue referred to the Dispute Resolution process shall meet in good faith in an effort to achieve a decision which is best for all involved. C. If, after engaging in a good faith effort to achieve a resolution, any of the parties involved determines that the issue cannot be resolved through further good faith discussions, the issue shall be considered a “Dispute,” and within fourteen days thereafter, a Dispute Resolution Committee will be convened by the S&A Fee Committee Chairperson comprised of: i. Three S&A Fee Committee members chosen by the S&A Fee Committee Chairperson from among the Student Government Representatives; ii. Three representatives chosen by the Board of Regents; iii. One student selected by the S&A Fee Committee who will chair the Dispute Resolution Committee and only vote in the case of a tie; and iv. Two representatives from the University Administration who will serve in an advisory capacity and may not vote. D. The President of the Associated Student of the University of Washington and the President of the Graduate & Professional Student Senate may attend meetings of the Dispute Resolution Committee, but may not vote. E. The Dispute Resolution Committee will meet in good faith, and settle by vote any and all Disputes. F. All decisions of the Dispute Resolution Committee will be presented to the Board of Regents for their consideration along with appropriate materials. G. The decision of the Board of Regents regarding the resolution of all disputes is final.
SAF Guidelines, May 2015 | 6 A–7.3/206-15 6/11/15
11. Regential Approval A. After receiving both letters, as specified in Section 9, the Board of Regents will consider the recommendations of the Committee and the University Administration. B. All recommendations emerging from the Dispute Resolution Process will be considered by the Board of Regents. The recommendations of the Committee, University Administration, and the Resolution Process will be presented by the Committee Chairperson and the University Administration Designee. C. The Committee’s recommendations and those of the University Administration shall be required before a final decision unless the Board of Regents determine such a decision is necessary to avoid defaulting on debt to be repaid by the S&A Fee or an emergency. The Board of Regents must give the Committee adequate notice in all other cases to render an opinion on any issue related to the collection or distribution of funds from the S&A Fee. (RCW 28B.15.045) D. Members of the Board of Regents shall adhere to the principle that Committee recommendations be given priority consideration on funding items that do not fall into the categories of preexisting contractual obligations, bond covenant agreements, or stability for programs affecting students.
12. Notification of Budget Request Determination A. The Committee Chairperson shall provide notice to all units submitting an application for funding stating the outcome of their request following a final decision by the Board of Regents. B. This notice must state specific amounts to be allocated, any specific instructions approved by the Regents, and any recommendations issued by the Committee. C. Notice must be in writing and copies must be retained by Committee Staff.
13. Letter to the Next Committee A. After the Board of Regents issues its final decision regarding the Committee's recommendations the Committee Chairperson, with advice from the Interim Committee Chairperson, will draft a letter to be distributed to next Committee's membership. B. The letter should: i. detail the recommendations and outcomes from the Board of Regents meeting; ii. outline discussions and thinking from the Committee's deliberative process; iii. discuss input and instructions given to units to provide evidence to the next Committee of what is reasonably expected from units receiving funding; iv. suggest topics for Committee consideration; and v. describe the outgoing Committee's long‐term planning and how this year's decisions fit into that plan.
Title V | Committee Powers & Limitations 1. 1. Annual Reporting A. During Committee Training the University Administration will present to the Committee a summary of projected income and costs of all funded units for the current academic year. B. Prior to the Final Budget Deliberation the University Administration will present to the Committee projected income from the S&A Fee at its current level and other reasonable alternatives for the next academic year. C. During the Budget Hearings the University Administration will present a report on the current state of all debt to which S&A Fee funds are obligated.
2. Requests for Information A. The Committee may make reasonable requests for access to any existing non‐confidential information, report, legal opinion, analysis, or policy decision reasonably related to the S&A Fee. Such requests will be filled by the University Administration within three academic weeks, unless the Administration shows reasonable cause for an extension. B. The Committee will be apprised of the cost to comply with a request for information that requires expenditure of university resources beyond those already budgeted. The Committee may allocate funds from its budget to cover such costs or choose to forgo the requested information.
3. Oversight A. The Committee may participate in the budgetary oversight of any unit receiving funding to ensure allocations are spent in accordance with budget requests and Committee instructions. B. The Committee may give input on the operation of any unit receiving funding at either the Unit Orientation, Budget Hearing, or Final Budget Deliberation. Units are encouraged to incorporate such input whenever possible. SAF Guidelines, May 2015 | 7 A–7.3/206-15 6/11/15
C. The Committee may recommend an instruction be issued with an allocation specifying restrictions on how the funds may be spent. Such instructions may not be used by the Committee to engage in micromanaging; however, should the Committee determine a unit is consistently disregarding input, specific instructions may be recommended. All such instructions must be incorporated into the Chairperson's Letter and shall be subject to Administration Review and Regent Approval.
4. Recommendations A. The Committee may issue recommendations to the Board of Regents on any of the following issues: i. Level to be assessed by the S&A Fee. Such levels must consistent with the restrictions imposed by RCW 28B.15.041. ii. Annual allocations for the next academic year. iii. The use of SAF fund balances, collected through either operational or capital fees, for purposes within the committee’s purview. iv. Alterations to allocations for the current academic year. v. Issuing bonds to which S&A Fee funds will be obligated. vi. Classes of students to be exempted from the S&A Fee. vii. The creation of new specialized S&A Fees. viii. Capital expenditures and savings plans. ix. The management of the Fund Balance. x. Revisions to related State Statutes and Committee Guidelines. xi. University investigations of units that the Committee believes have improperly spent allocated funds or disregarded Committee instructions. B. The Committee may not issue recommendations to the Board of Regents which: i. Reduce the annual funding allocation to the Student Governments unless 2/3rds of the all voting members agree. ii. Threaten to default on bonds to which S&A Fee funds are obligated. iii. Involve issues not reasonably related to the S&A Fee.
5. Mid‐year Allocations A. The Committee may recommend, with the approval of the University Administration and subject to approval by the Board of Regents, changes to a unit's allocation at the unit's request. The Committee may not recommend decreasing the level of allocation. B. The Committee may authorize, with the approval of the University Administration, the spending of funds reserved in the Fund Balance for specific purpose approved during previous Committee Terms. All such previous designations must be approved by the Board of Regents.
6. Committee Funding A. The Committee Chairperson, with the assistance of Committee Staff, may request funds from the S&A Fee for the purposes of operating the Committee. B. Committee Staff may spend from the Committee's allocation with the approval of the Committee Chairperson for regularly budgeted items. The Committee Chairperson will report all such authorizations to the Committee. C. Non‐budgeted items must be approved by the Committee.
Adopted July 20th, 2006 by Jonathan Evans (Chair) Revised June 2011 by Conor McLean & Mallory Martin (Co‐‐‐Chairs) Revised May 2014 by Kiehl Sundt (Chair) Revised May 2015 by Abe McClenny (Vice Chair)
SAF Guidelines, May 2015 | 8 A–7.3/206-15 6/11/15 Student Presenter Biographical Information
Services and Activities Fee – University of Washington, Seattle: 2015-16 Operating and Capital Allocations, and SAF Guidelines
Mac Zellem is originally from Rollinsford, New Hampshire and came to Seattle to attend the UW in 2012. Currently in his junior year Mac is a double major in Economics and International Studies. His area of interests are international trade and development. Mac studied abroad in the spring of 2013 in Vienna Austria, the program focused on the German language and literature. An avid sailor, Mac is a member of the UW Sailing Club. Mac has chaired the Student Publications Board the last two years and has served as the SAF Chair this last year.
ATTACHMENT 4 A–7.4/206-15 Page 1 of 1 6/11/15 A–8 VII. STANDING COMMITTEES
A. Academic and Student Affairs Committee
Services and Activities Fee – University of Washington, Tacoma: 2015-16 Distribution of Fee and Allocation of Funds
RECOMMENDED ACTION
It is the recommendation of the administration and the Academic and Student Affairs Committee that the Board of Regents approve the following Services and Activities Fee proposals for the University of Washington, Tacoma:
1) no increase in the Services and Activities Fee for academic year 2015-16; 2) the distribution of Services and Activities Fee for 2015-16; and 3) the operating budgets and expenditures recommended for 2015-16.
BACKGROUND
Services and Activities Fees (SAF) at UW Tacoma and UW Bothell are collected separately from the Services and Activities Fee at the Seattle campus, but the process is handled in like manner for each campus. As provided under RCW 28B.15.045, a student committee proposes the annual program priorities and budget allocation levels to the Board of Regents for approval. The Board of Regents has approved the Services and Activities Fee Guidelines that established the Services and Activities Fee Committee for UW Tacoma and its operating procedures.
The Board of Regents is authorized to increase the Services and Activities Fee by an amount not to exceed the annual percentage increase in undergraduate tuition authorized by the legislature in the Omnibus Budget Bill.
2004-05 $ 97 2010-11 $149 2005-06 $103 2011-12 $149 2006-07 $106 2012-13 $159 2007-08 $113 2013-14 $159 2008-09 $120 2014-15 $159 2009-10 $136 2014-16 $159
The SAF Committee at UW Tacoma has recommended the following for academic year 2015-2016. Chancellor Mark A. Pagano has reviewed and concurs with these recommendations.
A–8/206-15 6/11/15 VII. STANDING COMMITTEES
A. Academic and Student Affairs Committee
Services and Activities Fee – University of Washington, Tacoma: 2015-16 Distribution of Fee and Allocation of Funds (continued p. 2)
1. Level of Fee: The quarterly fee payable by a full-time student will remain at $159 per quarter for a full-time student for the 2015-16 academic year.
2. Distribution of Fees: Based upon estimated revenue of $1,923,866 for fiscal year 2015-16, the Committee recommends that the fees be distributed as follows:
2014-15 2015-16 2014-15 Distribution 2015-16 Distribution % Based on % Based on Distribution $159 fee Distribution $159 fee Student Activities and Services 96.5% $1,901,000 96.5% $1,923,866 Long-term student loans 3.5% $68,948 3.5% $71,935 Long-term development 0% 0.00 0 $59,500
Total $1,969,948 $2,055,301
3. 2015-16 Budget Allocations for Student Activities and Services: The Committee recommends the following distribution for Student Activities and Services for the 2015-16 year.
ASUWT (Student Government) – Stipends and Operations $134,414 Conference and Event Fund 140,000 Childcare assistance program 72,000 Diversity Resource Center 202,052 Student Health Center 305,048 Student Publications 131,574 UWY & Dawg House #1 201,636 UWY & Dawg House #2 15,479 Student Engagement 514,898 Registered Student Organizations 14,000 Student Activities Board 127,208 Center for Service & Leadership 35,321 Student Support Services 26,973 SAFC Operating Fund 3,263 TOTAL $1,923,866
A–8/206-15 6/11/15 VII. STANDING COMMITTEES
A. Academic and Student Affairs Committee
Services and Activities Fee – University of Washington, Tacoma: 2015-16 Distribution of Fee and Allocation of Funds (continued p. 3)
Allocations which are unspent at the end of the fiscal year will revert to the contingency operating budget. Long-term contingency funds of $59,500 and any additional revenue generated as a result of implementation of a fee in the amount of $159 or due to excess enrollment will remain in the Long Term Development fund.
Attachments 1. 2015-2016 SAFC Preliminary Annual Allocation Recommendations 2. Letter from SAFC Committee to Chancellor Pagano, May 19, 2015 3. May 19, 2015 Letter from Chancellor to SAFC Chair Nicholas J. P. Ahkiong 4. Presenters’ Biographical Information
A–8/206-15 6/11/15 2015-2016 SAFC Preliminary Annual Allocation Recommendations
15-16 15-16 15-16 14-15 13-14 12-13 Allocation Request Stipulations Allocation Allocation Allocation STUDENT ENGAGEMENT Personnel $363,759 $393,398 • The committee allocated the budget as submitted with no $388,947 $295,519 Fringe $111,639 $105,672 stipulations beyond those required of all SAF recipients. Travel/Training $12,000 $12,000 $0 $0 Supplies $12,500 $12,500 $8,000 $8,000 Equipment $0 Events/Activities $13,000 $13,000 $12,500 $7,500 Other $2,000 $2,000 $11,893 $10,796 Total $514,898 $538,570 $476,248 $421,340 $321,815 STUDENT HEALTH CENTER Personnel $284,188 $284,188 • The committee requests an update by June 1, 2015 that details how $284,188 $282,708 Fringe $0 students will be represented on the Student Health Center RFP review Travel/Training $0 committee and that confirms that at least one student representative $0 $0 Supplies $8,400 $8,400 will be designated as a liaison between the contract renewal committee $8,400 $5,000 Equipment $0 and the SAFC. Events/Activities $0 • The committee requests that the Student Health Center provide an $0 $0 Other $12,460 $12,460 update to SAFC on or before September 1, 2015 regarding the contract $12,460 $14,020 Total $305,048 $305,048 $305,048 $305,048 $301,728 review process that includes a timeline and the names of individuals who have been appointed to the contract renewal committee. • The committee requests an update on the contract renewal process on December 1, 2015. • The committee requests that the Student Health Center provide evidence during the 2016-2017 budgeting process that the Center is collaborating with UWTs Healthcare Leadership & Social Work academic programs to align efforts for health education and maximize opportunities for UWT students to be involved with the Health Center as part of their academic learning.
DIVERSITY RESOURCE CENTER Personnel $135,192 $137,447 • The committee requests evidence that the Diversity Resource Center Fringe $40,198 $36,605 is collaborating with Student Support Programs and a broad range of Travel/Training $3,000 $3,000 RSOs, in addition to other campus partners that the DRC may work with Previously funded as two proposals Supplies $1,662 $2,000 to achieve its goals. "Diversity Resource Center" and Equipment $0 $0 "STEPS/SSMP" (see below). Events/Activities $20,000 $20,000 Other $2,000 $3,000 Total $202,052 $202,052 A–8.1/206-15 6/11/15 ATTACHMENT 1 Page 1 of 9 15-16 15-16 15-16 14-15 13-14 12-13 Allocation Request Stipulations Allocation Allocation Allocation UWY & Dawg House #1 Personnel $154,528 $144,351 • The committee requests that Student Engagement continue to assess Fringe $29,360 $25,694 student workers’ roles and justify the student worker budget. In future Travel/Training $0 reports, we ask that you address and justify: Supplies $2,000 $2,000 * the total number of student work positions that are needed; Equipment $10,000 $4,000 * the number of “productive hours” that student workers are Events/Activities $1,000 $750 performing essential tasks or services; Other $4,748 $3,874 * how UW Y student positions, student engagement positions and Total $201,636 $180,669 YMCA positions complement one another, without being redundant, to Previously funded as "Recreation and support student users, specifically. Fitness" and "Dawghouse" (see below). * the ratio of coordinators and student assistants: the number of coordinators needs to be justified. • The committee also believes the Student Assistants need to be more visible and accessible to students using the University Y; currently students go through Student Engagement rather than being able to access facility services directly.
CONFERENCE AND EVENT FUND Personnel $0 • The committee allocated the budget as submitted with no $0 $0 Fringe $0 stipulations beyond those required of all SAF recipients. Travel/Training $80,000 $80,000 $75,000 $65,000 Supplies $0 $0 $0 Equipment $0 Events/Activities $45,000 $45,000 $60,000 $60,000 Other $15,000 $15,000 $0 $0 Total $140,000 $140,000 $140,000 $135,000 $125,000
A–8.1/206-15 6/11/15 Page 2 of 9 15-16 15-16 15-16 14-15 13-14 12-13 Allocation Request Stipulations Allocation Allocation Allocation ASUWT Personnel $88,722 $94,613 $125,112 $120,118 Fringe $16,857 $16,841 Travel/Training $11,500 $3,500 $0 Supplies $9,500 $4,500 $1,500 $0 Equipment $4,335 $0 Events/Activities $0 $0 $0 $0 Other $15,000 $19,900 $11,490 $14,150 Total $134,414 $147,354 $141,600 $141,602 $134,268
STUDENT ACTIVITIES BOARD Personnel $39,500 $39,350 $55,967 $50,631 Fringe $7,505 $7,004 Travel/Training $3,603 $4,500 $3,550 $0 Supplies $0 $0 $0 $0 Equipment $0 $0 Events/Activities $74,000 $80,000 $70,000 $70,000 Other $2,600 $3,100 $3,950 $7,500 Total $127,208 $133,954 $123,088 $133,467 $128,131
A–8.1/206-15 6/11/15 Page 3 of 9 15-16 15-16 15-16 14-15 13-14 12-13 Allocation Request Stipulations Allocation Allocation Allocation STUDENT PUBLICATIONS Personnel $89,348 $90,982 • The committee congratulates Tahoma West for its successful efforts Fringe $16,976 $16,195 to reduce costs and “Do much more with less.” Travel/Training $1,250 $5,250 • The committee requests that the Ledger and Tahoma West continue Supplies $4,000 $36,500 to provide evidence they are assessing the need for print publications Previously funded as two proposals "The Equipment $0 and adjusting print run and distribution locations to save costs. Ledger" and "Tahoma West" (see below). Events/Activities $36,500 $0 • The committee also requests that the Ledger and Tahoma west -$16,500 -$16,500 Other provide evidence of their efforts to assess and enhance their marketing Total $131,574 $132,427 efforts to increase readership.
CHILDCARE ASSISTANCE PROGRAM Personnel • The committee allocated the budget as submitted with no $0 $0 Fringe stipulations beyond those required of all SAF recipients. Travel/Training $0 $0 Supplies $0 $0 Equipment Events/Activities $0 $0 Other $72,000 $72,000 $72,000 $72,000 Total $72,000 $72,000 $72,000 $72,000 $72,000 CENTER FOR SERVICE & LEADERSHIP Personnel $21,875 $20,184 $13,447 Fringe $4,156 Travel/Training $0 $0 Supplies $2,700 $100 $0 Equipment $240 Events/Activities $3,500 $3,500 $3,500 Other $2,850 $500 $350 Total $35,321 $0 $42,858 $24,284 $17,297
A–8.1/206-15 6/11/15 Page 4 of 9 15-16 15-16 15-16 14-15 13-14 12-13 Allocation Request Stipulations Allocation Allocation Allocation STUDENT SUPPORT SERVICES Personnel $7,793 $7,875 • The committee is funding “Other” at $2,000 (versus the $4,000 Fringe $1,480 $1,402 requested) because SAF funds cannot be used to purchase food in the Travel/Training $3,500 $3,500 manner proposed. Supplies $1,200 $1,200 • The committee requests evidence that Student Support Programs is Equipment $1,000 $1,000 collaborating with the Diversity Resource Center and a broad range of Events/Activities $10,000 $10,000 RSOs, in addition to other campus partners that SSP may work with to Other $2,000 $4,000 achieve its goals. Total $26,973 $28,977 Not previously funded. • SAFC requests that report(s) to the committee clarify the purpose, scope and focus of SSP programs to indicate how they are focusing on groups that are currently under-supported to avoid duplication of efforts and maximize the impact of SAF funds. • The committee encourages SSP to make its student positions work- study eligible.
UWY & Dawg House #2 Personnel • The committee believes that some of the items requested in the Fringe budget are unnecessary because there is not yet strong indication that Travel/Training the University Y’s existing resources are insufficient. Supplies • The committee is not allocating funds to purchase soft seats in the Equipment $15,479 $24,603 UW Games Room or to purchase a microwave cabinet in the vending Events/Activities area. Other • We are allocating funds for the following: Total $15,479 $24,603 * Stage * A-frames (2, versus the 4 requested) Previously funded as "Recreation and * White Boards Fitness" and "Dawghouse" (see below). * Wall Mounts * Round Tables (3, versus the 6 requested) * Storage Lockers * UWY 107 Tables and Chairs ( 1 table and 4 chairs, versus the 2 tables and 8 chairs requested) * UW Podium • The committee requests that future reports indicate how the University Y’s revenue stream benefits students and is affecting the University Y’s ongoing need for support from the SAF.
A–8.1/206-15 6/11/15 Page 5 of 9 15-16 15-16 15-16 14-15 13-14 12-13 Allocation Request Stipulations Allocation Allocation Allocation REGISTERED STUDENT ORGANIZATIONS Personnel $0 • The committee allocated the budget as submitted with no $8,214 $8,770.00 Fringe $0 stipulations beyond those required of all SAF recipients. Travel/Training $0 $0 $0.00 Supplies $3,000 $3,000 $1,000 $750.00 Equipment $0 Events/Activities $6,000 $6,000 $5,000 $5,000.00 Other $5,000 $5,000 $7,000 $6,400.00 Total $14,000 $14,000 $13,000 $21,214 $20,920.00 STUDENT THEATER GUILD Personnel • The committee values the arts as an important part of campus life and believes that Interdisciplinary Arts and Sciences is the more appropriate source for funds to develop the current student-driven Fringe theater program into a University initiative. Travel/Training • The SAF allocates money to the Campus Event Fund and Conference Supplies and Travel Fund specifically to support Registered Student Not previously funded. Equipment Organizations. The Student Theater Guild can put in a request in Spring Events/Activities quarter for events the following academic year. Other Total $0 $0 ASUWT Bike Shop Personnel • The committee thinks the proposed bike shop is forward thinking; the Fringe fact that the service is student initiated is great and makes it a good Travel/Training candidate for future consideration. However, there is not yet evidence Supplies of a critical mass of students biking to campus: we encourage additional research to demonstrate the need for a program like this. Equipment • Additionally, the budget projections related to implementation are Events/Activities not sufficiently justified (e.g. construction costs, university vs. SAFC Not previously funded. Other funding) Total $0 $0 The committee recommends that a future proposal for this program clarify how the revenue stream will be used, identify the administrative home for the service, and include documentation from UWT administration detailing the university’s support of the project and its l i ki it
A–8.1/206-15 6/11/15 Page 6 of 9 15-16 15-16 15-16 14-15 13-14 12-13 Allocation Request Stipulations Allocation Allocation Allocation INFORMATION TECHNOLOGY Personnel • The committee believes this position is not well-aligned with its core values and that the position, which does not seem designed to serve solely or primarily UWT students, should be funded by the University. Fringe Travel/Training Supplies Not previously funded. Equipment Events/Activities Other Total $0 $0 SAFC Operations $3,263 SUBTOTAL: $1,923,866 Program & Services Long-Term Contingency $59,500 Short-Term Contingency $0 TOTAL: $1,983,366 $1,835,000 2015-16 SAF Allocations
A–8.1/206-15 6/11/15 Page 7 of 9 15-16 15-16 15-16 14-15 13-14 12-13 Allocation Request Stipulations Allocation Allocation Allocation
The following programs restructured their requests for funding in 2015-2016. Their historical funding levels are detailed below.
DIVERSITY RESOURCE CENTER Personnel $93,000 $37,515 Fringe Travel/Training $2,000 $0 Supplies "STEPS/SSMP" and "Diversity Resource Center" submitted one proposal for 2015-2016 - "Diversity $3,000 $2,000 Equipment Resource Center." Events/Activities $24,000 $23,000 Other $0 $0 Total $118,041 $122,000 $62,515 STEPS/SSMP Personnel and Fringe $81,161 $72,913 Travel/Training $3,639 $3,400 Supplies "STEPS/SSMP" and "Diversity Resource Center" submitted one proposal for 2015-2016 - "Diversity $1,200 $0 Events/Activities Resource Center." $1,000 $0 Other operational costs $3,000 $3,000 Total: $83,816 $90,000 $79,313 LEDGER Personnel and Fringe $133,132 $113,027 Travel/Training $0 $0 Supplies $4,600 $4,600 Events/Activities The "Ledger" and "Tahoma West" submitted one proposal for 2015-2016 - "Student Publications." $0 $0 Other operational costs $21,000 $19,500 Projected Ad Revenue -$16,000 -$7,000 Total: $118,450 $142,732 $130,127 TAHOMA WEST Personnel and Fringe The "Ledger" and "Tahoma West" submitted one proposal for 2015-2016 - "Student Publications." $19,223 $23,367 Travel/Training $500 $0 Supplies $600 $1,470 Events/Activities $1,000 $1,000 Other operational costs $17,592 $17,500 Total: $5,000 $38,915 $43,337
A–8.1/206-15 6/11/15 Page 8 of 9 15-16 15-16 15-16 14-15 13-14 12-13 Allocation Request Stipulations Allocation Allocation Allocation DAWG HOUSE $0.00 $19,876.00 $ - RECREATION & FITNESS Personnel and Fringe $78,665 $75,902 Travel/Training $11,780 $0 Supplies "Recreation & Fitness" and "Dawg House" were submitted as "University Y/Dawg House" for 2015- $1,200 $0 Events/Activities 2016 $33,500 $0 Other operational costs $15,000 $18,650 Total: $195,851 $140,145 $94,552
A–8.1/206-15 6/11/15 Page 9 of 9 May 19, 2015
Chancellor Mark Pagano University of Washington Tacoma 1900 Commerce Street Box 358430 Tacoma, WA 98402
Dear Chancellor Mark Pagano:
The Services & Activities Fee Committee (SAFC) has discussed and approved recommendations regarding the collection and allocation of the UW Tacoma's Services & Activities Fee for the 2015-2016 fiscal year. This recommendation is the result of a lengthy process involving Committee trainings and orientations, proposal presentations and discussion of the long-term goals of the campus.
Should you and the University of Washington Board of Regents adopt our recommendations, the fee will optimally fund a diverse array of services and activities that are aligned with our core values and will benefit the students of the University of Washington Tacoma.
2015-2016 UW TACOMA SERVICES AND ACTIVITIES FEE BUDGET In consultation with UW Tacoma's Office of Finance and Administration, this year's committee projected $1,983,366 in revenue. This number is based on an enrollment of 4,158 FTE's and a Services and Activities Fee of $159 per quarter.
2015-2016 UW TACOMA SERVICES AND ACTIVITIES FEE The Board of Regents is authorized to increase the Services & Activities Fee by an amount not to exceed the annual percentage increase in undergraduate tuition authorized by the legislature in the Omnibus Budget Bill. The SAFC voted to maintain UW Tacoma's SAF at $159 per quarter for 2015- 2016.
The Committee would like to emphasize our concern with the current regulation that caps SAF increases to the rate of tuition increases. We are currently partnering with ASUWT to advocate for a change that would provide SAFCs more latitude in increasing fees by tying the cap on increases to a fiscal metric endorsed by the state (e.g. the fiscal growth factor, a specified consumer price index, etc). Although the Committee aims to keep fees reasonable and not burden students with additional educational costs, we also aspire to sustain critical services which may be difficult as our programs' costs increase- particularly in light of ongoing discussion about potential minimum wage increases at the University of Washington and/or in the City of Tacoma.
PROGRAM ALLOCATIONS When determining funding of program allocations, the Committee considered a variety of factors including, but not limited to, whether the service is or should be a core service and the level of benefit to students. The Committee also completed a line-by-line budget review of actual usage, projected expenditures, and staffing costs for each program. This was done in an effort to enhance fiscal efficiency and full use of SAF funds before increasing the amount allocated to any given program. Stipulations and recommendations on proposals are included in the attached SAFC 2015-2016 Annual Recommendations.
A–8.2/206-15 ATTACHMENT 2 6/11/15 Page 1 of 4 The budget we are submitting is a revision to our original budget recommendation passed on March 18, 2015: our initial budget was revised to reflect the recent minimum wage increase to $11 per hour. Our Committee asked SAF-funded units to restructure their proposals to accommodate the $11increase and the potential $13 increase. Their revisions had a significant impact on the number of student employees and therefore an impact on the services these student employees and their department/program provide to the campus community.
Department of Student Engagement I $514,898 Student Engagement provides the majority of staffing and resources to administer and facilitate a wide variety of student involvement on campus. A large portion of Student Engagement's 2015-2016 budget is allocated for staffing as well as provide student programming at UW Tacoma.
Student Health Services I $305,048 Student Health Services (SHS) serves as a vital entity at this University, allowing students the opportunity to receive convenient, no-fee basic healthcare.
Diversity Resource Center I $202,052 The Diversity Resource Center is a service to the students, which strives to create a welcoming and inclusive environment that enables all members of the UW Tacoma community to learn through the exploration of human differences. The DRC provides programs and support in three main areas: enhancing campus education, developing community partnerships, and building a diverse campus community.
University Y and Dawg House (#1-Staffing & Operations) I $201,636 With the opening of the University Y Student Center and continued operations in the Dawg House Student Lounge, it is vital to provide spaces for students to socialize, connect with others, while studying and relaxing. The funds will be used for staffing and operational costs at both locations.
Conference & Event Fund I $140,000 The Committee supports funding for the Conference and Event Fund as it allows opportunities for students who are not directly involved with Registered Student Organizations to be involved in planning events for the campus.. Through this fund, students, faculty, and staff can submit a request for funding to bring a broad spectrum of activities to our campus for the benefit of students. The fund also supports students to attend conferences and training, which provide skill enhancement and enrichment.
Associated Students of the University of Washington Tacoma (ASUWT) I $134,414 The Associated Students of UW Tacoma represents and promotes student interests, needs, and welfare within the University community through committee representation and administrative-level interactions. It also provides for the expression of student opinion and interests to the community at large through involvement and assists the University in providing physical and social environments that are student-centered.
Student Publications I $131,574 This year, the allocated budget for Student Publications include both The Ledger, the campus student newspaper, and Tahoma West, the literary arts magazine. The Committee applauds Tahoma West with their "do more with much less" campaign, in light of last year's significant budget cuts for the program.
A–8.2/206-15 6/11/15 Page 2 of 4 Student Activities Board (SAB) I $127,208 The Committee recognizes the important role the Student Activities Board plays at this University and in our community. Diverse programming that promotes student involvement, provides opportunities to build a sense of student community, and activities deemed essential to student development and success. The amount allocated was decreased from the proposal amount due to the elimination of the Series Coordinator, which would have been responsible for Washington Wednesdays.
Childcare Assistance Program I $72,000 This program is important to this campus as it allows students with children to receive funding for childcare, which would then give student-parents space and time to attend classes and/or take advantage of campus programs and services.
Center for Service and leadership I $35,321 The Center for Service and Leadership provides leadership, personal and professional development for students through their participation and reflection in community engagement and opportunities. Consisting of Volunteer Services and Leadership Endorsement, CSL provides a wide range of experiences for students, based on their passion and commitment, while enhancing their leadership skills and community engagement.
Student Support Programs I $26,974 A newly-funded entity, Student Support Programs are a resource for new and returning students, departments, faculty, and staff that assisting with recruitment and retention activities, and help facilitate the experience of a broad spectrum of special need students, including underrepresented, veteran and military, first-generation, low income, and at-risk students.
University Y and Dawg House (#2 - Equipment) I $1SA79 With the feedback that was received from UW Tacoma students, faculty, and staff, this request is a one time purchase that was not included in the Annual request (above). Items that would be purchased include additional furniture as requested by students and UW-branded podium, and a stage to provide a higher level of service for events. The Committee unanimously agreed to approve this proposal because of the equipment to be purchased can be rented to outside organizations, creating revenue for the University.
Registered Student Organizations (RSOs) I $14,000 Registered Student Organizations (RSOs) are an integral part of student and campus life. They provide opportunities for student involvement, camaraderie, and leadership development. RSOs also provide students with an opportunity to come together with people of similar interests, cultures, and viewpoints.
Student Theater Acting Guild I $0 The Student Theater Acting Guild (STAG), a registered student organization (RSO), submitted a proposal for support in creating theatricals on campus, include bringing in a professional playwright. This proposal was denied funding because it would then open the door for other clubs and organizations to come before this Committee to request funding. It was recommended that STAG submit a proposal through the Conference & Event Fund.
A–8.2/206-15 6/11/15 Page 3 of 4 ASUWT Bike Shop I $0 The Committee appreciates that the proposal for a bike shop at UW Tacoma was student-driven; however, the proposal was lacking sufficient evidence that it was needed on campus. Since a large population does not live within biking distance to the University, we are unsure that the shop will be heavily utilized. We encourage that a new proposal be submitted in the future when there is sufficient evidence and development of a plan.
Information Technology I $0 The proposal was for an .8 FTE IT employee to be stationed in the University Y Student Center. Because the building is still new and Student Center Events staff is trained on how to handle the equipment, the Committee felt that because the building is still new and Student Center Events staff is trained on how to handle equipment, it was unnecessary.
STIPULATIONS ON SAF FUNDING AWARDS The Committee placed stipulations on the funds allocated to programs to ensure SAF resources are utilized responsibly and that the SAFC can better gauge the impact its fee allocations have on UW Tacoma students. Stipulations that are specific to a program or service are detailed in the attached budget spreadsheet. In addition, we placed the following general stipulations on all recipients of SAF funds:
• Report(s) to the SAFC, including request for continued funding in 2016-2017, should include details about program's efforts to collaborate with other campus offices to develop, promote, and sponsor programs for UW Tacoma students. • Report(s) to the SAFC, including requests for continued funding in 2016-2017, should indicate the number of unduplicated students that attended SAF-funded programs and/or utilizes SAF funded services. It should also include a demographic breakdown of the students the program(s) or service(s) impact. • Funded entities must request changes to the line-item allocations specified in their 2015-2016 budgets through the SAFC, per the guidelines. • The Committee requests that funded entities indicate which programs and/or services are being made possible by the Services and Activities Fee by including the statement "This program/service is being made possible by UWT's Services and Activities Fee" on all advertisements, reports, promotional materials, etc. The Committee plans to provide SAF funding recipients with a SAF logo that you can instead of, or in addition to, this attribution.
CLOSING COMMENTS The Committee believes that if the Chancellor and the Board of Regents approve these recommendations, these services and activities will positively enhance the lives of the students at UW Tacoma. We thank you for your time and consideration.
Respectfully,
Nikolas J.P A k1ong yen Services & Activities Fee Committee Services & Activities Fee Committee Chair Vice Chair
A–8.2/206-15 6/11/15 Page 4 of 4
May 19, 2015
Mr. Nikolas J. P. Ahkiong Chair, 2015-2016 Services and Activities Fee Committee University of Washington Tacoma
Dear Mr. Ahkiong:
Thank you for submitting the recommendations of the Services and Activities Fee committee dated May 19, 2015. I accept the recommendations, and extend thanks to you and the committee for your thoughtful deliberations.
Sincerely, Mark A. Pagano Chancellor
A–8.3/206-15 Page 1 of 1 ATTACHMENT 3 6/11/15
Presenters’ Biographical Information Services and Activities Fee – University of Washington, Tacoma: 2015-16 Distribution of Fee and Allocation of Funds
Dr. Mark A. Pagano, the fourth Chancellor of the University of Washington Tacoma, grew up in southern Illinois. He has a B.S. (1979) in engineering (he was a first-generation college student), an M.S. (1983) in engineering, and a Ph.D. (1992) in engineering science from Southern Illinois University Carbondale.
Until his appointment at UW Tacoma in March 2015, Dr. Pagano served as provost and vice chancellor for academic affairs at Montana State University Billings, the only urban- serving university in Montana. He led the development of a university-level strategic plan and was instrumental in planning and funding a new science building, Yellowstone Hall.
Prior to MSU Billings, Dr. Pagano spent 19 years at Purdue University in Indiana, where he reached the rank of full professor and served in a variety of administrative positions: department head, director of the statewide outreach system, associate vice provost for engagement, and dean of Purdue Extended Campus. Dr. Pagano started his academic career as an assistant and then an associate professor at SIU Carbondale. As a faculty member, he won teaching awards and carried out research into the problems of chlorine in Illinois coal.
Dr. Pagano is married to Kelly Pagano. Together, they have four adult children.
Cedric B. Howard is an educator, community leader and advocate for access into higher education for all students in the South Puget Sound region of Washington State. Since 2007, he has served as the Senior Student Affairs Officer at the University of Washington Tacoma. In his current capacity as Vice Chancellor for Student and Enrollment Services, Cedric has led formal development of two distinct units (Student Affairs and Enrollment Management) into one highly-effective student services operation.
His professional responsibilities include Student Enrollment (pre-college programs, recruitment, financial aid, and registration), Student Success (counseling, health services, career development, disability, veterans and international support services), Student Engagement (student government, clubs, student activities, conduct, and peer advisors), Student Administration (strategic planning, budget management, and student funding committees), and Student Fellowship and Awards (competitive student fellowships and national merit scholarships).
Prior to joining UW Tacoma, Cedric was Director of Student Affairs at the University of South Florida, St. Petersburg (2002-2007), where he led campus development of a new Student Affairs division. While at USF St. Petersburg, Cedric introduced campus housing, food services and multicultural affairs. Additionally, he has served as Dean of Student Affairs at LeMoyne-Owen College in Memphis, Tennessee (1999-2002), Director of Student and Diversity Programs at Weber State University in Ogden, Utah (1996-1999), and Coordinator for Student Services at the University of Tennessee at Chattanooga (1994-1996).
ATTACHMENT 4 A–8.4/206-15 Page 1 of 2 6/11/15
Niko Ahkiong is a senior at UW Tacoma. Niko's interest in diversity and equity has led him to pursue a degree in the Ethnic, Gender and Labor Studies program. While attending both high school and college in Tacoma, Niko has come to love the environment and setting of UW Tacoma. With its rich and genuine students, staff and faculty, to its urban serving community. Aside from chairing SAFC, Niko has been a part of various organizations including the Diversity Resource Center, Asian Pacific Islander Student Union and the Office of Advancement at UW Tacoma. Niko hopes to pursue a career in Human Resource upon graduating this June.
Kathy Nguyen is a junior at UW Tacoma, whose interest in Human Resources led her to major in Business Administration Management, with a minor in Law & Policy. From Olympia, she chose UW Tacoma for its small classes and easy access to professors. In addition to her studies and providing leadership on the Services and Activities Fee Committee (SAFC), she is the Lead Front Desk Assistant in the Center for Student Involvement. After graduating from UW Tacoma, Kathy hopes to attend graduate school and receive her Master of Business Administration.
A–8.4/206-15 Page 2 of 2 6/11/15 A–9 VII. STANDING COMMITTEES
A. Academic and Student Affairs Committee
RAINN ‘EM IN
For information only.
BACKGROUND
RAINN ‘EM IN is a human-powered horse race. The horses are inflatable and the jockeys are raising awareness and support for survivors of sexual assault. All proceeds from the event go to the Rape, Abuse, and Incest National Network (RAINN), the nation’s largest anti-sexual violence organization. In 2012, Jennifer Shipe, a rape survivor, founded RAINN ‘EM IN as a creative way to raise funds and awareness for RAINN. The light-hearted competition, inflatable ponies, and team costumes help make a difficult topic more approachable for everyone.
Both Bryce Ellis and Kelly Hostetler attended Ms. Shipe’s Leadership Fireside Chat in February out of their own personal interest in the topic. At the talk, Jen discussed how and why she founded RAINN ‘EM IN, and what the process has taught her about leadership. It was an inspiring conversation that left both Bryce and Kelly motivated and capable of joining this worthy fight to end sexual violence. They each saw the need for this conversation on campus, and saw RAINN ‘EM IN as the means to make this conversation approachable for all students, whether they’ve been personally affected by sexual assault or not. They felt if the topic was made more approachable, students could catalyze a culture change on the UW campus and prevent many acts of sexual assault before they happen.
Together, Bryce and Kelly engaged three different student groups, the IFC (Interfraternity Council), the Panhellenic Association, and the CEP (Community, Environment, and Planning) undergraduate program, to participate in the event. Thus, the UW became the first university in the nation to partner with RAINN ‘EM IN in order to raise awareness and support for survivors of assault.
On May 16, 16 teams competed for the Triple Crown. The relay race-style bouncing took place at Emerald Downs track between actual horse races in front of thousands of people. In the end, the UW’s team won two out of the three crowns: the Race Crown and the Fundraising Crown (all but the People’s Choice Crown). Together, the three student groups raised $2,000 dollars for the RAINN organization. The entire event raised $25,000, which is enough money to staff over 10,000 hours of RAINN’s 24-hour hotline.
A–9/206-15 6/11/15 VII. STANDING COMMITTEES
A. Academic and Student Affairs Committee
RAINN ‘EM IN (continued p. 2)
These inflatable ponies sparked conversations throughout the UW’s campus involving sexual violence, the nature of consent, and how we as a community can support victims. This event provided a safe space for survivors to find support and share their stories. RAINN ‘EM IN also spurred a more general dialogue surrounding the sheer significance of this issue on the UW’s general campus and throughout the rest of the world. Engaging students in dialogue around sexual assault is a powerful tool for change. This change and the desire for more of it has already taken root at the UW, and students are now better poised to support the university as an emerging national leader in sexual assault awareness and prevention.
Bryce, Kelly, and the rest of the students involved are hoping to continue these conversations going forward. For the 2015-2016 academic year, they plan to implement the following:
• 2015 Fall Quarter: Host a RAINN ‘EM IN UW race during halftime at a Husky football game • 2016 Winter Quarter: Form a steering committee of UW student leaders • April 2016: Expand on the second annual RAINN Day in Red Square • May 2016: RAINN ‘EM IN Race (goal of 30+ UW students from 6+ student groups)
Attachments Photos from RAINN ‘EM IN Race at Emerald Downs Presenters’ Biographical Information
A–9/206-15 6/11/15 RAINN ‘EM IN Race Emerald Downs
RAINN ‘EM IN race at Emerald Downs
Victory! The Race Crown went to UW’s Interfraternity Council (IFC) team. However, the UW also had teams at RAINN ‘EM IN from the Panhellenic Association and the Community, Environment, and Planning (CEP) major.
ATTACHMENT 1 A–9.1/206-15 Page 1 of 1 6/11/15 Presenters’ Biographical Information RAINN ‘EM IN
Bryce Ellis is an undergraduate at the University of Washington majoring in Law, Societies, and Justice, and Communication. He has an academic focus on the many different aspects of the issue of mass incarceration facing the United States today. Bryce is a proud member of Theta Chi fraternity and has served as both his chapter's re-founding vice president and president. As a transfer student from Seattle Central College, Bryce came to the University of Washington skeptical of fraternities and not expecting to join one. Bryce attributes his skepticism to the many negative stereotypes commonly associated with fraternities. Since joining a fraternity however, Bryce has embraced these stereotypes as a call to action and a chance to make a positive difference while also enjoying the many benefits of Greek life. In his current role as the University of Washington Interfraternity Council Vice President of Risk Management, Bryce has dedicated his efforts to addressing sexual assault awareness and getting men involved in advocacy work; through efforts like the Dawgs Take Action pledge against sexual violence, working closely with SARVA on SARVA events, and building a relationship between the UW and RAINN/RAINN 'Em In. Bryce has seen a positive difference on these issues and is convinced that as communities around the UW continue to be proactive, this change will only continue.
Kelly Hostetler holds a Masters Degree in Urban Planning from the University of Washington. While there, she specialized in urban design and sustainability, with a focus in collaborative education. Now, Kelly remains at the UW in the College of Built Environments as the Program Manager for the Community, Environment, and Planning (CEP) undergraduate major. She enjoys CEP's passionate students and innovative education model - one that emphasizes student governance and holistic professional development. Before returning to the Pacific Northwest, Kelly received her undergraduate degree from Columbia University in both Political and Environmental Science while captaining the Women's Varsity soccer team
ATTACHMENT 2 A–9.2/206-15 Page 1 of 1 6/11/15 A–10 VII. STANDING COMMITTEES
A. Academic and Student Affairs Committee
Childcare at the University of Washington
For information only.
BACKGROUND
Childcare first became a widespread topic of conversation on the University of Washington’s Seattle campus in the 1970s. In fact, students’ support for greater access to childcare was highlighted in a three-page expose in a 1973 edition of The Daily. Ever since, The Associated Students of the University of Washington (ASUW) and the Graduate and Professional Student Senate (GPSS) have advocated for child care availability on campus. Both organizations have funded reports and a feasibility study to catalyze capital projects. Additionally, they have worked to raise awareness about the university’s childcare needs with various entities on campus. Such entities include the student unions, the staff unions, and the Faculty Senate.
Unfortunately, students, faculty, and staff with children have struggled to thrive in our university’s environment, which provides roughly 5% of the childcare support needed by the campus community. Studies have shown that corporate and public entities that provide adequate support for childcare enjoy greater productivity, competitiveness, diversity, and retention rates than their competitors and peer institutions who don’t.
Currently, the University of Washington has three childcare facilities. Together, these facilities have 262 spots (total) available for children of faculty, staff, and students. Two of these facilities give priority to students who live in the housing facilities with which they are affiliated [Radford Court (79 spots) and Laurel Village (60 spots)]. A fourth facility at Harborview Medical Center gives priority to Harborview employees and faculty.
Throughout the University of Washington’s history, numerous studies and surveys have been conducted regarding childcare. Each one has reported on the scarcity of childcare access and availability at the University of Washington:
A–10/206-15 6/11/15 VII. STANDING COMMITTEES
A. Academic and Student Affairs Committee
Childcare at the University of Washington (continued p. 2)
• 1973 – An expose published in The Daily on student support for childcare on campus • 1996 – Counting Noses: University of Washington Child Care Needs Assessment • 1998 – University of Washington Feasibility Study for On-Site Child Care • 2012 – No Parent Left Behind: A Study Assessing the Needs of Students with Children at the University of Washington’s Seattle Campus • 2015 – AAUP Survey at the University of Washington on unmet childcare needs • 2015 – GPSS Student Census Survey with detailed results on student parent needs
GPSS conducted a student census in spring 2015 with an emphasis on childcare. Roughly 1,800 students responded. While the full analysis of this census is still being completed, the preliminary findings confirmed previous reports’ findings and recommendations. Additionally, the census sheds light on opportunities for enhancing access to quality childcare and providing further childcare support on campus.
The GPSS census revealed that roughly 15% of male and 16% of female graduate and professional students are parents. Also, 22% of all students reported being a parent or planning to become a parent while at the University of Washington. Most importantly, among the students who are not parents and do not plan on having children while in school, 70% believe that the university should dedicate resources toward raising money for childcare.
Comparison to Peer Institutions
In 1998, the Services and Activities Fee (SAF) Committee funded a “Feasibility Study for On-Site Child Care: Enhancing Child Care Services for University of Washington Students”. The study was also commissioned jointly through the GPSS and ASUW.
As part of this study, the external review company Burud & Associates conducted a comparative analysis of peer institutions supporting childcare. They reported that “enhancing the supply of high-quality, affordable and accessible child care on campus would enhance the University of Washington’s ability to attract and retain higher caliber students, faculty, and staff”.
A–10/206-15 6/11/15 VII. STANDING COMMITTEES
A. Academic and Student Affairs Committee
Childcare at the University of Washington (continued p. 3)
The following graph reflects the University of Washington’s rankings among other public universities (relative to UC Berkeley) in terms of the US News and World Report in 2015, and the number of childcare slots available per 1,000 university members. At the University of Washington, there are currently 262 spots in UW-affiliated childcare facilities on or near campus.
The Opportunity for a Culture Change: A Family Friendly Campus
Student parents report that unmet childcare needs contribute to stress and hinder their ability to thrive at the University of Washington. According to the GPSS census recently conducted, over 80% of student parents responded that unmet childcare needs have “negatively impacted [their ability to study, attend class or otherwise succeed as a student.” Similarly, 74% of parents among graduate and professional students reported, “unmet childcare needs have hindered [their] ability to perform research, teaching, fellowship or other work responsibilities.” Even though access to childcare at the University of Washington has been scarce for numerous years, it is still a problem the university can address and make a substantial impact in.
A–10/206-15 6/11/15 VII. STANDING COMMITTEES
A. Academic and Student Affairs Committee
Childcare at the University of Washington (continued p. 4)
Going forward, the university has the ability to implement a “culture change” on campus. In other words, the university can create a more welcoming atmosphere for parents and their children by becoming a family friendly campus. When new buildings are planned, old buildings are fixed up, resources are allocated, and programs are implemented, the University of Washington can keep the idea of a family friendly campus in mind. Small changes can go a long way toward addressing this issue.
For example, there is currently nowhere for parents to take their children when they want to work out at the IMA, go to a meeting, take evening classes, or visit the library. If buildings on campus offered flexible, family friendly areas where children were welcome to be part of the campus community, the scarce access to on-site childcare would be less of a problem. Student parents could take their children to these activities knowing such family friendly areas offered a place for their child to be without disturbing other students. Other flexible options for providing child care on campus include intermittent and short term care as well as parent run cooperatives.
Buying family friendly furniture and implementing family friendly areas on campus allows student parents to bring their kids with them to class meetings, the IMA, etc.
Additionally, the College of Education at the University of Washington has a world-class program in early childhood education. The faculty and students have expressed interest in developing an on-site childcare facility to enhance their educational experience.
A–10/206-15 6/11/15 VII. STANDING COMMITTEES
A. Academic and Student Affairs Committee
Childcare at the University of Washington (continued p. 5)
Currently the university does, in fact, offer resources for student parents. However, most student parents do not know these resource exist. Thus, the university can do a better job at advertising the programs and resources they currently provide. For example, the university can create a website for student parents. The website could list out all the programs, resources, and support for childcare provided on campus. The website could also provide maps of the university that showcase lactation stations available on campus.
By incorporating a culture shift that allows the university to become a more family friendly campus, the University of Washington can begin to strive for a campus environment that better supports student parents.
Attachments Report: No Parent Left Behind Presenters’ Biographical Information
A–10/206-15 6/11/15 No Parent Left Behind
A Study Assessing the Needs of Students with Children at the University of Washington's Seattle Campus.
By Ben Henry University of Washington Daniel J. Evans School of Public Affairs June 2012
A degree project submitted in partial fulfillment of the requirement for the master 's of public administration.
A–10.1/206-15 ATTACHMENT 1 6/11/15 Acknowledgements
Degree Project Advisor: Dr. Crystal Hall
A special thanks to Diana Herrmann, Sarah Reyneveld, Zachary Folwick, Shiboney Dumo, Sarah Terry, and Maya Smith.
For Jack Henry.
A–10.1/206-15 6/11/15
Table of Contents
Executive Summary ...... 1 Background: Existing Resources for Student-‐Parents...... 1 Assessing the Needs of Students with Children ...... 1 Students With Children Census Findings ...... 3 Recommendations for Further Study ...... 3
Introduction...... 4
Background ...... 4
Precise Population of Students With Children Unknown...... 4
Student-‐ Parents and the Challenges They Face...... 5
Current State of Services for Student-‐ Parents at UW...... 5
Needs Assessment...... 6
Methodology ...... 7 ‘Virtual’ Focus Groups of UW Student-‐Parents ...... 7 Students With Children Census ...... 8
Findings & Analysis ...... 8
Virtual Focus Group Findings ...... 9 Impact on Educational Outcomes ...... 10 Childcare Accessibility...... 11 Child Care Assistance Program ...... 13 Childcare Cooperative...... 15 Campus Support and Acceptance ...... 16 Students With Children Census Findings ...... 20
Limitations ...... 21 Focus Group ...... 21 Survey ...... 21
Recommendations for Further Study...... 22
Conclusion ...... 23
Exhibit 1: Virtual Focus Group Questionnaire ...... 24
Exhibit 2: Virtual Focus Group Analysis ...... 26 Demographics...... 26
Exhibit 3: Survey Results ...... 27 Demographics...... 27 Childcare ...... 29
Other Findings ...... 32
Endnotes ...... 35
A–10.1/206-15 6/11/15
Executive Summary
Students with children face daunting odds and many unique challenges to degree completion. However, little is known about students with children on the University of Washington’s (UW) Seattle campus. For instance, no data exists counting the number of this population.
Meanwhile, UW has a vested interest in helping this population succeed. Part of UW’s mission is to “educate a diverse student body.” Student-‐parents contribute to the University’s diversity in part because they are more likely than others to belong to historically underrepresented groups. And in 2000, the UW Board of Regents issued a policy statement for the first time formally recognizing the university’s role in assisting students, faculty and staff in meeting their childcare needs.
This paper poses the question: What needs, unique to the University of Washington’s student-‐parent population, exist that impact educational outcomes?
Background: Existing Resources for Student-‐Parents
At UW, a handful of programs address the needs of student-‐parents. Still, many have difficulty finding appropriate care for their children. The primary reason for this is a shortage of available, affordable, flexible childcare options in the vicinity of the university.
There are currently four childcare centers affiliated with the UW. Of these, two — Radford Court and Laurel Village — serve primarily students. Both centers are at full capacity with long waiting lists.
The University also provides childcare subsidies to student-‐parents who qualify based on financial need. These portable vouchers allow recipients to use them at any licensed childcare facility. Vouchers cover up to 60 percent of childcare costs.
Assessing the Needs of Students with Children
Two methods were utilized in assessing need: a “virtual focus group,” or open-‐ended qualitative questions shared over email, and a “Students With Children Census,” or a survey that was informed by virtual focus group findings.
Focus Group In this research, parents were candid in sharing their perspectives on various aspects of university life, and in sharing glimpses of what their lives are like as students with children.
In the focus groups, parents spoke extensively about challenges with childcare, from waiting lists that can last longer than the time it takes to earn a degree, to a “shocking” lack of affordable childcare options close to campus. One parent, overwhelmed by the demands
NO PARENT LEFT BEHIND 1
A–10.1/206-15 6/11/15 of being a student, described the anxiety that comes with dropping off her child to a provider she had just met through CraigsList.
Many themes emerged from an analysis of qualitative responses. Dominant themes include:
• The impact parenthood has on educational outcomes • Accessibility to affordable childcare • The Child Care Assistance Program • Campus support and acceptance of student-‐parents
There is evidence that parenthood delays degree completion. It was not uncommon to encounter parents teetering on the edge of emotions and academic failure. One graduate student mother described losing her childcare and facing the prospect of having to quit her program if she could not find suitable care.
Parenthood also impacts academic performance. An undergraduate mother studying plant biology says she gets lower grades because of parenthood, “which hopefully don’t inhibit me if I decide to pursue higher education after undergrad.” She says being the primary care provider for her son “makes it extremely difficult to find enough time to study.”
The lone consistent bright spot in focus group responses was the Child Care Assistance Program (CCAP), the low-‐income childcare subsidy program that is funded by student fees. This was especially true among program participants.
Respondents offered broad support for a university-‐sponsored childcare cooperative structure, in which student-‐parents would receive childcare in exchange for providing childcare for other parents.
Another theme was a perception among several student-‐parents that they were not being supported by the UW administration. However, some parents were also positive, particularly in regard to the Student Parent Resource Center and CCAP.
Attitudes toward the amount of support from faculty were mixed, though skewing toward a feeling of a lack of support. An undergraduate mother in the Program on the Environment reports a lack of support while tending to her ill child. “Awful, treated like a flake for staying home with my son when he’s sick,” he said. “Intimidated out of a department for no longer fitting status quo.”
There were several calls for “child-‐friendly study areas or environments on campus.” Two students, like this electrical engineering graduate mother, mentioned a need for childcare at UW’s gym, or the Intramural Activities center (IMA), which is accessible to all students and is funded through student fees: “I’d really like to be able to take advantage of things like the IMA,” she said. “At the university I worked at before grad school, I could bring my son with me to swim in the pool during public swim times. UW doesn’t have any hours that
NO PARENT LEFT BEHIND 2
A–10.1/206-15 6/11/15 I can bring my kids with me. I’d be happy to sign waivers if I could bring my under-‐16 kids with me to the pool.”
Students With Children Census Findings
Based on focus group feedback and the input from a Graduate & Professional Student Senate (GPSS) task force, a survey was developed and targeted to UW-‐Seattle’s student-‐ parent population. Major findings include:
Parenthood Impacts Time to Degree and Academic Performance • 72% of all participants say parenthood will delay their graduation. • 64% of all participants say parenthood has a “moderate” or “significant” impact on their academic performance.
Sick Children Result in Absenteeism • 87% of childcare users stay home from work or school to care for their sick child.
Campus Life • 71% of all respondents would use the IMA “much more” if a childcare room was provided. 78% of all respondents would use the IMA “much more” if child access to the pool was provided. • Among applicable responses, 71% say UW’s Lactation Stations are not easy to find. 42% “strongly disagree” with the statement that they are “easy to find.” • Among applicable responses, 73% say UW’s diaper-‐changing tables are not easy to find. 42% “strongly disagree” with the statement that they are “easy to find.”
A Majority of Parents Are Open to the Idea of a Childcare Cooperative • 68% of all respondents would consider participating in a potential campus childcare cooperative program, with 30% agreeing that they would “seriously consider participating,” while 38% say they would “maybe” consider it.
Childcare • Of CCAP participants, 60% are “extremely satisfied” with the program; 71% say their ability to earn their degree and academic performance would be “significantly impacted” without the program; 65% report still struggling to pay childcare costs despite a voucher; and just 2% say they can get by without the program.
Recommendations for Further Study
Getting a complete look at programs other universities have developed to address student-‐ parent needs could generate new ideas on ways to address the needs identified in this report. I recommend surveying peer institutions among Global Challenge States. For instance, it would be helpful to know what peers do about illnesses of students’ children. Is there precedent for a university-‐wide policy on student-‐parents receiving excused absences when their children are sick? Do peers provide sick care for students’ children so they don’t have to miss class?
NO PARENT LEFT BEHIND 3
A–10.1/206-15 6/11/15 Introduction
At the University of Washington’s (UW) Seattle campus, students who have children face extraordinary challenges to degree completion. National data shows that student-‐parents face daunting odds.
However, while the nature of the struggles of student-‐parents are generally well known, little is known about UW’s students with children. For instance, there is no mechanism to definitively count how many among this population are enrolled at UW-‐Seattle, and little literature specific to this campus exists on the needs of this group.
This paper seeks to address this information asymmetry, posing the question: What needs, unique to the University of Washington’s student-‐parent population, exist that impact educational outcomes?
Strong majorities of survey respondents reported decreased academic performance and a longer time to degree because of parenthood. Some student-‐parents report being on the brink of emotional and academic collapse: “I have lost my drive toward my major, my house is a wreck, my family is stressed out and broke, my GPA (grade point average) has plummeted, and my sanity is even in jeopardy,” one parent said.
Indeed, according to the Washington State Workforce Board, a lack of affordable childcare rates as the third-‐greatest impediment to degree completion, lagging only tuition and geographic distances.1
Background
Precise Population of Students With Children Unknown
Although UW does not formally track the number of students with children on its Seattle campus, nearly one in four, or 23 percent, of all post-‐secondary students in the United States are parents, according to an Institute for Women’s Policy Research (IWPR) analysis of U.S. Department of Education 2009 data.2
Further national estimates indicate that approximately 30 percent of graduate students and 11 percent of undergraduates at four-‐year public institutions have dependent children, and that 6 percent of undergraduates and 9 percent of graduate students at four-‐year public institutions are single parents.3
In the 2009-‐10 academic year, 1,186 UW students identified on the Free Application for Federal Student Aid (FAFSA) as having dependents, approximately 2.8 percent of the student population.4 However, this number does not include students who did not file a FAFSA and largely excludes part-‐time students, international students, graduate students
NO PARENT LEFT BEHIND 4
A–10.1/206-15 6/11/15 who have teaching or research assistantships, students with higher incomes who would not qualify for financial aid, and staff and faculty who may be taking classes.5
A 1996 study commissioned by the UW Office of the Vice President of Student Affairs and conducted by Collaborative Ventures, Inc. found that 7 percent to 9 percent of UW’s overall student population at that time had more than 4,000 children.6
Student-‐Parents and the Challenges They Face
Part of UW’s mission is to “educate a diverse student body.”7 Student-‐parents contribute to the University’s diversity in part because they are more likely than others to belong to historically underrepresented groups. At 2.2 million, more than half of the country’s 3.9 million students with children are low-‐income. And, according to the IWPR, a third of all low-‐income students are parents.8
Students with children are less likely to have a parent who is a college graduate, generally have lower standardized test scores, and are more likely to have a full-‐time job.9
Like other non-‐traditional students, student-‐parents fare worse than traditional students in college persistence and degree completion.10 One study finds that just 5 percent of undergraduate single parents earn a bachelor’s degree within six years of entering college.11 The six-‐year bachelor’s degree completion rate for all students was 23 percent in a recent national survey.12
Childcare concerns can be a major barrier to college persistence and completion for student- ‐parents. In a recent national survey of 22-‐ to 30-‐year-‐olds who failed to complete their post-‐secondary education, 16 percent cited family obligations as a major reason for leaving college. In the same survey, 95 percent of all respondents with children believed that if colleges provided childcare, it would help people in situations similar to their own complete their degree.13 According to a Washington State Workforce Board report, lack of childcare is the third-‐greatest impediment to students completing their higher education.14
“Child care is probably the most critical piece that a student parent needs to be successful,” says Sherrill Mosee, author of “Professor, May I Bring My Baby to Class?”15
Current State of Services for Student-‐Parents at UW
At UW, a handful of programs address the needs of student-‐parents. Still, many have difficulty finding appropriate care for their children. The primary reason for this is a shortage of available, affordable, flexible childcare options in the vicinity of the University.
There are currently four childcare centers affiliated with the UW. Of these, two — Radford Court and Laurel Village — serve primarily students. Both are located within UW family housing complexes outside of the central campus area and give preference to students
NO PARENT LEFT BEHIND 5
A–10.1/206-15 6/11/15 living in those complexes. The university subsidizes these centers by providing space and facilities management for the centers, and Haggard Nelson, a private contractor, operates the programs. Students pay lower tuition than faculty and staff at these centers, but even with these lower rates, tuition is comparable to citywide averages.16 Both centers are at full capacity with long waiting lists. A 2008 whitepaper reported that 730 children were waiting for an open spot.17
The university also provides childcare vouchers to student-‐parents who qualify based on financial need. These portable vouchers allow recipients to use them at any licensed childcare facility. In 2010-‐11, the income ceiling for a family of four was $66,150 per year.18 Vouchers cover up to 60 percent of childcare costs. In Seattle, the average monthly cost of full-‐time, center-‐based care is $1,244 for infants, $1,048 for toddlers, and $860 for preschoolers.19 Even with vouchers, center-‐based care is difficult for many student-‐parents to afford.20 It can also be difficult to find. In 2008, the vacancy rate (the quotient of vacancies and capacity levels) for childcare in King County was 7.1 percent. Only 8.7 percent of facilities had any openings for infants.21 Availability near the university may be considerably lower. In an annual email survey of UW voucher recipients, a third of respondents reported that they had difficulty finding a spot in a licensed care facility that worked for them.22 One described the task of finding childcare in Seattle as “almost impossible.”23
Both on-‐campus and community-‐based options lack the flexibility that many students need. Although a small number of drop-‐in facilities have opened in Seattle in recent years, care during non-‐standard hours (i.e. evenings and weekends) is still a rarity.24 This may cause students to rely on informal or sub-‐standard care arrangements during these times, which can jeopardize not only their academic participation but also their children’s safety.25 Through its facilities, UW currently offers full-‐time, part-‐time and part-‐week care, and does not offer scheduling flexibility or sick, evening or drop-‐in care.26 The most significant obstacle to offering scheduling flexibility is cost.27
In 2000, the UW Board of Regents issued a policy statement formally recognizing for the first time the university’s role in assisting students, faculty and staff in meeting their childcare needs. “Variation in quality, cost and availability contribute to the childcare challenges facing university families; and the demands on students, staff and faculty drive the need for varied and flexible childcare,” the Regents said.28
Needs Assessment
While a shortage of affordable and accessible childcare options is known to be a challenge to this student population, little else is known about students with children on UW’s Seattle campus. This project seeks to develop a deeper understanding of their needs.
NO PARENT LEFT BEHIND 6
A–10.1/206-15 6/11/15 Methodology
In conducting this needs assessment, two primary research tools were planned: focus groups, which would allow for open-‐ended, qualitative interactions of a sample of the population of parents, and a survey, which would provide quantitative data identifying population needs. Focus group findings would inform the contents of the survey.
‘Virtual’ Focus Groups of UW Student-‐Parents
Two focus groups would target specific segments of populations at the Seattle campus: those who were currently participating in UW’s voucher program, the Child Care Assistance Program (CCAP), and those who were not. The segments were targeted because of their unique needs and perspectives.
However, in attempting to organize these events, a challenge inherent in interacting with this population forced an adjustment. Because of the unique time constraints student-‐ parents face — having to juggle coursework, parenting, and employment — gathering enough students to comprise even a single group was not possible. And this, despite approximately 40 responses to outreach efforts expressing interest in participating in the focus groups.
And so, a “virtual focus group” emerged as the most effective method to provide access to a diverse set of perspectives. In practice, these amounted to open-‐ended interviews taken in survey form, but they have been analyzed thematically, similarly to focus groups. This method maintains the ability of participants to provide open-‐ended responses, not constrained by close-‐ended, multiple-‐choice survey questions. This helps cover potential blind spots in survey development, and provides honest, first-‐person assessments of student-‐parent conditions, provided at times most convenient to participants.
Participants responded to email alerts sent to the following email listservs:
• Graduate & Professional Student Senate (GPSS) global email (to nearly all UW graduate students). • CCAP subsidy recipients via the Student-‐Parent Resource Center (SPRC). • The UW Student Parents Organization (UWSPO) membership listserv.
Sought among respondents were a diverse representation of students with children on the Seattle campus, including those who are married or in a long-‐term relationship and those who are single; those who are residents and those who are out of state; those holding down at least one job and those who aren’t; and across races.
Participants were asked a variety of questions, from basic demographic information to open-‐ended questions seeking more detailed views. These questions — like, “If UW offered on-‐campus drop-‐in care, would you need full-‐time care?” — were informed by the GPSS Student Parents Task Force, a stakeholder committee representing leadership from GPSS, the Associated Students of UW (ASUW), and UWSPO, and UW administrators.
NO PARENT LEFT BEHIND 7
A–10.1/206-15 6/11/15
Here is a sample of other questions asked to focus group participants:
• What impact has being a parent had on your degree completion? • What does UW do well in serving student-‐parents? What doesn’t it do well? • If you could change one thing about UW for student-‐parents, what would it be? • Is there enough childcare available in your preferred location? • Have you had difficulties finding a provider?
For a complete list of these questions, see Exhibit 1.
Students With Children Census
Using virtual focus group findings and past surveys of this population — including one conducted by UWSPO in 2010 and the annual Childcare Assistance Program survey — and input from the GPSS task force as guides, a survey targeted at UW-‐Seattle’s students with children was developed.
This survey attempts to capture data that will tell a more complete story about student-‐ parent needs identified through qualitative methods.
The survey, framed as a “UW Students With Children Census,” was distributed via several methods. The survey was circulated electronically via the Catalyst survey platform. This ensured that only registered students could participate. The following methods were used to distribute the survey in May 2011:
• ASUW listserv (reach is approximately 18,000 students) • GPSS listserv (12,000 graduate students) • GPSS Senators listserv (approximately 125 students, many of whom then forward the email on to their respective program listservs) • UWSPO listserv (approximately 100 students) • SPRC’s CCAP listserv (approximately 400 students receiving childcare subsidy)
Findings & Analysis
“I often feel as if I am failing in both my role as a student and, more importantly, failing in my role as a mother. These feelings are cemented when advisors ask me how I feel about ‘underperforming in grad school.’ These feelings are cemented when I have to choose between going to class and nursing my sick infant. These feelings are cemented when I struggle to find the time to write my degree project when my son is buzzing around me in all his 2-‐year-‐old fury. The past
NO PARENT LEFT BEHIND 8
A–10.1/206-15 6/11/15 two years have been a constant struggle, a constant feeling of failure, and the recurring relief of finding out I have just barely passed quantitative analysis or some other class.” — Graduate student mother
In this research, parents were candid in sharing their perspectives on various aspects of university life, and in sharing glimpses of what their lives are like as students with children.
In the focus groups, parents spoke extensively about challenges with childcare, from waiting lists that can last longer than the time it takes to earn a degree, to a “shocking” lack of affordable childcare options close to campus. One parent, struggling with the demands of being a student, described the anxiety that comes with dropping of her child to a provider she had just met off CraigsList.
The starkest responses were from parents, like this undergraduate business administration mother, who described desperate situations. “Most days when I am alone, I am crying from the stress,” she said. “I consider quitting every few days, especially this quarter. I have tons of guilt for not spending enough time with my kids, and for always being cranky and tired from studying all night. I feel like I am swimming upstream without an arm or leg.”
Several parents, like a father pursuing an M.D., were also critical of UW’s role in helping this population. “The UW does not provide enough financial or on-‐campus childcare resources to students with children to ameliorate the extra challenge that having children presents for students,” he said. “Currently, students at the UW are at an inherent scholastic disadvantage relative to students without children, and the UW’s efforts to support students with children is grossly insufficient, especially compared to other state institutions and community colleges.”
Virtual Focus Group Findings
Many themes emerged from an analysis of qualitative responses. Dominant topics include:
• The impact parenthood has on educational outcomes • Accessibility of affordable childcare • The Child Care Assistance Program • General campus support and acceptance of student-‐parents
Respondents skew toward post-‐baccalaureate students, with 72 percent of the 32 responses identifying as either graduate or professional students and 28 percent identifying as undergraduate. The overall proportion at UW as of Autumn 2011 was 69 percent undergraduate students and 31 percent graduate and professional. 29 The proportion of student-‐parents at UW is unknown.
NO PARENT LEFT BEHIND 9
A–10.1/206-15 6/11/15 One possible reason respondents skewed this way is the graduate student senate was the driving force behind respondent recruitment.
More than half of respondents were either current or former participants in CCAP, three-‐ fourths were mothers, three-‐fourths were married, more than three-‐fourths were Washington state residents, and 59 percent were employed. In terms of race and ethnicities, 59 percent identified as Caucasian, 13 percent Asian, 9 percent multi-‐racial, 6 percent Black, and 3 percent Latino. See Exhibit 2 for focus group demographics and findings.
This analysis summarizes common themes found in responses, and highlights specific responses that help paint a picture of the state of life for UW-‐Seattle’s students with children. The responses reported here were to open-‐ended questions, without prompting specific answer types. (See Exhibit 1 for a list of questions.)
Impact on Educational Outcomes
Of respondents to the question, “What impact has being a parent had on your degree completion?”, half indicated that parenthood slowed them down in their pursuit of a degree. Nearly half — 47 percent — alluded to a high degree of stress that comes with juggling parenthood and the demands of enrollment.
Parenthood Delaying Degree Completion Encountering parents teetering on the edge of emotions and at the brink of academic failure was not uncommon. One graduate student mother described losing her childcare and facing the prospect of having to quit her program if she could not find suitable care.
An undergraduate mother studying comparative history of ideas said parenthood has had a “major impact” on her degree completion. She describes the challenges of returning to school after going on leave. “When I returned, I near-‐failed all of my classes for several quarters,” she said. “My husband is also attending college, but not at this university and (he) does not work. So, I am forced to work about to my breaking point in order for us to pay our bills and take care of our child. … I will complete my degree at some point, it is just taking longer than I had expected.”
One parent described having to drop down to part-‐time status, while another called parenthood as a student “almost impossible.” Another said the “financial burden is very heavy.”
And while not all the feedback documented struggles, even positive comments alluded to challenges, as seen with this mother pursuing an epidemiology doctorate: “(Parenthood) has made it more challenging to complete my degree, but I also feel that I have a sense of balance and perspective due to being a parent. I also feel like it makes me more motivated and focused. But, sometimes, it is very difficult, because I am not progressing through my program as quickly as I would like to.”
NO PARENT LEFT BEHIND 10
A–10.1/206-15 6/11/15 While parenthood makes education more demanding, one sociology Ph.D. candidate and father says it is worth it. “It has certainly increased the demands on my time and energies, but I wouldn’t, of course, trade it for anything,” he said.
The Impact of Parenthood on Academic Performance An undergraduate mother studying plant biology says she gets “lower grades” because of parenthood, “which hopefully don’t inhibit me if I decide to pursue higher education after undergrad.” She says being primary care provider for her son “makes it extremely difficult to find enough time to study.”
An undergraduate father studying geography reports underperformance. “It’s difficult to complete the projects to the level I believe I am capable of, given less distractions during homework/hours when I am watching my daughter,” he said.
A biology undergraduate mother says the opportunity cost of parenthood is missing out on out-‐of-‐class activities. “I’m not able to go to … a lot of activities because they are all at night or in the late afternoon,” she said. “A lot of classes and programs revolve around times when I can’t go. For example, Saturday and Sunday field trips that I can’t bring my kids with me to (like to the zoo), which makes it really hard because I don’t have weekend care. I also have a hard time getting time to do homework. Too much of learning is relying on at-‐home learning, which is hard to juggle between giving my kids time and doing enough studying to actually learn concepts instead of memorization.”
Childcare Accessibility
A stable childcare situation emerged as an issue central to student-‐parents’ ability to pursue their education. Three childcare themes emerged: timeliness, affordability and proximity.
A father studying medicine offered strong views on resources available to student-‐parents, saying UW “has done nothing well in serving student-‐parents,” and describing the childcare procurement process as “very unpleasant for students.” But he offered a comment indicative of the sentiments of several respondents — that the UW does not provide enough childcare options. “Even with financial assistance, it’s often VERY, VERY difficult to find a childcare center that is close to campus without a year or more waiting list,” he said. “Our daughter has been on the Laurel Village wait list (where we currently live) for over three years. It’s shocking the UW doesn’t create more childcare centers on campus for students with families.”
Timeliness and Affordability Nearly three in four respondents (71 percent) reported being on a waiting list for either a childcare facility or CCAP vouchers. Several parents described childcare waiting lists with waits as long as two or three years.
A single mother and graduate student studying clinical psychology says she might graduate before making it to the top of the list. “I have been on this waiting list since I found out I
NO PARENT LEFT BEHIND 11
A–10.1/206-15 6/11/15 was pregnant, and I have been informed that it will still probably be two to three years before I get in,” she said. “It would be wonderful if there was childcare on campus for student-‐parents. I hope to have my degree in three years. It would be a shame if I got into the childcare facility right when I graduate.”
Sometimes childcare shortages result in students compromising on their parental safety standards, as described by this electrical engineering graduate student-‐mother: “When I first started back to school, I left my almost-‐2-‐year-‐old with people I’d just met off of CraigsList several times because I didn’t have a better option and I needed to get to class,” she said. “It was very scary to be leaving a child who was too young to talk with complete strangers who I’d only emailed once or twice, but I felt like I was backed into a corner — we were on waiting lists for childcare centers all over the area but hadn’t gotten into any, and we couldn’t afford a nanny (or even a nanny share). … My oldest is still on lists from when we started looking for childcare in 2008.”
A mother pursuing a doctorate in political science had strong views on what she described as a UW policy to give preference to certain faculty or staff. “I am deeply offended that the UW’s formal policy for allocating childcare spots gives ‘critical hires’ first priority, even at the student centers,” she said. “The No. 1 factor related to attracting and retaining women in academia at R1 institutions is access to high-‐quality, affordable, on-‐campus childcare. Allowing the administration to have veto power over spots reduces the likelihood that these centers will benefit those who need them most.”
A father pursuing an M.D. called for more emphasis on keeping childcare costs to the student low. “Meeting minimum needs in terms of local, affordable childcare facilities needs to be priority No. 1 for the UW in regards to supporting UW students with children,” he said.
Proximity Respondents reported a shortage of available childcare. Nearly two-‐thirds, or 63 percent, indicated that not enough childcare is available at their preferred location.
About three of four respondents indicated they would like access to on-‐ or near-‐campus childcare, with 58 percent saying that is their first preference, and 16 percent saying they would like childcare either near campus or near their homes. About one in four say they prefer childcare near their homes.
A graduate mother studying English said having their children on or near campus is “desperately needed” and would provide them comfort that they can be accessible to their children should the parent be needed. “Near campus would be great, as, that way, she goes where I go, and I am close to her in the event of an illness/emergency,” she said.
An undergraduate mother studying comparative history of ideas echoed that sentiment. “I would want my son to be close to me,” she said. “I want to only use childcare services at the times I need it the most — when I am at school. I don’t need childcare services when I
NO PARENT LEFT BEHIND 12
A–10.1/206-15 6/11/15 am at home or to run errands or clean the house or anything like that, which makes services near my home unnecessary.”
Dynamic Scheduling Several respondents indicated the need for childcare that is flexible to the dynamic and ever-‐changing scheduling demands of a student. Parents identified the need for drop-‐in hours on campus and “more flexible childcare assistance for families with particular needs.”
“I currently pay for full-‐time care, but what I really need is FLEXIBLE care,” said an undergraduate mother pursuing a biology degree. “On some days I may only have one lecture, while on others I need care for an entire day. If we had a drop-‐in center with limited hours on campus, I could reduce my full-‐time care days at my current provider and use drop-‐in care for those days where I may only have one lecture.”
One public affairs graduate student described possibly having to withdraw from her program because she had recently lost her childcare. “The fact that I may have to withdraw from my program due to childcare issues is frustrating,” she said. “Also, it seems that all support occurs during the week. My program runs Friday, Saturday, and Sunday. It seems as if students not running on a standard weekday program are left out. Most parents will be going to school on a non-‐traditional schedule; that means our needs will not mirror those of the faculty/staff who need childcare during the standard program times.”
Some expressed the desire to be able to drop off their children for a few hours so they could study or participate in group projects, and to have that childcare subsidized by the program or university.
“What I would like to see is a drop-‐in childcare center on campus, even on the weekends,” said an undergraduate mother studying comparative history of ideas. “Sometimes it would be nice to take a couple of hours and study in the library or actually meet with my study groups before an exam after daycare hours.”
Child Care Assistance Program
The lone consistent bright spot in focus group responses was the CCAP, the low-‐income childcare subsidy program that is funded with student fees.30 This was especially true among program participants. But responses reveal that the program falls short of meeting all student childcare needs.
Of all respondents, about half — 52 percent — said they were either current or former participants of the subsidy program. Of those, 100 percent indicated the program had a positive impact on them, and nearly all were effusive in their praise:
• “Amazing. It allowed my wife and I to be in grad school. I don’t think it would have been possible otherwise.”
NO PARENT LEFT BEHIND 13
A–10.1/206-15 6/11/15 • “I would really struggle with the decision to go to school without it. Federal aid wouldn’t cover my childcare, and I live solely on loans, so I would have to take out private loans to cover my childcare.” • “This program has been instrumental in enabling me to attend graduate school and not take out large loans. I would be very hard-‐pressed to make ends meet if this program did not exist. I would like to see more student parents being offered assistance through the program.” • “Would not have been able to attend school without it.” • “The UW Childcare Assistance program has made it possible for me to attend school.” • “It has been an incredible help.” • “Access to the assistance helps my family develop in the way that we want to academically and professionally.” • “If I did not have daycare assistance, I don’t think it would be possible for me to attend school on a full-‐time basis.” • “The program is wonderful. Don’t know how I will afford childcare should my funding not be renewed.”
A mother pursuing a Ph.D. in Educational Leadership and Policy Studies, who says the program “allowed me to attend school full-‐time,” brought up one quirk in the system that might prompt parents to enroll for more credits than they may want to. “The summer quarter is tricky,” she said. “There are few, if any, jobs that can be found during the summer months that pay well enough for my family to be able to pay for childcare out of our own income. If we were to pull our girls out of childcare during the summer, then we would lose their childcare slots. This means that I have to enroll for 10 credits during the summer even though TA/RAs (teaching and research assistants) are only required to register for two credits.”
While program participants are universally effusive in their praise of the program, those who do not participate face significant challenges.
Eligible But Don’t Accept Subsidy Some parents reported being eligible but not accepting the subsidy because they could not afford the 40 percent of childcare costs that the subsidy does not cover, or because of changing schedules:
• “Because I am a single parent on a graduate student salary, I am not able to get childcare even with the assistance provided.” • “I am eligible for 60 percent, but I don’t use it because my schedule is so choppy, that no licensed day cares work for me. I look into it every quarter, but as of yet, it has been less expensive for me to pay full price for random nannies that fit my hours. Conflicts are things like classes until after 5 p.m., only having classes two or three days a week, change of schedule each quarter, long waiting lists for day care, etc.”
NO PARENT LEFT BEHIND 14
A–10.1/206-15 6/11/15 • “I was eligible, but because of the class times for my program and the fact that I am a single parent I could not choose a licensed daycare for my child as they close by 6pm and I could not pick her by then.”
Licensed Providers Another barrier to program participation involves the requirement that vouchers be spent on providers that appear on a UW-‐approved list of licensed facilities:
• “Right now my son is in preschool age and wants to go to half-‐day preschool, but none of the half-‐day preschools in my neighborhood are licensed programs.” • “When I checked, it required that you send your child to a licensed facility. We do not do that because our child has special needs/health issues that we don’t believe can be cared for in a group environment.” • “I do not currently use the voucher because it’s virtually impossible to find proper childcare for the level of needs for my child. It would be easier if I could use the voucher for individual providers who are not licensed.” • “I have specific expectations regarding the care of my child and I cannot find anyone better to meet the needs my child has than family. But, because my family does not have a childcare license, I cannot afford to pay them to watch my child. Therefore, I have problems finding a provider.” • “It would also be nice if the Child Care Assistance Program would pay for unlicensed childcare providers. Now, I don’t know how this could be determined as legitimate, but I know my father would not mind taking care of my child more if we could pay him and he didn’t have to work so many hours to support himself.”
Childcare Cooperative
Respondents offered broad support for a university-‐sponsored childcare cooperative structure, in which student-‐parents would receive childcare in exchange for providing childcare for other parents. Nearly 80 percent of respondents indicated they would consider participating in a co-‐op, with more than half, 52 percent, saying yes, they would, and 28 percent saying maybe.
Said one graduate student: “I would be very, very, very excited to participate in a childcare cooperative.”
Parents say such a program would provide flexibility. “Yes! Especially during the year that my youngest was not old enough for the school he’s at, I was very eager to trade childcare time,” an electrical engineering graduate mother said. “We made informal arrangements with another family at our school, but that fell apart any time someone in either family was sick. Something more structured would have been fantastic.”
However, some parents were skeptical. One, an undergraduate mother studying business administration, said such a program would not be practical for everyone. “This does not work well for a student parent that has no time to study already,” she said. “I have no idea when I would find the time. It would be more of a hindrance than a benefit for me.”
NO PARENT LEFT BEHIND 15
A–10.1/206-15 6/11/15
A father pursuing a Ph.D. in anthropology says great care must be taken in setting up such a structure. “Childcare cooperatives are difficult to manage when people don’t know each other and live in disparate locations,” he said. “Any childcare co-‐op program on campus should work as much as possible to engage pre-‐existing social networks in which people are more likely to know each other. For example, co-‐ops could be department-‐specific, club-‐specific, etc. What we really need is a framework for a childcare co-‐op program, and maybe some people to give workshops on how to start one for the groups of people at UW who want to start one. Otherwise, I do not see co-‐ops succeeding, because, honestly, I do not trust people I do not know or who don’t have extensive references with my child. I doubt many other people do, either.”
Campus Support and Acceptance
One of the themes that emerged was a perception among several student-‐parents that they were not being supported or embraced by the UW administration and community at large. Some responses were caustic and critical of the administration. Other responses, like one from this undergraduate business administration mother of three, revealed parents who were on the brink of emotional collapse who were pleading for more administrative support:
“This is not a place where people care about the individual. I have lost my drive toward my major, my house is a wreck, my family is stressed out and broke, my GPA (grade point average) has plummeted, and my sanity is even in jeopardy,” she said. “And it’s not anyone’s problem, because I am not a traditional, cookie-‐cutter student. And even if people say they care, I have asked for help from many, and not one has gone up to bat, to be an advocate for me.”
However, some parents were also positive in their attitudes on university support, particularly because of the SPRC and CCAP.
Feedback on faculty support was mixed. While some reported feeling supported by their professors, others provided examples of a lack of support when, for instance, student-‐ parents had to tend to ill children because of facility policies prohibiting sick children from attending daycare.
Several parents demonstrated that they were unaware of what resources exist for students with children. Many were critical of UW’s Intramural Activities center (IMA) policies on children, and of challenges with parking.
Administrative Support Several parents offered strong opinions in response to questions asking what UW does well and what it doesn’t do well in serving student-‐parents. Six parents bluntly answered “nothing” or “not much” to the former question, adding:
NO PARENT LEFT BEHIND 16
A–10.1/206-15 6/11/15 • “The UW acts like it believes in changing lives, but when it comes to finding someone to care, non-‐traditional students are left on their own.” • “I have not even felt any acknowledgement from the UW that I am a parent in a degree program.” • “I had a child during my undergrad years 10 years ago and did not feel any support. Now with two children completing my graduate degree, nothing has changed. Thank goodness there is the childcare assistance program. As an undergrad, I attempted to get my baby in the UW day care, but that was impossible because of waiting lists.”
There is evidence of the perception that UW does not support this population. An undergraduate mother said, “I don’t really see anything the university does to benefit us.” A graduate mother said, “The school doesn’t do any outreach letting student-‐parents know what resources are available to support them.”
However, there were some positive feelings. A Ph.D. epidemiology father said UW does “everything” well in serving student-‐parents. “Family housing is INCREDIBLE, as is the UW daycare, and I'm thankful for the childcare assistance,” he said. Another student, a mother pursuing an epidemiology doctorate, said, “The childcare assistance program and its administration are very good. Living in UW family housing and having my daughter attend the UW Children’s Center at Laurel Village has also been great.”
A mother pursuing a Ph.D. in curriculum and instruction in science education said the UW provides “lots of resources, more than I expected, since expect any.”
Faculty Support I didnʼt Attitudes toward the amount of support a student-‐parent receives from faculty were mixed, though skewing toward a feeling of a lack of support.
An undergraduate mother in the Program on the Environment reports a lack of support while tending to her ill child. “Awful, treated like a flake for staying home with my son when he’s sick,” he said. “Intimidated out of a department for no longer fitting status quo.”
An undergraduate mother studying neurobiology and psychology wishes she could change the “stigma about undergraduate student-‐parents,” saying, “The student body of UW is pretty homogeneous. An older undergraduate student with a child faces a lot of classmates and professors that don’t understand our position and treat us as if we are some sort of alien life form. Occasionally it even makes me feel embarrassed to be a student-‐parent here.”
An undergraduate biology mother who called for “more parent-‐friendly policies in classes” shared a story of how parenthood cost her the ability to advance. “I was 15 minutes late to lab on a day that my daughter threw a 3-‐year-‐old’s tantrum. (I was on time otherwise.) Missed the bus, and, even driving to school, didn’t make it in time. I was not allowed to enter lab nor reschedule. This was the difference between a grade high enough to go on to the next class or not, but there was no help from Chemistry department.”
NO PARENT LEFT BEHIND 17
A–10.1/206-15 6/11/15
A graduate mother studying clinical psychology offered her solution: “It would also be helpful to have training programs for faculty members on how to interact with student-‐ parents in a helpful way. Although some are great, some could use some assistance.”
However, not all feel this way. One undergraduate mother reports enjoying broad faculty support. “Most of my professors have been understanding when I need to have my child attend class with me,” she said. A graduate mother reported that “some faculty members are also supportive.”
A father purusing a Ph.D. in anthropology was effusive of the support he received from his department. “The faculty is EXTREMELY supportive of student-‐parents,” he said. “My chair and one member of my committee in particular have gone above and beyond to make sure I succeed, and they have been very understanding.”
It would seem the perception of faculty support depends on the individuals student-‐ parents are interacting with.
Unaware of Existing Services The perception of a lack of outreach by the administration to this population also emerged as a theme. Ample evidence exists of student-‐parents who are unaware of what resources are available to them.
A graduate mother studying English described her information-‐gathering process after she got pregnant. “I had NO idea what to do when I got pregnant — I did not know if there was such a thing as maternity leave for a grad student/TA,” she said. “I did not know what resources were available to me as a grad student/TA mother. I STILL do not know, and I’ve done some research!”
This lack of awareness was a common sentiment:
• “Properly inform us of what programs/aid is available for student/parents.” • “I’ve been a student-‐parent for six months and have no idea what the school does to support parents.” • “Don’t ever really remember receiving anything from the UW about services or help for students who are parents.”
Parents also exhibited evidence that they may be unaware of existing diaper-‐changing and breastfeeding resources available to them:
• “UW also doesn’t provide many child-‐friendly facilities like changing tables in restrooms, lactation rooms or areas, or study areas that are children friendly.” • “There aren’t enough changing tables. There is no place to take your kids to play while you study. More places to discretely breastfeed.”
NO PARENT LEFT BEHIND 18
A–10.1/206-15 6/11/15 A network of diaper-‐changing tables are available throughout campus, though parents say they are not readily visible. And the university also offers lactation stations.
Finally, one parent expressed a need for a “student-‐parent advocate to help with financial aid issues,” despite the fact that the SPRC coordinator has several years of experience as a financial aid counselor.
Campus Community Responses were not limited to concerns over childcare. For instance, some spoke to broader attitudes toward this population. “The culture that children don’t belong on campus needs to change,” a graduate microbiology father said. “Children are a part of many students’ lives. They should be embraced, as they will be the next generation of students.”
There were several calls for “child-‐friendly study areas or environments on campus.” Two students, like this electrical engineering graduate mother, mentioned a need for childcare at UW’s gym, which is accessible to all students and is funded through student fees31: “I’d really like to be able to take advantage of things like the IMA,” she said. “At the university I worked at before grad school, I could bring my son with me to swim in the pool during public swim times. UW doesn’t have any hours that I can bring my kids with me. I’d be happy to sign waivers if I could bring my under-‐16 kids with me to the pool.”
Parking was another concern. One parent called it “the biggest rip-‐off,” while another said it’s a “nightmare.”
This mother offered a snapshot of the challenges that come with having to move kids around the city, and then come to campus to find parking. “Student-‐parents like me are dropping off kids all over the place before they can get to class, but then if they park at the UW, it’ll cost $6.50 a day, and that’s if you have the time to walk from Husky Stadium,” said the undergraduate studying business administration. “I hardly have time to study after I drop off kids in three locations, then find my way to school and attend class, because, as soon as I am out, I need to catch my bus for the one-‐hour ride to West Seattle to start picking up kids. Then, I’m a mom, not a student, so homework does not get considered until it is late at night.”
Parents requested access to short-‐term parking, like 10-‐15-‐minute spots or five passes per quarter for parents to run to the library or drop off materials.
Investing in Parents Two parents spoke to the benefit that investing in this student population has to the university, in terms of attracting and retaining higher quality and more diverse students.
“If the UW is committed to advancing women in science, they should increase their commitment to provide high-‐quality, affordable, and accessible childcare for women,” said a mother seeking a Ph.D. in political science. “It is quite simply the most important factor with potential to alter our trajectories through academia.”
NO PARENT LEFT BEHIND 19
A–10.1/206-15 6/11/15 A father seeking a Ph.D. in sociology says childcare challenges may send him elsewhere. “Lack of child care assistance, together with other budgetary constraints that the university is facing, just might have the effect of forcing me to transfer to a better-‐funded university upon completion of my master’s,” he said. “I was heavily recruited for this program and had good offers at better-‐ranked institutions. If the funding climate here gets to be too bad, I just might revisit those other options.”
Students with Children Census Findings
Based on focus group feedback and the input from the GPSS task force, a survey was developed and targeted to UW-‐Seattle’s student-‐parent population.
Full findings can be seen in Exhibit 3. The following are top findings.
Parenthood Impacts Time to Degree and Academic Performance • 72% of all participants say parenthood will delay their graduation. • 64% of all participants say parenthood has a “moderate” or “significant” impact on their academic performance.
Graduating Parents Give Back to the State Economy • 91% of respondents say they are considering staying in the state upon graduation, with 59% saying they will.
Sick Children Result in Absenteeism • 87% of childcare users stay home from work or school to care for their sick child.
Campus Life • 81% of participants “never” or “very rarely” bring their children to campus. • 71% of all respondents would use the IMA “much more” if a childcare room was provided. • 78% of all respondents would use the IMA “much more” if child access to the pool was provided. • 53% of all respondents would attend more UW sporting events if a family-‐friendly student section existed. • 73% of all respondents would bring their children to campus more often if child-‐ friendly study areas were available. • Among applicable responses, 71% say UW’s Lactation Stations are not easy to find. 42% “strongly disagree” with the statement that they are “easy to find.” • Among applicable responses, 73% say UW’s diaper-‐changing tables are not easy to find. 42% “strongly disagree” with the statement that they are “easy to find.”
A Majority of Parents Are Open to the Idea of a Childcare Cooperative • 68% of all respondents would consider participating in a potential campus childcare cooperative program, with 30% agreeing that they would “seriously consider participating,” while 38% say they would “maybe” consider it.
NO PARENT LEFT BEHIND 20
A–10.1/206-15 6/11/15
Childcare • 62% of all respondents use childcare. • Of CCAP participants, 60% are “extremely satisfied” with the program; 71% say their ability to earn their degree and academic performance would be “significantly impacted” without the program; 65% report still struggling to pay childcare costs despite voucher; and just 2% say they can get by without the program. • Of CCAP participants, the average cost of childcare after the subsidy is $578, with a median of $520. 13% still pay more than $1,000 after the subsidy, with the highest paying $1,600. • Of non-‐CCAP participants, the average cost of childcare is $916, with a median of $950. 47% pay more than $1,000, 14% pay more than $1,500, and 3% pay more than $2,000. The highest pays $2,500.
Limitations
Focus Group
The virtual focus group was utilized to maximize participation. However, there are tradeoffs to this approach. Not conducting live, in-‐person focus groups eliminates the ability to observe potential interactions among participants, where one line of conversation could spark not-‐thought-‐of responses from other participants. It also rules out examination of nonverbal and auditory communication, and limits the ability to ask follow-‐up questions to probe deeper on a given issue.
Survey
Because the population of students with children on UW’s Seattle campus is unknown, determining the precise survey participation rate is not possible. Given national statistics, FAFSA participation, past UW surveys, and CCAP participation, SPRC Coordinator Diana Herrmann roughly estimates that about one in 10 students on campus have children.
Based on Herrmann’s assumption, total Autumn 2011 enrollment of 42,428,32 and the 267 students participating in the survey, we can derive a 6.3 percent participation rate. Using the national student-‐parent proportion of 23 percent, meanwhile, yields a 2.7 percent participation rate.
In contrast, Herrmann says the SPRC sends out annual surveys to program participants, and reports a 30 percent participation rate from its 2010 survey, with 136 responses from 452 students.
There may be several reasons for this disparity. Foremost is the fact that the SPRC survey is geared toward CCAP participants, who may feel they have an incentive to provide feedback for a program from which they directly benefit through subsidies.
NO PARENT LEFT BEHIND 21
A–10.1/206-15 6/11/15 Overall, students with the most glaring needs may have more of an incentive to participate in a survey. This would include CCAP parents, as the program serves low-‐income students, who might be more likely to respond because they have a greater stake in the conversation around resources that may be available to them. Twenty-‐one percent of this survey’s respondents are CCAP participants. (Using Herrmann’s assumption that student-‐parents here comprise 10 percent of the student population, about 10 percent of student-‐parents on campus participate in CCAP.) Meanwhile, students who have sufficient resources may feel less compelled to participate.
However, counteracting biases might be present. For instance, non-‐respondents might be less likely to have the time to complete surveys, which could bias findings against students who might also be holding down a job or multiple jobs.
Survey distribution could also account for skewed participation. A high reliance on electronic delivery might have excluded those who are not as responsive to email. This factor could impact international student-‐parents, who might be less likely to participate because of language barriers or less frequent email interactions.
Herrmann says the length of the 38-‐question survey might have also been a factor. “Students don’t have a lot of time,” she said. “That is why our surveys are pretty short. Even if student-‐parents think they have time, they can get interrupted a lot when they try to do things on the computer.”33
Recommendations for Further Study
There are several ways this research could be moved forward. First, while this assessment provides a snapshot of feedback from the general student-‐parent population at the UW-‐ Seattle campus, a more comprehensive needs assessment would provide more complete insight into this population’s needs. If engaging in such an endeavor, I would recommend more direct, targeted outreach methods, and without exclusive reliance on electronic survey distribution.
Second, UW should develop better mechanisms to track and tend to this population. Currently, it is unknown how many students with children even exist on campus.
Finally, getting a comprehensive look at programs other universities have developed to address student-‐parent needs could generate new ideas on ways to meet the needs identified in this report. I recommend surveying peer institutions among Global Challenge States, “the official peer group against which the UW will now measure its progress in per-‐ student funding, academic programs, and other aspects of the student experience.”34 For instance, it would be helpful to know what peers do about illnesses of students’ children. Is there precedent for a university-‐wide policy on student-‐parents receiving excused absences when their children are sick? Do peer institutions provide sick care for students’ children so they don’t have to miss class?
NO PARENT LEFT BEHIND 22
A–10.1/206-15 6/11/15 Conclusion
Our findings show that parents are clamoring for affordable, flexible, timely childcare close to or on campus. While those who qualify for CCAP report greatly benefitting from the program, there are many parents who still have glaring unmet needs. This impacts their ability to succeed at UW, and, in many cases, impairs a parent’s emotional and financial stability.
Findings show that childcare puts a significant financial burden on parents, and a shortage of existing providers results in sometimes years-‐long waits. Facilitating the creation of a childcare cooperative network could be an inexpensive way to address a big problem, and we have found evidence that students would be receptive to such a network, but it should be implemented with care.
We’ve also seen that rampant absenteeism takes place because parents have few resources available to them when their child gets sick and is not allowed to attend daycare. Parents have also expressed a desire for faculty, whose support has been reported to be inconsistent, to be more sensitive to student-‐parent challenges.
Further, a perception exists among parents that the university is not doing enough to help this struggling student population. While childcare is a bigger problem, smaller policy adjustments would provide significant help to this population. For instance, these findings show that making the IMA a more child-‐friendly place would positively impact a strong majority of parents. And improved outreach to this population would impact parents’ perceptions of the level of support received by UW.
NO PARENT LEFT BEHIND 23
A–10.1/206-15 6/11/15 Exhibit 1: Virtual Focus Group Questionnaire
Dear Student-‐Parent,
Thank you for signing up to participate in our feedback group. We realize that you are incredibly busy — you are, after all, trying to earn a degree while raising a child. Rather than hosting physical events where we discuss the challenges that you are facing, we have decided, for your convenience, to do this online, instead. So the feedback groups have been cancelled.
You are a part of a select group of UW student-‐parents who will have a significant voice in determining what needs GPSS should address for students with children. GPSS will be conducting a census of student-‐parents in the coming weeks, and your input will inform what questions we ask the entire UW student body.
Please send your responses back to me at this email address ([email protected]) by Sunday, May 1.
Answer the questions to the best of your ability. If you feel a question does not apply to you, please explain why and answer the question the best you can. And feel free to skip any questions you prefer not to answer.
If you have any questions, please hit reply and let me know.
Thank you for your time and for your service to your fellow student-‐parents!
Sincerely, Ben Henry
1. What is your academic status? (Undergraduate, graduate or professional student, other) 2. What is your major or program? 3. Are you a current or former recipient of UW’s Child Care Assistance Program, which provides financial childcare help to low-‐income students at UW-‐Seattle? a. If yes, what impact has the program had on you? Would you like to see any changes to the program? b. If no, why do you not participate in the program? 4. Are you a mother or father? 5. What is your relationship status? (Single, married, divorced, separated, long-‐term relationship) 6. Are you a U.S. citizen? If yes, what state are you a resident of? If no, what country or countries do you have citizenship with? 7. Are you currently employed? If yes, how many hours do you work a week? 8. What ethnicity do you consider yourself?
NO PARENT LEFT BEHIND 24
A–10.1/206-15 6/11/15 9. What impact has being a parent had on your degree completion? 10. What does UW do well in serving student-‐parents? 11. What doesn’t it do well? 12. Are you a current or former Child Care Assistant Program voucher recipient? If yes, what impact has the program had on your degree completion and your ability to excel? What would you like to see changed in the program? If no, why do you not receive the Child Care Assistance Program voucher? 13. If you could change one thing about UW for student-‐parents, what would it be? 14. How much childcare do you need? Part-‐time? Full-‐time? 15. If UW offered on-‐campus drop-‐in care, would you need full-‐time care? 16. Ideally, where would you like childcare services to exist? Near your home? Near campus? 17. Is there enough childcare available in your preferred location? 18. Have you had difficulties finding a provider? 19. Have you been on any waiting lists, either for vouchers or for providers? 20. Would you participate in a childcare cooperative? 21. Is there anything else you would like to bring up?
NO PARENT LEFT BEHIND 25
A–10.1/206-15 6/11/15 Exhibit 2: Virtual Focus Group Analysis
Demographics
Total responses: 32
Academic Status Graduate/Professional 72% Undergraduate 28%
CCAP Current or former participant 53% No but eligible 16% Ineligible 16% No, unknown reason or unsure if eligible 16%
Gender Mother 75% Father 25%
Relationship Status Married 75% Single 16% Long-‐term 6% No answer 3%
Residency Washington 78% U.S., unknown state 16% International 6%
Out of state 0%
Employment Status Employed 59% Not Employed 41%
Race/Ethnicity White 59% Asian 13% Multi-‐racial 9% Black 6% Latino 3%
NO PARENT LEFT BEHIND 26
A–10.1/206-15 6/11/15
Exhibit 3: Survey Results
Demographics Total responses: 267
Academic Status Overall Full-‐Time Part-‐Time Hiatus Bachelor's 28% 81% 18% 0% Master's 24% 58% 34% 5% Doctorate 35% 86% 8% 6% Other 13% 83% 14% 0% Graduate/Professional 59% 75% 18% 6%
Mother or Father? Mother 69% Father 30% Gender-‐Neutral 0.37%
Number of Children Per Parent One 100% Two 48% Three 10% Four 3% Five 1% Six 1% Seven or more 0%
Ages of Children Counted Ages 0-‐2 41% Ages 3-‐5 24% Ages 6-‐8 14% Ages 9-‐12 10% Older 12 12%
Country of Residency United States 95% Chile 0.75% Colombia 0.37% Indonesia 0.75% Jamaica 0.37% Japan 0.37% Malaysia 0.37%
NO PARENT LEFT BEHIND 27
A–10.1/206-15 6/11/15 Peru 0.37% South Korea 0.37% Vietnam 0.37%
State of Residency Washington 92% California 0.37% Hawaii 0.37% Massachusetts 0.37% Michigan 0.37% New York 0.37% Oregon 0.37% Texas 0.37%
Moms Who Breastfeed Yes 25% No 75%
Relationship Status Never married 8% Married 78% Divorced 9% Separated 2% Other 3%
Hours Employed Per Week I am not employed 41% Up to 10 hours a week 10% 11-‐20 hours a week 22% 21-‐30 hours a week 9% 31-‐40 hours a week 10% More than 40 hours a week 9%
Race American Indian or Alaska Native 1% Asian 11% Black or African American 6% Native Hawaiian or Other Pacific Islander 2% White 78% Latino/Hispanic 10%
NO PARENT LEFT BEHIND 28
A–10.1/206-15 6/11/15 Approximate Age of Students 50 and over 3% 40-‐49 14% 30-‐39 64% 20-‐29 18%
Child With Special Needs or Health Issues that Require Non-‐ Conventional Childcare Yes 3% No 94% Unsure 3%
Childcare
Parents Who Use Childcare Yes 62% No 38%
Participation in CCAP Yes 21% No 78%
PROGRAM PARTICIPANTS “I am extremely satisfied with the program.” N/A 40% Agree 60%
“Without this program, my academic performance and ability to earn my degree would be significantly impacted.” N/A 29% Agree 71%
“Despite having my childcare costs partially covered, I still struggle to pay the rest of my childcare costs.” N/A 35% Agree 65%
“The program is a help, but I could get by without it.” N/A 98% Agree 2%
“I do not need this program at all.” N/A 100%
NO PARENT LEFT BEHIND 29
A–10.1/206-15 6/11/15 NON-‐ PROGRAM PARTICIPANTS “I am not eligible” NA 55% Agree 45%
“I did not know this program existed” NA 74% Agree 26%
“I am eligible, but am on a waiting list” NA 98% Agree 2%
“I am eligible, but my childcare provider is unlicensed or I am unable to use a licensed provider” NA 92% Agree 8%
“I am eligible, but the program covers up to 60% of childcare costs, and I cannot afford to cover the difference” NA 92% Agree 8%
Other NA 77% Agree 23%
ALL SURVEY PARTICIPANTS Has Been on a Waiting List for CCAP Yes, 0-‐3 months 8% Yes, 4-‐6 months 4% Yes, 7-‐12 months 3% Yes, longer than 12 months 2% No 84% Not sure 5%
Yes 36% No 31% Unsure 33%
NO PARENT LEFT BEHIND 30
A–10.1/206-15 6/11/15 Has Had to Compromise First Choice for a Provider Because of Waiting Lists Yes 33% No 67%
Would Seriously Consider Participating in a Campus Childcare Cooperative Program Yes 30% No 32% Maybe 38%
When Child Gets Sick and Cannot Attend Childcare “I stay home from work or school to care for my child” 87% “A spouse/partner, family member, or friend takes care of my child” 57% “I attempt to find care but I have nothing I can depend on” 26% Other 2% “bring my child to class” “I bring my child to school with me” “My wife, who also works full-‐time at UW, and I take” “Sick daycare” “Since I have a family member this is never a problem” “TLC Virginia Mason if space available”
Total Childcare Costs to Student, after Subsidies, All Childcare Parents
Mean $792 Median $750 N 150 N>$1000 53 35% N>$1200 35 23% N>$1500 15 10% N>$2000 3 2% Highest $2,500
Total Costs to Student, after Subsidies, CCAP Participants Only Mean $578 Median $520 N 52 N>$1000 7 13% Highest $1,600
Mean $916 Median $950 N 98
NO PARENT LEFT BEHIND 31
A–10.1/206-15 6/11/15
N>$1000 46 47% N>$1500 14 14% N>$2000 3 3% Highest $2,500
Other Findings Impact Parenthood Has Had on Time to Degree It has had no impact. 28% It will take me less than a year longer to graduate. 16% It will take me 1-‐2 years longer to graduate. 40% It will take me 3-‐4 years longer to graduate. 9% It will take me 5 years or more longer for me to graduate. 6% Parenthood will delay degree completion. 72%
Impact Parenthood Has Had on Academic Performance It has had no impact. 5% It has had a slight impact. 31% It has had a moderate impact. 35% It has had a significant impact. 28% Parenthood has had moderate or significant impact on academic performance. 64%
Frequency of Campus Visits for Child or Children Per Month Never 37% Very rarely 44% 1-‐2 times per month 10% 3-‐6 times per month 6% More than 7 times per month 3% Parents never or "very rarely" bring their children to campus. 81%
“I would use IMA facilities much more if it offered a childcare room.” Strongly disagree 4% Disagree 9% Indifferent 16% Agree 30% Strongly agree 41% Parents would use IMA facilitaties much more if it offered a childcare room. 71%
NO PARENT LEFT BEHIND 32
A–10.1/206-15 6/11/15 “I would use IMA facilities much more if I could bring my child to the pool at certain times.” Strongly disagree 4% Disagree 6% Indifferent 13% Agree 33% Strongly agree 44% Parents would use IMA facilities much more if it offered pool access for children at 78% certain times.
“I would attend more UW sporting events if a family-‐ friendly student section existed.” Strongly disagree 6% Disagree 13% Indifferent 29% Agree 27% Strongly agree 26% Parents would attend more UW sporting events if a family-‐friendly student section 53% existed.
“I would bring my child to campus more often if child-‐friendly study areas were available.” Strongly disagree 5% Disagree 11% Indifferent 11% Agree 29% Strongly agree 45% Parents would bring my child to campus more often if child-‐friendly study areas 73% were available.
“It is easy to find UW’s Lactation Stations.” Strongly disagree 42% Disagree 28% Indifferent 14% Agree 11% Strongly agree 5% It is not easy to find UW's Lactation Stations. 71%
“It is easy to find campus diaper changing stations.” Strongly disagree 44% Disagree 29% Indifferent 18% Agree 5%
NO PARENT LEFT BEHIND 33
A–10.1/206-15 6/11/15
Strongly agree 3% It is not easy to find campus diaper changing stations. 73%
Plans on Staying in Washington State after Degree Completion Yes 59% No 9% Not sure 33% Student-‐parents considering staying in Washington upon graduation. 91%
NO PARENT LEFT BEHIND 34
A–10.1/206-15 6/11/15 Endnotes
1 Wilson, Bryan, “Workforce Education: Economic Demand, Student Access, and Financial Need.” Washington State Workforce Training and Education Board, November 2006. 2 Kevin Miller, Barbara Gault, and Abby Thorman, “Improving Child Care Access to Promote Postsecondary Success Among Low-‐Income Parents,” Institute for Women’s Policy Research, 2011, p. 7, http://www.iwpr.org/publications/pubs/improving-‐child-‐care-‐access-‐to-‐promote-‐postsecondary-‐success-‐ among-‐low-‐income-‐parents. 3 U.S. Department of Education, National Center for Education Statistics, 2007-‐08 National Postsecondary Student Aid Study (NPSAS:08), nces.ed.gov/surveys/npsas. 4 Interview, Herrmann, Diana, UW Student Parent Resource Coordinator, May 7, 2010. 5 Ibid. 6 University of Washington, Office of the Vice President of Student Affairs, “Counting Noses: University of Washington Childcare Needs Assessment,” 1996. Unpublished. 7 “Vision and Values — University of Washington.” www.washington.edu/discover/visionvalues (accessed April 12, 2010). 8 Kevin Miller, Barbara Gault, and Abby Thorman, “Improving Child Care Access to Promote Postsecondary Success Among Low-‐Income Parents,” Institute for Women’s Policy Research, 2011, p. 7, http://www.iwpr.org/publications/pubs/improving-‐child-‐care-‐access-‐to-‐promote-‐postsecondary-‐success-‐ among-‐low-‐income-‐parents. 9 Kevin Miller, Barbara Gault, and Abby Thorman, “Improving Child Care Access to Promote Postsecondary Success Among Low-‐Income Parents,” Institute for Women’s Policy Research, 2011, p. 11, http://www.iwpr.org/publications/pubs/improving-‐child-‐care-‐access-‐to-‐promote-‐postsecondary-‐success-‐ among-‐low-‐income-‐parents. 10 Rachel Mulroy, “Student Parents Often Become Dropout Parents,” Poverty in America, Change.org, uspoverty.change.org/blog/view/student-‐parents_often_become_dropout-‐parents (accessed April 26, 2010). 11 Sara Goldrick-‐Rab and Kia Sorensen, “Unmarried Parents in College,” 2010, p. 182, http://futureofchildren.org/futureofchildren/publications/docs/20_02_09.pdf 12 U.S. Department of Education, National Center for Education Statistics, Beginning Postsecondary Student Longitudinal Study, 1995/96 Cohort (NPSAS:01), nces.ed.gov/surveys/bps 13 Public Agenda, “With Their Whole Lives Ahead of Them: Myths and Realities About Why So Many Students Fail to Finish College.” January 2010, www.publicagenda.org/files/pdf/theirwholelivesaheadofthem.pdf (accessed April 20, 2010) 14 Wilson, Bryan, “Workforce Education: Economic Demand, Student Access, and Financial Need.” Washington State Workforce Training and Education Board, November 2006. 15 Katy Hopkins, “Child-‐Friendly College Programs for Parents,” U.S. News and World Report, March 23, 2011, http://www.usnews.com/education/best-‐colleges/articles/2011/03/23/child-‐friendly-‐college-‐programs-‐ for- ‐parents (accessed June 5, 2012). 16 See facility websites at www.uwccradfordcourt.com/tuition.html and www.uwcclaurelvillage.com/tuition.html for current tuition. 17 Will Mari, “Student Fees Support Childcare Vouchers,” The Daily, January 8, 2008, www.dailyuw.com/2008/1/8/student-‐fees-‐support-‐child-‐care-‐vouchers (accessed April 20, 2010). 18 Office of Student Financial Aid, University of Washington, “Child Care Income and Resource Limits,” www.washington.edu/students/osfa/currentug/cc.income.html (accessed April 28, 2010). The UW bases its resource limits on the guidelines established by the City of Seattle’s Child Care Assistance program. The upper limit is 300% of Federal Poverty Level (FPL). 19 Child Care Resources, “Child Care Facilities and Rates in King County,” www.childcare.org/community/article_stats-‐facilities-‐rates-‐kc.asp (accessed May 8, 2010). 20 Many other forms of childcare support have restrictions. The Seattle Milk Fund, which provides childcare grants for 168 children annually, only supports undergraduates, and State childcare subsidies require recipients to work at least 20 hours per week. 21 Walter R. McDonald and Associates, “Washington State 2008 Child Care Survey,” www.childcare.org/community/LicensedChildCareInWashingtonState_2008.pdf (accessed May 8, 2010).
NO PARENT LEFT BEHIND 35
A–10.1/206-15 6/11/15
22 N=58 23 UW Childcare Assistance Program, “2008-‐2009 Year End Qualitative Survey.” Unpublished. 24 Only 2% of centers and 5% of family homes in Washington State stay open past 7:00 PM; 8% of centers and 29% of family homes have Saturday hours. McDonald and Associates 2008: 23. 25 Research suggests that low-‐income families with marginal employment situations face similar challenges, and resort to similar choices. See for example Virginia W. Knox, Andrew S. London and Ellen K. Scott, 2003. “Welfare Reform, Work and Child Care: The Role of Informal Care in the Lives of Low-‐Income Women and Children,” www.mdrc.org/publications/353/policybrief.html (accessed May 8, 2010). 26 Reyneveld, Sarah, “Childcare Memo to GPSS Vice President Marcus Riccelli,” January 7, 2007, page 9. Unpublished. 27 Burud & Associates. “Feasibility Study for On-‐Site Child Care: Expanding Child Care Services for University of Washington Students,” February 1998. 28 “Annual Report,” Childcare Assistance Program, UW Student Parent Resource Center, 2009-‐10: 4. 29 University of Washington Office of Admissions, http://admit.washington.edu/quickfacts. 30 Will Mari, “Student Fees Support Childcare Vouchers,” The Daily, January 8, 2008, www.dailyuw.com/2008/1/8/student-‐fees-‐support-‐child-‐care-‐vouchers (accessed April 20, 2010). 31 Recreational Sports Programs, Services & Activities Fee, University of Washington, https://depts.washington.edu/safcom/funded-‐programs/recreational-‐sports-‐programs/. 32 University of Washington Office of Admissions, http://admit.washington.edu/quickfacts. 33 Interview, Herrmann, Diana, UW Student Parent Resource Coordinator, May 7, 2010. 34 “Meeting the Global Challenge: A Progress Report,” University of Washington, 2008, http://www.washington.edu/externalaffairs/globalchallenge/2008_report/benchmark.pdf.
NO PARENT LEFT BEHIND 36
A–10.1/206-15 6/11/15 Presenters’ Biographical Information Childcare at the University of Washington
Amy Hawkins took on her role as Director of WorkLife and Childcare Access as of January 2015, and is actively working to increase childcare options and access for University faculty, staff and students. For the past four years she has been managing the WorkLife program which includes our employee advisory program called UW Carelink, our four onsite childcare centers, and other childcare programs we offer. At the same time she has served as a trainer and organizational development consultant for Professional and Organizational Development (POD) the past 8 years. She has worked at the University of Washington for 20 years in a variety of positions within Human Resources.
In her life before the UW, Amy worked for five years as a trainer/educator for a Transamerica Insurance & Investment General Agency. She has a B.S. in business finance from Montana State University.
Jennifer Kirk graduated from Smith College in 2008 with a B.A. in Mathematics. She then worked for a year as a statistician, then spent two years at the National Institutes of Health (NIH). While at the NIH, Jennifer worked in the Biostatistics Research Branch of the National Institute of Allergy and Infectious Disease. In September 2011, she left the NIH to start her PhD in biostatistics at the University of Washington, where she is a fourth year student. Currently, Jennifer is the recipient of an NIH Mental Health Training Grant, and she work as a research assistant with Dr. Debra Kaysen and Dr. Isaac Rhew at the Center for the Study of Health and Risk Behaviors (CSHRB). Jennifer’s work at CSHRB focuses on the analysis of data from the Women's Health Update, a study of drinking behavior in at-risk emerging adult women. Jennifer’s thesis work focuses on inferring patterns across human populations in the genome from sequence data. Sequence data has allowed us to examine parts of the human genome with little variation (rare variants). While there has been a lot of work on inferring population structure from the parts of our genome with lots of variation, there has been relatively little work on inferring population structure with rare variants.
ATTACHMENT 2 A–10.2/206-15 Page 1 of 2 6/11/15
Brandon Ray is a second-year graduate student in the Department of Atmospheric Science. Originally from Canton, CT, Brandon completed his undergraduate education at Northwestern University with degrees in mathematics, geography, and geological sciences. After finishing his undergraduate education, he taught fifth grade math and science for a year in Newark, NJ as part of Teach for America. At the conclusion of that year, he joined the United States Navy as a submarine officer, completing his nuclear training in Charleston, SC and Ballston Spa, NY, before being stationed on the USS VIRGINIA out of Groton, CT. After completing a shore duty at the Submarine Learning Center (focused on coordination of all submarine training to the Fleet), he switched into the Reserves and moved across country to begin graduate school at the University of Washington. His research focuses on sea ice predictability in the Arctic, with the ultimate goal of working for the United States Navy or United States Coast Guard in Arctic policy and planning as a science technical adviser. He currently serves as a senator in the Graduate and Professional Student Senate (GPSS) and as the GPSS Liaison for Husky United Military Veterans, the student veteran’s organization. He currently lives in Shoreline with his wife, Amanda Ray, who is originally from Federal Way, and his daughter, Allison Ray, who turns 4 next week.
A–10.2/206-15 Page 2 of 2 6/11/15 2015 GPSS CENSUS
THE 2015 GPSS CENSUS WAS DESIGNED TO CAPTURE A REPRESENTATIVE SAMPLE OF STUDENTS AND TO DETER- MINE WHAT PROPORTION OF STUDENTS HAVE UNMET CHILDCARE NEEDS AT THE UNIVERSITY OF WASHINGTON SEATTLE CAMPUS. THIS STUDY COMPLEMENTS “NO PARENT LEFT BEHIND”, THE 2012 MASTERS THESIS OF A UW EVANS SCHOOL STUDENT, WHICH FOCUSED ON THE NEEDS OF STUDENT PARENTS. IN CONTRAST TO THE 2012 STUDY, THE GPSS CENSUS FOCUSED ON THE DEMOGRAPHICS OF STUDENT PARENTS AND THE CHILDCARE OP- TIONS STUDENT PARENTS ARE MOST LIKELY TO USE ON OR NEAR CAMPUS.
Campus Percent Percent of Responses by Campus 2,025 students responded to the survey. The Seattle 91 majority of these students were from the UW Seattle campus. Of the UW Seattle students, 87% were graduate or post-graduate students. While un- Tacoma 3.0 dergraduate students responded, we only focus on results from UW Seattle Bothell 2.5 graduate students. Off-Campus 3.6
UW Seattle Student Parents Future and current student parents make up almost 25% Grad/Post−Grad Parent Current of the UW Seattle graduate Current + Expecting and post-graduate student Expecting Planning population. Most parents have Undergrad Never 1-2 children, and most of these children are under 5 years old. 0% 25% 50% 75% 100%
Support for Childcare UW Seattle undergraduate, graduate and professional students without children strongly support the use of university resources to raise money for childcare. Many students sympathized with the struggles of their classmates who are parents.
of student parents of student parents agreed that unmet agreed that unmet childcare needs neg- childcare needs neg- 79% atively impacted 76% atively impacted their ability to study their ability to work A–10/206-15 Page 1 of 2 6/11/15 Percent of UW Seattle Graduate Student Population who are Par- ents While approximately 16% of UW Seattle graduate stu- dents are parents, 35% of stu- dents who are active duty mili- tary, Reserves, National Guard or have veteran status are par- ents.
Aspects of Childcare The loca- tion of childcare (proximity to home or class) was important to a majority of parents, as was the flexibility of hours (open early/late) and use (childcare as needed). Parents who en- dorsed “Other” listed aspects such as cost, quality and trust- worthiness.
Childcare Options While fulltime and sick childcare were broadly popular, there was substantial support for other childcare op- tions. These results indicate that services must be flexible and dynamic to meet diverse needs.
Travel Time Percent Travel Time to Childcare The majority of parents would be comfortable trav- 0—1 mi 45 eling no more than 1 mile, the distance from campus to the U District, for 1.1—3 mi 32 childcare after they have commuted to campus. About one-third of parents > 3 mi 14 would be comfortable traveling as far as Sandpoint (3 miles or less). None 8
A–10/206-15 Page 2 of 2 6/11/15 F–1 VII. STANDING COMMITTEES
B. Finance and Asset Management Committee
UW One Capital Plan
There will be an oral report for information only.
F–1/206-15 6/11/15 F–2 VII. STANDING COMMITTEES
B. Finance and Asset Management Committee
Efficiency Report: Leadership Development for Information Technology Leaders Across the UW
This item is for information only.
In 2012, UW-IT launched the Leadership Development Program in order to fill a pressing need for IT leadership development at the University. The following provides an overview of the program’s genesis and structure.
BACKGROUND
IT leadership is necessary to increase our capacity for change
Many of the University of Washington’s most important strategic efforts, both current and future, require information technology (IT) in order to be successful. It is therefore crucial that we sustain and grow our IT leadership capabilities and capacity.
Historically, the UW has been supported by IT professionals with a broad and diverse set of skills, within both central and academic departments. In addition to this diverse, discipline-specific expertise, the University needs IT leadership that can effectively collaborate and lead change initiatives across organizational boundaries. Unfortunately, due to budget constraints, UW Information Technology (UW-IT) ceased participating in a leadership development program for higher education IT professionals in 2008. Since then, no formal IT leadership development opportunities were offered until the Leadership Development Program was launched in 2012.
IT staffing is a challenge in the Puget Sound Region
The Seattle area is one of the most competitive job markets for IT professionals in the country. According to the 2014-2015 Dice Tech Salary Survey, Seattle has the second highest salaries for technical workers at a national level.
F–2/206-15 6/11/15 VII. STANDING COMMITTEES
B. Finance and Asset Management Committee
Efficiency Report: Leadership Development for Information Technology Leaders Across the UW (continued p. 2)
2014-2015 Dice Tech Salary Survey1
Salaries are high in the Puget Sound Region largely due to strong competition for IT professionals from companies such as Accenture, Amazon, Boeing, Facebook, Deloitte, Microsoft, and Nordstrom. As of February 26, 2015, Amazon had over 5,100 openings in Seattle, and there were more than 5,200 openings for Business Analysts in the city, according to Glassdoor (www.glassdoor.com). Seattle saw the third largest salary growth in the country during Q4 of 2014, Glassdoor reported.
The UW has additional IT staffing challenges
Not only is it difficult to retain IT staff in such a competitive market, UW-IT faces additional challenges. Most notably, over 50 percent of UW-IT employees are eligible to retire within ten years, including the majority of our leadership positions. Compared with the U.S. labor force as a whole, UW-IT has a much higher percent of baby boomers who can retire soon, taking their knowledge and leadership expertise with them.
F–2/206-15 6/11/15 VII. STANDING COMMITTEES
B. Finance and Asset Management Committee
Efficiency Report: Leadership Development for Information Technology Leaders Across the UW (continued p. 3)
Percent of U.S. Civilian Labor Force2 and UW-IT Permanent Staff by Age Range
Key UW-IT divisions are especially vulnerable to the potential loss of older, experienced IT staff and leaders, as shown on the chart below.
Division 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-64 65-69 70+
Information 1 6 3 11 11 18 20 11 4 2 Management
Networks, Data Centers & 4 8 7 9 15 13 19 6 6 Telecommunications
Customer Service & 2 3 6 6 4 3 17 11 6 Support
Computing 1 3 8 7 10 8 13 7 3 Infrastructure
Number of FTE by Age Range for Four UW-IT Divisions
F–2/206-15 6/11/15 VII. STANDING COMMITTEES
B. Finance and Asset Management Committee
Efficiency Report: Leadership Development for Information Technology Leaders Across the UW (continued p. 4)
In 2011, UW-IT staff responding to an Employee Satisfaction Survey indicated a desire for more development opportunities, a valid concern given cutbacks made to various development programs in 2008.
To summarize, there is a significant need for IT leadership development at the University of Washington for the following reasons: • Lack of formal leadership development opportunities in UW-IT since 2008 • The need to grow IT leadership capabilities across the UW since many of the UW’s current key strategies require information technology • The Seattle area is one of the most competitive job markets for IT staff in the country • Over 50 percent of UW-IT staff are eligible to retire within 10 years, including most leadership positions • The 2011 UW-IT Employee Satisfaction Survey indicated a desire for more development opportunities
UW-IT’s LEADERSHIP DEVELOPMENT PROGRAM
In response to these challenges, UW-IT launched a Leadership Development Program (LDP) in June 2012.
Program Goals
The LDP program has four key goals: • Strengthen IT leadership capabilities at all levels • Improve job satisfaction and staff retention • Build a pipeline of future leaders • Expand University-wide professional networks and collaborations
An additional goal was to develop a cost effective and sustainable program, even in times of limited resources.
Program Results
The UW-IT Leadership Development Program has been well-received and successful in meeting its goals. Specific outcomes include: • 120 IT leaders from 25 different departments at the UW have attended LDP since launch of the program in June 2012
F–2/206-15 6/11/15 VII. STANDING COMMITTEES
B. Finance and Asset Management Committee
Efficiency Report: Leadership Development for Information Technology Leaders Across the UW (continued p. 5)
• All 120 participants are still at the University (a 100% retention rate) • 23 percent of graduates have been promoted to higher level positions • 100 percent of participants say that they were satisfied or very satisfied with the program • 2.5 percent (three people) have chosen to focus on a technical career path instead of a leadership emphasis, after participating in the program (a successful outcome in our opinion) • The number of UW-IT staff who feel they have opportunities for leadership development has increased by 16 percent since the start of LDP
The LDP program has attracted broad participation from across the University. Aspiring IT leaders from the following UW departments have attended:
Academic Personnel Registrar’s Office Atmospheric Sciences Research Finance & Operations College of Arts & Sciences, Dean’s Office School of Dentistry Computer Science & Engineering School of Law Educational Outreach School of Medicine – Academic Affairs Environmental and Forest Sciences School of Medicine – IT Environmental Health & Safety School of Nursing Foster School of Business School of Social Work Graduate School Surgery Office of Research Information Services University Advancement Office of Sponsored Programs UW Bothell Pathology UW Information Technologies Psychiatry and Behavior Sciences
The LDP program has been successful at growing IT leadership capabilities and capacity across the UW and improving staff morale and retention. All of this has been accomplished for out-of-pocket costs of about $550 per person. This $550 per person cost does not take into account human capital, but does include meeting rooms, food, supplies (e.g. notebooks and handouts given to the participants), UW Professional & Organizational Development (POD) speakers, training for coaches, and licenses for copyrighted materials. The estimated contribution of existing UW-IT staff to run the program is approximately 0.5 FTE.
The bottom line is that this quality leadership program has been offered to IT leaders on campus for a reasonable capital outlay by leveraging the UW CIO’s network of well-respected IT leaders in the Puget Sound region, the expertise in
F–2/206-15 6/11/15 VII. STANDING COMMITTEES
B. Finance and Asset Management Committee
Efficiency Report: Leadership Development for Information Technology Leaders Across the UW (continued p. 6)
UW-IT and on campus, and the affordable, professional knowledge of UW’s POD organization.
Additional Benefits
Since graduating from the UW-IT Leadership Development Program, many participants have contributed their leadership skills and knowledge to significant UW efforts. Examples include: UW Profiles project to develop web-based dashboards of institutional data, service management implementation for IT, server consolidation and cloud deployment, HP/Payroll Modernization project, Enterprise Data Warehouse initiatives, the campus network deployment, and the classroom technology refresh project.
In addition to these contributions by LDP graduates and the other positive outcomes described above, there have been valuable intangible benefits from LDP – collaboration has increased across the organization, relationships between campus IT departments have improved, and there is better cross-organizational cooperation and shared understanding of issues and approaches. The University is retaining high-performing leaders, and potential leaders, and is increasing our capacity for change.
To provide further insight into the benefits of LDP, here are sample comments from a comprehensive, anonymous survey sent to all graduates: • “LDP had a great impact on me. It profoundly prepared me for developing myself as a good leader. After participating in this program, I strongly feel that I am ready to support and lead my team though changes to best serve the University.” • “In my 13 years here it was the best (most useful) program I have been a part of. I hope it lives many, many years.” • “This program allowed me to change perspectives and get immersed in a new learning experience. It helped me build my capabilities and leadership skills.”
Program Design
In order to ensure success in building leadership capabilities and capacity, the Leadership Development Program: • Takes place over five months so participants have a chance to practice what they learn • Uses an experiential, interactive approach
F–2/206-15 6/11/15 VII. STANDING COMMITTEES
B. Finance and Asset Management Committee
Efficiency Report: Leadership Development for Information Technology Leaders Across the UW (continued p. 7)
• Includes three parallel tracks: 1) workshops, 2) Community of Practice (CoP) meetings, where smaller groups engage in discussing key leadership challenges, and 3) individual development plans with goals and coaching • Provides alumni ongoing opportunities to learn and collaborate
Each cohort has 24 participants. After a successful pilot of two cohorts for UW-IT leaders only, the program expanded to include IT leaders from across the University. Since then, half of the participants have been from UW-IT and half from other administrative and academic units. One of the benefits of scaling the program across the UW is that it brings together IT leaders working on cross- campus projects, improving their working relationships and providing a common language and set of approaches for use in collaborative projects. Examples of IT leaders from LDP cohorts working together include: Enterprise Document Management and Grant and Contract Account Automation; Student Information Services and Student Financial Aid; Enterprise Data Warehouse and Research Data; and MyPlan and the Graduate School.
LDP Tracks and Timeline (Cohort #5)
Leadership Development Program Tracks
The first of three tracks in LDP is a classroom-based series of three two-day workshops spread over approximately five months. One of the most engaging parts of these sessions is a series of 30 minute “leadership lessons” presentations
F–2/206-15 6/11/15 VII. STANDING COMMITTEES
B. Finance and Asset Management Committee
Efficiency Report: Leadership Development for Information Technology Leaders Across the UW (continued p. 8)
by local technology leaders and UW executives. Each of these speakers spends 15 minutes presenting their top three leadership lessons, followed by 15 minutes answering questions. This is the top-rated part of LDP, and it has broad participation from local organizations and University leaders. Speakers have included CIOs and Vice Presidents from Alaska Airlines, BECU, Big Fish Games, Bill & Melinda Gates Foundation, F5 Networks Inc., Fred Hutchison Cancer Research Center, IBM, Premera Blue Cross, REI, the State of Washington, and Zumiez. University speakers have included Interim Provost Jerry Baldasty, Dean Joel Berg, Interim President Ana Mari Cauce, Vice Provost Mary Lidstrom, Dean Kellye Testy, and Vice Provost and Dean Ed Taylor.
In addition to these invited speakers, the workshops include presentations and activities on topics such as strategic thinking and planning, delivering results, alliance and relationship building, time management for leaders, leadership presence, crucial conversations, effective communications, financial acumen, business acumen, influencing up and across, systems thinking, and leading change.
The second track of LDP involves a series of four Community of Practice (CoP) meetings between workshops. The CoP groups are made up of six LDP participants and one facilitator, which allows for more in-depth discussion and interaction on specific leadership-related topics. They also allow participants to form closer working relationships with a smaller cohort within the larger 24- person group.
In the third track, each participant works one-on-one with a coach to create an individual development plan that includes two goals with action steps. One must be a “personal” goal that is focused on improving a leadership skill, and the second must be an “organizational” goal that practices leadership skills, while directly benefiting the organization. Each participant is supported by their one- on-one coach during the development and implementation of their goals.
Future Plans
The sixth UW-IT Leadership Development Program cohort will launch in October 2015, with half of the participants from UW-IT and half from other campus departments. As with earlier cohorts, applicants must agree to participate fully in all aspects of the program, demonstrate interest in leadership, and have the recommendation and support of their direct supervisor.
F–2/206-15 6/11/15 VII. STANDING COMMITTEES
B. Finance and Asset Management Committee
Efficiency Report: Leadership Development for Information Technology Leaders Across the UW (continued p. 9)
Additionally, we will continue to keep LDP graduates connected with semiannual meetings and a weekly leadership blog, and will seek opportunities for graduates to take leadership positions in key initiatives and collaborations.
Since LDP is just one part of a larger IT organizational efficiency effort, we will also continue other UW-IT initiatives to improve IT staff recruiting, professional development, and performance management.
1 2014-2015 “Dice Tech Salary Survey” Released January 22, 2015 http://marketing.dice.com/pdf/Dice_TechSalarySurvey_2015.pdf
2 http://blogs.wsj.com/economics/2015/05/11/millennials-become-the-biggest- generation-in-the-u-s-workforce/
F–2/206-15 6/11/15 F–3 VII. STANDING COMMITTEES
B. Finance and Asset Management Committee
University of Washington Business Diversity Program
This item is for information only.
BACKGROUND
UW’s Business Diversity Program (BDP) was formally established in 2008 to improve opportunities for small, local, minority and women owned businesses. BDP’s primary responsibility is effective implementation of the program by providing functional guidance, direction and support to the UW Schools, Colleges and Administrative Departments concerning their understanding of and activities with the UW’s Business Diversity effort. BDP also focuses on working with small, local and diverse suppliers by connecting them with UW buyers, creating awareness of opportunities and providing them with the information they need to be successful on campus.
BDP works closely with the State of Washington Office of Minority and Women Owned Business Enterprises (OMWBE) in accordance with RCW 39.19.060 and complies with this policy to maximize opportunity for minority and women owned businesses. The Business Diversity Program:
• Seeks to assure equality of opportunity for a diverse range of businesses, including small, minority, and women-owned businesses
• Supports UW Departments and Schools/Colleges in considering a diverse range of businesses in sourcing decisions
• Conducts business opportunity fairs and provides information on how to do business with the University
• Provides training opportunities and educational forums for businesses
• Encourages larger suppliers and contractors to develop and expand their commitment to business diversity with their subcontractors
• Encourages qualified businesses become certified as minority or women business enterprises with OMWBE
Attachment Business Diversity Program
F–3/206-15 6/11/15 Business Diversity Program
Board of Regents 6/11/2015
ATTACHMENT
F–3.1/206-15 Page 1 of 10 6/11/15 The Role of the UW Business Diversity Program
Mission Proactively engage with and support the University of Washington’s commitment to creating a diverse business environment.
Vision The University of Washington will utilize businesses whose ownership is representative of our diverse & local community.
F–3.1/206-15 Page 2 of 10 6/11/15 Business Diversity Program Services
Seek
to assure equality of opportunities for small, minority, and women‐ owned businesses (MWBE)Conduct business opportunity fairs and provide information on how to do business with the UniversityProvide Supporttraining opportunities and educational workshops for businesses UW departments and schools/colleges in sourcing qualified businessesEncourage the University's larger suppliers and contractors to develop and expand their commitments to business diversity with their suppliers and subcontractorsRecommend qualified businesses become certified as minority or women‐ owned business enterprises with the State Office of Minority and Women's Business Enterprises (OMWBE)
F–3.1/206-15 Page 3 of 10 6/11/15 Ongoing Opportunities for Engagement
Attend/participate in over 25 events Foster School of Business- Consulting a year and Business Development Center Host 2 large signature events on campus Publicly Advertise Bids in the Daily Journal of Commerce Conduct one on one meetings Share supplier lists and communicate Post bids on Washington Electronic with other agencies Business Solutions (WEBS) Work with Prime contract holders on 2nd Post projects on Capital Projects Tier MWBE work Office (CPO) website, with OMWBE, National Association of Initiate and facilitate relationships Minority Contractors, Tabor 100, between UW departments and business and Native Professional & owners Technical Assistance Center
F–3.1/206-15 Page 4 of 10 6/11/15 Recently Created Outreach & Engagement
Require submittal of inclusion outreach plan improving Prime contractors’ outreach to the MWBE community
Created Diverse Business goods & services commodity pools
Published MWBE profiles in newsletters and on BDP & CPO websites
Facilitate General Contractors’ Outreach Events
Host OMWBE “Get Certified” events
Presentations done by MWBE Architects & Engineers (A&E) at the CPO Brown Bag Sessions
Providing meeting space to various groups within the MWBE community
Host Quarterly Supplier Orientations
F–3.1/206-15 Page 5 of 10 6/11/15 Capital Projects Office Process Improvements
New position created Assistant Director, Business Equity, effective 11/3/2014
Calibrated language in solicitation documents with RCW 39.10
Created Business Equity Evaluation Panel
Invoked upgraded evaluation process Identify and report all minority and women-owned utilization, including MWBE
Implemented explicit evaluation criteria
F–3.1/206-15 Page 6 of 10 6/11/15 Examples of Success
NI Painting & Construction Company MBE Awarded a Public Works Contract for the UW Central Garage, Stevens Court Garage, and UW Tower A & B Painting projects, and to date has been paid $360,000
Magellan Architects MBE Magellan Architects participated in a Capital Projects Office Brown Bag Session which allowed the owner, Pedro Castro, to showcase his company and their experience. Soon thereafter Magellan won the contract for the UW Towers fire alarm system replacement project.
F–3.1/206-15 Page 7 of 10 6/11/15 Examples of Success
DayoSense Catering MWBE Owner Dayo Jones has credited her success on campus to participating in BDP’s annual Catering Event. Dayo has seen her business on campus grow from $966 in FY12 to $68,900 in FY15. Dayo now has 2 more full time employees, 20 contract employees and continues to provide excellent service to the UW campus. On Safari Catering WBE Owner Teresa Carew has participated in BDP’s annual Catering Event the past 3 years and has seen extraordinary growth; her sales were $48,867 in FY13 and are now at $146,750 in FY15. Teresa has said that the exposure her business gets at the event is unmatched.
F–3.1/206-15 Page 8 of 10 6/11/15 Challenges
Multiple purchasing options and decision makers at UW OMWBE has conferred certification on less than 1% of the minority and women-owned business in the state Only money spent with 1st tier (primary supplier/contractor) OMWBE certified businesses is counted Since passing of I-200 in 1998, business diversity has been a voluntary goal for all state agencies and higher education Campus wide behavior change is difficult; little to no buy in, staff turnover Internal reporting, metrics and tracking are problematic; data is not “clean” No 2nd tier or procurement card (Visa) spend is counted by OMWBE
F–3.1/206-15 Page 9 of 10 6/11/15 Contact Information
Angela Battle [email protected] 206-543-0847 Ruth Johnston [email protected] 206-685-9838 Paul Jenny [email protected] 206-616-3119
Katherine Wu Tina Moore Specialist Student [email protected] [email protected]
F–3.1/206-15 Page 10 of 10 6/11/15 F–4 VII. STANDING COMMITTEES
B. Finance and Asset Management Committee
2018 Seattle Campus Master Plan
This item is for information only.
BACKGROUND
Each of the thirteen major institutions within the City of Seattle are required to have an approved master plan that discloses their long term development plans. The University’s current master plan was approved in 2003 and approved the development of 3 million square feet on the Seattle campus. By 2020, we anticipate all but 72,000 square feet will have been constructed or in various stages of the development process.
The authority of the Board of Regents for approval of the Seattle Campus Master Plan is documented in the 1998 City University Agreement.
“Section II B. 13. The University's Master Plan will not become final until the ordinance approving it has become law pursuant to the City Charter and the Master Plan has been adopted by the University's Board of Regents.”
The 2018 Seattle Campus Master Plan will determine how the Seattle campus can grow over the next ten to twenty years in response to changes in student enrollment and research demands, while preserving the beauty of its physical environment and maximizing positive impacts on our neighbors. The plan will set the framework that the Office of University Architect will use as it continues to manage the development of the most beautiful college campus in the nation. OUA’s recent and current planning has been designed to inform the contents of the next CMP, including the West Campus Development Framework, the South Campus Study 2, the recently completed Campus Landscape Framework, and the upcoming Campus Mobility Framework. Additional complementary work will be done to make the best use of these planning efforts in constructing the 2018 Campus Master Plan.
The Office of Planning and Management launched this four year planning effort in January of 2015 by appointing two internal committees. The Advisory Committee and Working Group will advise Senior Vice President Jenny in the formulation of the plan. All consultants will be hired by July of this year and the preliminary draft plan will be complete by December. Another informational briefing will be brought back to you in December before the preliminary draft document is published in January of 2016.
F–4/206-15 6/11/15 VII. STANDING COMMITTEES
B. Finance and Asset Management Committee
2018 Seattle Campus Master Plan (continued p. 2)
The Draft Plan will be published in mid-2016 with the Final Plan being published in early 2017. Prior to each of these dates the Regents will be briefed on the content and status of the plan.
Attachment Seattle Campus Master Plan Overview
F–4/206-15 6/11/15 CAMPUS MASTER PLAN OVERVIEW
June 11, 2015 Paul Jenny Senior Vice President, Planning & Management
Rebecca Barnes Associate Vice Provost, Campus/Capital Plan, Office of the University Architect, Planning & Management
Theresa Doherty Senior Project Director, Campus Master Plan, Planning & Management
F–4.1/206-15 6/11/15
ATTACHMENT Campus Master Plan Overview
1. Purpose and Background 2. Timeline 3. Status of 2003 Campus Master Plan 4. Framework for 2018 Campus Master Plan
2 F–4.1/206-15 6/11/15
Campus Master Plan Overview
CMP Purpose
. Create a master plan that responds to the physical needs of the University for the next 10-20 years . Identify future development sites, open space and circulation patterns . Obtain approval from City Council for development of additional square footage
3 F–4.1/206-15 6/11/15
CMP Background
13 Major Institutions in Seattle
Major Institutions Land Use Code 1998 City University Agreement (CUA)
. University of Washington . Seattle University . Virginia Mason Medical Center . North Seattle Community College . Swedish Medical Center First Hill . Northwest Hospital and Medical Center . Swedish Medical Center Cherry Hill . Seattle Central Community College . Seattle Children’s Hospital . Seattle Pacific University . Group Health . Harborview Medical Center . South Seattle Community College
4 F–4.1/206-15 6/11/15
CMP Background Identifies Master Plan Elements
Major Institution Boundary Utilities Plan . Future energy & utility needs Existing & Future Conditions . Potential system and capacity . Height/location of existing facilities, open improvements space, and landscape features . Proposed means to increase energy . General use/location/height of future efficiency development Development Schedule Public Outreach . Communication plan to engage, inform, . Estimated development per year & and solicit input timetable . Tools to be used: Website, social media, direct . Priorities mail, news outlets . Proposed interim uses of property . Public meetings, presentations, reports, Transportation workshops
. Existing/proposed parking facilities, biking facilities, bicycle, pedestrian & traffic systems . Programs to reduce impacts/encourage public transit & alternative transportation - TMP 5 F–4.1/206-15 6/11/15
Timeline
Q1 Q2 Q3 Q4
Jan Feb Mar Apr May Jun July Aug Sep Oct Nov Dec 2015
Consultant team Policy issues Preliminary Draft CMP and EIS drafted in selected square footage consultation with DPD and CUCAC per City content revisions University Agreement (CUA)
6 F–4.1/206-15 6/11/15 Timeline Public hearings – CUCAC & UW on draft CMP and DEIS, per CUA. UW considers comments, writes UW submits Major Institution Master Final CMP and FEIS Permit (MIMP) to DPD
Q1 Q2 Q3 Q4
Jan Feb Mar Apr May Jun July Aug Sep Oct Nov Dec 2016
Preliminary Draft CMP Draft CMP & DEIS & PDEIS published published
CUCAC Is given 75 days to comment on draft CMP and DEIS (per CUA)
7 F–4.1/206-15 6/11/15 Timeline Hearing Examiner City Council DPD • Holds hearing • Holds public hearing 120 days to write • Writes report 30 days • Writes preliminary comments and report for after closing record decision Hearing Examiner • Regents respond
Q1 Q2 Q3 Q4
Jan Feb Mar Apr May Jun July Aug Sep Oct Nov Dec 2017
UW publishes Final CMP and EIS
CUCAC has 56 days to write comments
8 F–4.1/206-15 6/11/15 Timeline
Q1 Q2 Q3 Q4
Jan Feb Mar Apr May Jun July Aug Sep Oct Nov Dec 2018
Regents City Council Responds to Responds and passes City Council legislation preliminary decision
Regents responds to Council
9 F–4.1/206-15 6/11/15 Status of 2003 CMP
Central Rebecca’s info East
West
South
10 F–4.1/206-15 6/11/15
Status of 2003 CMP
123
16253E
123
NE enue Av e enu e yn l Av ersitWay y v h h ook Br Uni 15t
9 C
NE 45th Street
1C 2C NE 43rd Street 57E 2 4C 1 32C3 123 7C 56E 8C 6C NE 42nd Street
55E 10C 31W 5C NE 41st Street 70C 11C 30W 32W 33W 54E
35W 34W 27W 28W 40W 23C 13C 12C 58E 39W 38W 37W 26C 29W 14C 36W 25C 42W 22C 59E Legend 41W 23 M 23 15C 6213E IO Boundary 44S 17C23 68S 24C 3 66E 2630E4 Building Only 16C 234 43S 45S 48S 23 21C 67E 47S Building with Parking 48S 2 3 52S 18C 19C 23 Below Ground Parking 16223E 20C 64E 46S Parking Structure 50S 49S Projects Currently Approved Approved Compiled Plan January2003 51S and in design/construction 23 ILLUSTRATIVE 123 under the GPDP 15233S 123 DEVELOPMENT SITES 69S 63E 0’ 100’ 300’ 500’ 1000’ F–4.1/206-15 Figure IV-51 Approved Compiled Plan January 2003 6/11/15 87 Status of 2003 CMP
3 million approved 2015 2019 2020
Projects Complete 1,750*
Projects in Process 2,142*
Feasibility Studies 2,928*
Balance 1,250 858,000 72,000
*Numbers are cumulative
12 F–4.1/206-15 6/11/15 Framework for 2018 CMP Studies will inform Next CMP
1. Campus Landscape Framework (2014) Site availability, character, historic features
2. West Campus Development Framework (2015) Character, sites, uses, height/density, capacity, site management
3. South Campus Study 2 (2015) Character, sites, uses, height/density, capacity, sequencing
4. East Campus Development Study (2015) Capacity/constraints, character, sites
5. Campus Mobility Framework (2015/16) Multi-modal circulation, Parking plan, Transit/bike share of Stevens Way and Lane (43rd) Transportation Management Program
13 F–4.1/206-15 6/11/15
Framework for 2018 CMP
Issues to be Addressed
. Population . Density/Height/Location . Open Space . Transportation Management Plan . Historic Preservation
14 F–4.1/206-15 6/11/15
Framework for 2018 CMP
Public Outreach: Internal and External
Campus Community Community and Business
. Students, Faculty, Staff . University District Partnership . Board of Regents . Local Chambers and Seattle Chamber . Architectural Commission . Neighborhood councils and clubs . Landscape Advisory Committee . Residents . Faculty Council on University Relations . General Public . Faculty Council on Facilities and Services . City/University Advisory Committee (CUCAC) . Standing Committee on Accessibility . 16 members meet monthly . President’s Cabinet Local Government Agencies . Board of Deans . University of Washington Medical Center Board of . City of Seattle Trustees . Neighborhoods . Faculty Committee on Planning and Budgeting . Transportation . Visioning Advisory Committee . Planning & Development . University Transportation Committee . Public Utilities . Associated Students of UW . King County Metro . Graduate and Professional Student Senate . State Agencies
15 F–4.1/206-15 6/11/15
Next Steps
. Consultant Selections . Campus Planner . Environmental Planner . Transportation . Legal . Completion of studies to inform CMP . Regents briefing on Preliminary Plan – December 2015 . Preliminary Draft Plan published – January 2016
16 F–4.1/206-15 6/11/15
F–5 VII. STANDING COMMITTEES
B. Finance and Asset Management Committee
UW Investment Committee (UWINCO) Update
There will be an oral report for information only.
Attachment UW Investment Performance Report, Third Quarter Fiscal Year 2015
F–5/206-15 6/11/15 University of Washington Investment Performance Report Third Quarter Fiscal Year 2015
As of March 31, 2015
Treasurer Board of Regents Treasury Office
Published May 2015
F–5.1/206-15 ATTACHMENT 6/11/15 University of Washington Investment Performance Report Third Quarter Fiscal Year 2015
As of March 31, 2015
Table of Contents
Treasury Assets ...... 1.
CEF Asset Allocation ...... 2.
CEF Performance Summary ...... 3
CEF Performance Update ...... 4
CEF Activity and Campus Support from Investments ...... 5.
CEF Exposures ...... 6
Invested Funds ...... 7
F–5.1/206-15 6/11/15 Treasury Assets 1 as of March 31, 2015 $5,018 ($ = Millions)
Endowment & Similar Funds Operating & Reserve Funds Endowment & Endowment Funds $2,252 Similar Funds Invested Funds 2 Operating Funds 2 763 $3,256 Cash & Liquidity Pools $1,622 Consolidated Endowment Fund $3,015 Invested Funds Capital Assets Pool 4 86 Life Income Trusts 85 Funds on Deposit 5 Outside Trusts 108 w/State of Washington 15 Bond Proceeds and Reserves 6 39 Non-CEF Endowments 12 Operating & Permanent Fund 3 36 Reserve Funds $1,762 $3,256 $1,762
1 Assets whose management falls under the auspices of the Finance & Asset management Committee of the Board of Regents, excluding Metro Tract and Forest Trust Lands. 2 The Invested Funds Diversified Investment Pool holds Consolidated Endowment Fund units valued at $763 million. oT avoid double counting, the dollars are included only in the Consolidated Endowment Fund (CEF) total. 3 Proceeds from sale of land grants and subsequent investment returns on deposit with the state of Washington. 4 Capital Assets Pool (CAP) consists of UW internally financed projects. 5 Bond Retirement Fund and Building Fund. 6 Debt service reserve funds and construction project funds which have not yet been disbursed.
F–5.1/206-15 6/11/15 1 Consolidated Endowment Fund (CEF) Asset Allocation for the Quarter Ending March 31, 2015
TAL APPRECIAT API ION Current Allocation ($ = Millions) Policy C Target Range Developed Markets Equity Emerging Markets Equity $555 18% 17% 37% Developed Markets Equity $1,121 37% 28%
Private Equity $328 11% 15% Private Equity Real Assets $195 6% 7% Emerging Markets 11% Opportunistic $59 2% 3% Equity Capital Appreciation $2,258 75% 70% 55%–85% 18% Real Assets 6% Absolute Return $505 17% 19%
Fixed Fixed Income $252 8% 11% Income Absolute Capital Preservation $757 25% 30% 15%–45% 8% Return 17% 1 Opportunistic Total CEF $3,015 100% 2% 1 Uncalled capital commitments: 11% Note: Percentages may not sum due to rounding
F–5.1/206-15 6/11/15 2 CEF Performance Summary for the Quarter Ending March 31, 2015
Rolling Year Returns 1 (%) Fiscal Year Returns 1 (%)
Rolling Years Fiscal Years 3rd Qtr FYTD FY 2015 1-Year 3-Year 5-Year 10-Year 2015 FY ’14 FY ’13 FY ’12 FY ’11 Total CEF Return 3.6 9.7 10.8 9.1 7.5 Total CEF Return 5.2 15.8 13.5 -0.9 16.0 70% MSCI ACWI/30% BC Govt Bond 2 .3 5 .8 8 .7 8 1. 6 .6 70% MSCI ACWI/30% BC Govt Bond 1 .7 16 .8 11 .3 -1 .3 21 .8 Capital Appreciation 4.2 11.1 12.9 10.7 8.3 Capital Appreciation 6.0 18.8 17.0 -1.9 21.5 MSCI ACWI 2 .4 6 .0 11 .3 9 .6 7 .0 MSCI ACWI 0 .7 23 .6 17 .2 -6 .0 30 .8 Capital Preservation 1.8 5.6 5.5 4.4 4.5 Capital Preservation 2.7 8.0 5.9 1.2 3.6 BC Government Bond 1 .6 5 .2 2 .3 3 8. 4 .5 BC Government Bond 3 .8 2 .1 -1 .5 8 .3 2 .3
1 Total Return: average annual compound return (dividend or interest plus capital appreciation or depreciation) 1 Total Return: Average annual compound return (dividend or interest plus capital appreciation or depreciation)
NACUBO/Commonfund Endowment Study 1 10-Year Growth of $10,000: CEF vs. Passive Alternatives 15.8% 15.8% $21 $20,608 University of Washington $18,970 NACUBO/Commonfund Median Returns 19 11.8% 11.2% 17 CEF 9.2% 8.9% 15 8.0% 7.0% 13 $ = 000’s 70% ACWI & 30% BC Gov 11
9
7 1 Year 3 Years 5 Years 10 Years 2nd Quartile 2nd Quartile 3rd Quartile 1st Quartile ’05 ’06 ’07 ’08 ’09 ’10 ’11 ’12 ’13 ’14 ’15
1 As of June 30, 2014 F–5.1/206-15 6/11/15 3 CEF Performance Update
Total Return 1 As of March 31, 2015
3rd Qtr FY ‘15 1 Year 3 Years 5 Years 10 Years
Consolidated Endowment Fund 3.6 9.7 10.8 9.1 7.5 70% MSCI ACWI & 30% BC Gov’t Bond (Benchmark) 2 3 . 5 8 . 8 7 . 8 1 . 6 6 .
Capital Appreciation 4.2 11.1 12.9 10.7 8.3 MSCI ACWI (Benchmark) 2 4 . 6 0 . 11 3 . 9 6 . 7 0 . Emerging Markets Equity 6 .1 13 .7 8 .4 8 .0 12 .9 Developed Markets Equity 4 .3 9 .4 14 .2 11 .5 7 .2 Opportunistic (started 7/1/2010) 3 .4 8 .9 16 .7 -- -- Subtotal 4.8 10.7 12.7 -- -- MSCI ACWI (Benchmark) 2 4 . 6 0 . 11 3 . 9 6 . 7 0 . Private Equity 2 7 3 . 15 4 . 15 9 . 13 4 . 11 5 . PE Benchmark 2, 3 3 8 . 14 9 . 15 8 . 15 4 . 11 6 . Real Assets 2 -6 0 . 7 1 . 9 9 . 9 0 . 4 7 . RA Benchmark 2, 3 -4 8 . 3 8 . 7 4 . 10 2 . 8 0 .
Capital Preservation 1.8 5.6 5.5 4.4 4.5 BC Government Bond (Benchmark) 1 6 . 5 2 . 2 3 . 3 8 . 4 5 . Absolute Return 2 3 . 7 0 . 7 6 . 6 4 . 7 0 . Policy Benchmark 3 1 7 . 3 6 . 4 7 . 3 2 . 4 5 . Fixed Income 0 7 . 2 5 . 1 8 . 1 8 . 2 7 . BC Government Bond (Benchmark) 1 6 . 5 2 . 2 3 . 3 8 . 4 5 .
Market Indices S&P 1 0 . 12 7 . 16 1 . 14 5 . 8 0. Russell 2000 4 .3 8 .2 16 .3 14 .6 8 .8 MSCI EAFE 5 0 . -0 5 . 9 5 . 6 6 . 5 4 . MSCI EMF 2 3 . 0 8 . 0 7 . 2 1 . 8 8 . BC High Yield 2 5 . 2 0 . 7 5 . 8 6 . 8 2 .
1 Total Return: Average Annual Compound Return (dividend or interest plus capital appreciation or depreciation) 2 Reported on a quarter lag F–5.1/206-15 3 Preliminary 6/11/15 4 CEF Activity and Campus Support from Investments as of March 31, 2015 $ = Millions CEF Activity Rolling Years FYTD 2015 FY 2014 FY 2013 5 Years 10 Years 15 Years
Beginning Balance $2,833 $2,347 $2,111 $1,897 $1,335 $1,151
Gifts 44 71 48 312 719 931
Transfers 6 7 6 33 89 117
Operating Funds Purchases 81 146 11 290 360 447
Total Additions $131 $224 $66 $636 $1,168 $1,495
Net Investment Return 148 379 279 1,027 1,527 1,694
Distributions (78) (94) (87) (435) (815) (1,081)
Advancement Support (16) (19) (17) (88) (160) (193)
Administrative Fees (4) (5) (4) (22) (40) (50)
Ending Balance $3,015 $2,833 $2,347 $3,015 $3,015 $3,015
Campus Support from Investments
CEF Distributions $78 $94 $87 $435 $815 $1,081
Advancement Support from CEF 16 19 17 88 160 193
Invested Funds Distribution 1 0 36 38 192 423 675
Total Campus Support $94 $148 $143 $715 $1,398 $1,950
Note: Numbers may not sum due to rounding
1 Invested Funds Distributions occur annually at fiscal year end.
F–5.1/206-15 6/11/15 5 CEF Exposures for the Quarter Ending March 31, 2015
Exposure by Strategy Short-Term Liquidity Estimates as % of CEF
Capital Capital 79% Appreciation Preservation
Opportunistic Fixed Income 60%
Emerging Developed Private Real Absolute 2015 Markets Markets Equity Assets Return 43%
2014 27%
2013
Weekly Monthly Quarterly 1 Year
Geographic Exposure 1 Equity Sector Exposure 1
Japan: 3%
Dev . Asia ex . Japan: 4% Information Technology Financials 15% 19% Developed Consumer Europe: 10% Discretionary Materials: 4% 14% North America 63% Telecom: 2% EM Asia: 14% Utilities: 2% Industrials Consumer 14% Staples 10% Health Energy Care EM EMEA: 3% 9% 11% EM Latin America: 3% 1 At 3/31/15 foreign currency exposure: 33% 1 Emerging Markets, Developed Markets, Real Assets and select Absolute Return equity Note: Percentages may not sum due to rounding F–5.1/206-15 6/11/15 6 Invested Funds for the Quarter Ending March 31, 2015
Total Return 1 (%) Fund Allocation by Pool ($ = Millions) Duration in Years Fund Allocation Range Actual Maximum 3rd Qtr FY 2015 1-Year 3-Year 5-Year 10-Year Cash Pool $772 31% 10% – 40% 0 . 7 3 . 0
Cash & Liquidity Pools 0.6 1.7 1.3 2.0 3.2 Liquidity Pool $850 34% 25% – 60% 2 . 6 5 . 0 Weighted Benchmark 0 9 . 2 1 . 1 1 . 1 9 . 3 2 . Diversified Investment Pool 1 $763 31% 15% – 45% IF including DIP 2 Units 1.5 4.1 3.6 3.8 4.3 IF Excluding CAP $2,384 97% Weighted Benchmark 1 3 . 3 2 . 3 0 . 3 6 . 4 5 . Capital Assets Pool 2 $86 3% 0%–15% IF including DIP 2 & CAP 3 1.5 4.1 3.6 3.8 4.3 Total Invested Funds $2,470 100%
1 Total Return: average annual compound return (dividend or interest plus capital appreciation or depreciation). 1 Diversified Investment Pool (DIP) currently consists of CEF units which are included in the CEF market value. 2 DIP: Diversified Investment Pool is designed to improve the risk profile and/or enhance the IF performance through 2 Capital Assets Pool consists of UW internally financed projects. investment in CEF units or other investment vehicles. 3 Capital Assets Pool (CAP) consists of UW internally financed projects.
Mix of Investments: IF Excluding CAP 10-Year Growth of $10,000: Impact of Diversified Asset Pool (DIP) $16
15 $15,200 Treasuries & Agencies 41% 14 IF Including DIP $13,640 13
Cash Equivalents: 3% 12 IF Excluding DIP $ = 000’s
Asset-Backed Securities: 7% 11 CEF Units Mortgage 32% Related 10 17% 9 ’05 ’06 ’07 ’08 ’09 ’10 ’11 ’12 ’13 ’14 ’15
F–5.1/206-15 6/11/15 7 F–6 VII. STANDING COMMITTEES
B. Finance and Asset Management Committee
Approve Resolution to Issue General Revenue Obligations for University Projects and for Refunding Purposes
RECOMMENDED ACTION
It is the recommendation of the administration and the Finance and Asset Management Committee that the Board of Regents approve:
1. The attached resolution to allow for the issuance of General Revenue obligations through July 31, 2016 for the following purposes:
a. the issuance of General Revenue Bonds not to exceed $210 million;
b. the issuance of General Revenue Bonds and interim financing to provide for the refinancing of debt of a University affiliate; and
c. The refunding of any existing debt issued by or on behalf of the University that provides an economic benefit.
2. The funding plan for fiscal year 2016 to include use of the Capital Assets Pool (CAP), remaining bond proceeds, and debt; and
3. Delegation to the President or her designee the authority to proceed with the issuance of the bonds, to establish all other terms of the bonds, and to execute other documents and approvals as required to complete the transactions.
BACKGROUND
In May 2008, the Board of Regents adopted a revised debt policy that authorized the creation of the Internal Lending Program (ILP). As part of this policy, bonds paid from General Revenues are issued to fund internal loans for approved campus projects and to refund outstanding obligations of the University. Issuing bonds at an institutional level minimizes the cost of issuance and assures that the lowest interest rate is achieved.
In May 2014, the Board of Regents adopted revised debt and investments policies that allowed for the creation of the Capital Assets Pool (CAP). The CAP is sized at a target of 10% of the total value of the Invested Funds (IF) and is used to fund campus capital projects. Use of the CAP is treated as an ILP loan, with interest paid to the IF. F–6/206-15 6/11/15 VII. STANDING COMMITTEES
B. Finance, Audit and Facilities Committee
Approve Resolution to Issue General Revenue Obligations for University Projects and for Refunding Purposes (continued p. 2)
Refunding obligations will be issued to capture economic benefit and/or to achieve longer-term strategic objectives. Bonds refunded for economic benefit are authorized under this resolution; any refunding for non-economic reasons will require specific Regental approval.
In FY 2015, the University issued $42.2 million of the $50 million bond authorization. Bond proceeds funded approved projects at the Metropolitan Tract.
FUNDING PLAN
Approved campus projects are funded using a combination of debt and the CAP. For FY 2016, ILP and non-ILP projects will be funded as shown the attached Sources and Uses of Funds (Attachment 1).
Expected draws for ILP projects through December 2016 total $191.3 million. These draws will be funded by a combination of previously issued commercial paper ($40 million), General Revenue Bonds ($80 million), and use of the CAP ($71.3 million).
Funds needed for non-ILP projects total $78.5 million. This amount represents the amount of debt needed for the Denny Hall and HR/Payroll Modernization projects (after cost of issuance). HR/Payroll modernization and Denny Hall were approved by the Board in January 2014, and January 2015, respectively. The HR/Payroll Modernization project is excluded from the ILP because it is considered personal property, while the Denny Hall project is excluded because it will be repaid from appropriated local funds (tuition building fees).
The total bond authorization is calculated as follows:
Bond Sizing ($000) Debt needed to fund ILP projects 120,000 Debt needed to fund non-ILP projects 78,500 Total debt needs 198,500
Plus: estimated cost of issuance 1,985 Plus: allowance for discount bonds1 9,515 Total bond authorization 210,000 1Investors sometimes want the interest (coupon) they receive on bonds to be less than the market rate. Should this occur, the University would need to sell more bonds to fund approved projects.
F–6/206-15 6/11/15 VII. STANDING COMMITTEES
B. Finance, Audit and Facilities Committee
Approve Resolution to Issue General Revenue Obligations for University Projects and for Refunding Purposes (continued p. 3)
CAPITAL ASSETS POOL
The funding plan includes $71.3 million from the CAP. Based on current projections, the CAP will have funded $198.8 million of projects, or 8.5% of the IF by June 30, 2016. Actual CAP usage will change throughout the fiscal year, and may be greater or less than $71.3 million.
CAP Summary ($000) Previous Expenditures 127,500 Projected 2016 Expenditures 71,300 Total CAP Used 198,800
REFUNDING
The bond resolution provides a list of eligible debt to be refunded. Eligible debt includes both debt originally issued by the University, debt issued on behalf of the University, and debt issued by University affiliate Northwest Hospital & Medical Center (NWH), a Washington nonprofit corporation.
The University, acting through UW Medicine, entered into an affiliation agreement with NWH on November 10, 2009. The agreement between the University and NWH was for University purposes, which include enhancing UW Medicine’s teaching, research and patient care programs through the provision of clinical care, clinical teaching, clinical trials and translational research at NWH. Entering into a contract to refinance NWH debt furthers the University’s mission by modifying debt covenants to align to the objectives of UW Medicine’s integrated health system. The bond resolution authorizes the University to enter into a contract with NWH to implement the refinancing, and to provide funding for the refinancing with commercial paper notes and General Revenue bonds.
FINANCING STRUCTURE
The bonds issued in FY 2016 will be General Revenue Bonds and have an expected term of 30 years, with a maximum final maturity of 31 years. The current schedule calls for the bonds to be issued in September 2015. The proceeds will be used to fund cash flows and to complete a fixed rate refunding of commercial paper to be issued to interim finance the refunding of debt originally issued on behalf of NWH.
F–6/206-15 6/11/15 VII. STANDING COMMITTEES
B. Finance, Audit and Facilities Committee
Approve Resolution to Issue General Revenue Obligations for University Projects and for Refunding Purposes (continued p. 4)
The final structure of the bonds will depend on market conditions at the time of issuance. The final interest rate will be reported to the Board of Regents.
REVIEW AND APPROVALS
The resolution and terms have been reviewed and approved by the Senior Vice President for Finance and Facilities and the Associate Vice President, Treasury. Additionally, this recommendation has been reviewed by the University’s financial advisor and bond counsel.
Attachments 1. Sources and Uses of Funds 2. 2015/2016 General Revenue Obligations Resolution
F–6/206-15 6/11/15 Approve Resolution to Issue and Refund General Revenue Obligations Sources and Uses of Funds
Sources of Funds ($000)
ILP Loans Capital Assets Pool 71,300 General Revenue Bonds* 120,000 Subtotal ILP Loans 191,300
Non-ILP Debt General Revenue Bonds* 78,500 Subtotal Non-ILP Debt 78,500
Total Sources of Funds 269,800
Uses of Funds ($000)
Projected Funding Board Approved Project % Spent to ILP Projects Needs** Authorization Budget Date*** Housing and Dining Phase 3 25,000 Jun-12 133,000 67% UWMC Expansion Phase 2 68,000 Nov-12 187,000 33% UW Bothell Student Center 7,300 Jul-13 19,000 56% SW Campus Utility Plant 28,000 Mar-15 36,000 5% ARCF 63,000 Nov-15 124,000 9% Subtotal ILP Projects 191,300 499,000
Non-ILP Projects Denny Hall 16,500 Jan-15 53,000 4% HR Payroll 62,000 Feb-14 70,000 41% Subtotal Non-ILP Projects 78,500 123,000
Total Uses of Funds 269,800
* Authorized by 2015/2016 Bond Resolution ** Reflects projected expenditures through December 2016 to allow for borrowing ahead if market conditions warrant *** Through April 2015
F–6.1/206-15 ATTACHMENT 1 Page 1 of 1 6/11/15 BOARD OF REGENTS
UNIVERSITY OF WASHINGTON
RESOLUTION
DATED JUNE 11, 2015
Authorizing the issuance and sale of
UNIVERSITY OF WASHINGTON GENERAL REVENUE OBLIGATIONS [2015/2016]
F–6.2/206-15 ATTACHMENT 2 6/11/15
UNIVERSITY OF WASHINGTON
Table of Contents*
Page Section 1. Definitions...... 2 Section 2. Findings...... 13 Section 3. Authorization and Purpose of 2015/2016 Bonds ...... 14 Section 4. Description of 2015/2016 Bonds ...... 14 Section 5. Execution ...... 15 Section 6. Authentication ...... 16 Section 7. Registration, Transfer and Exchange ...... 16 Section 8. Mutilated, Destroyed, Lost or Stolen 2015/2016 Bonds...... 18 Section 9. Payments of Principal, Redemption Price and Interest; Persons Entitled Thereto ...... 19 Section 10. Acts of Registered Owners; Evidence of Ownership ...... 20 Section 11. Form of 2015/2016 Bonds ...... 20 Section 12. Redemption ...... 23 Section 13. Bond Fund ...... 25 Section 14. Application of 2015/2016 Bond Proceeds ...... 25 Section 15. Source of Repayment and Security for 2015/2016 Bonds ...... 26 Section 16. Investment of Funds ...... 27 Section 17. Establishment of Additional Accounts and Subaccounts ...... 27 Section 18. Additional Bonds ...... 27 Section 19. Covenants Regarding Tax Exemption ...... 28 Section 20. No Recourse Against Individuals ...... 29 Section 21. Defeasance ...... 29 Section 22. Approval of Official Statement ...... 30 Section 23. Determination of Certain Matters Affecting 2015/2016 Bonds ...... 30 Section 24. Undertaking to Provide Continuing Disclosure ...... 32 Section 25. Payment Agreements ...... 32 Section 26. Supplemental Resolutions ...... 33
* This Table of Contents and the cover page are not a part of this resolution; they are included for convenience of the reader only.
-i- F–6.2/206-15 6/11/15
Section 27. Concerning the Registered Owners ...... 34 Section 28. Determination of Registered Owners' Concurrence ...... 35 Section 29. University Acquisition of 2015/2016 Bonds ...... 36 Section 30. Contract-Savings Clause ...... 36 Section 31. No Benefits to Outside Parties ...... 36 Section 32. Immediate Effect ...... 37 Exhibit A Description of Refunding Candidates
-ii- F–6.2/206-15 6/11/15 BOARD OF REGENTS
UNIVERSITY OF WASHINGTON
RESOLUTION
A RESOLUTION of the Board of Regents of the University of Washington providing for the authorization, sale, issuance and delivery of (a) University of Washington General Revenue obligations in the aggregate principal amount not to exceed $210,000,000, for University purposes including financing or refinancing the acquisition of and improvements to capital facilities serving the University and (b) University of Washington General Revenue refunding obligations for the purpose of refunding certain outstanding obligations; providing for the date, form, terms, maturities and redemption of the obligations; providing for the payment of and establishing the security for such obligations; providing for the redemption of the outstanding obligations to be refunded; delegating authority to an authorized representative of the University to make certain determinations and appointments with respect to the obligations of this issue from time to time; and authorizing the execution of documents in connection with the issuance and sale of such obligations and application of the proceeds thereof.
WHEREAS, the Legislature, pursuant to the Bond Act (as hereinafter defined) has authorized the Board of Regents to sell and issue revenue bonds for any University purpose; and
WHEREAS, the University has determined to issue one or more series of general revenue obligations in the aggregate principal amount not to exceed $210,000,000 (the “2015/2016 New Money Bonds”) for the purpose of financing or refinancing certain facilities serving the University as described herein; and
WHEREAS, it is in the University’s best interests to proceed with the financing or refinancing of facilities serving the University, including the renovation of Denny Hall and other University projects; and
WHEREAS, the University, acting through UW Medicine, previously entered into an Affiliation Agreement, as of November 10, 2009 with Northwest Hospital & Medical Center, a Washington nonprofit corporation, for University purposes (the “NWH Affiliation”), namely enhancing UW Medicine’s teaching, research and patient care programs through the provision of clinical care, clinical teaching, clinical trials and translational research at Northwest Hospital; and
F–6.2/206-15 6/11/15
WHEREAS, the clinical care, clinical teaching, clinical trials and translational research provided at Northwest Hospital are of independent benefit to both the University and Northwest Hospital & Medical Center; and
WHEREAS, an integrated health system, achieved through the affiliation of independent entities, provides community benefit by way of cost reduction, increased efficiency and alignment of clinical programs, is particularly necessary during a period of systemic health care change to meet health care, teaching, and research needs, and thereby serves the infirm; and
WHEREAS, outstanding debt issued by or on behalf of Northwest Hospital & Medical Center is subject to optional redemption prior to its scheduled maturity, providing an opportunity to reduce capital costs associated with the Northwest Hospital facility (in support of cost reduction and increased efficiency) and to better align Northwest Hospital & Medical Center’s debt covenants to the objectives of UW Medicine’s integrated health system; and
WHEREAS, the University may enter into a contract with Northwest Hospital & Medical Center to implement the refinancing of such debt with General Revenue commercial paper notes and bonds, in consideration for certain covenants and other obligations set forth therein; and
WHEREAS, obligations described on Exhibit A attached hereto have previously been issued by or on behalf of the University for University purposes, and also are subject to optional redemption prior to their respective maturities (together with the Northwest Hospital & Medical Center obligations, the “Refunding Candidates”); and
WHEREAS, the University has been advised that debt service savings or more beneficial terms may be obtained by refunding some or all of the Refunding Candidates through the issuance of one or more series of general revenue refunding obligations (the “2015/2016 Refunding Bonds”), and through the issuance of commercial paper notes to provide interim financing; and
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF REGENTS OF THE UNIVERSITY OF WASHINGTON, as follows:
Section 1. Definitions.
The terms defined in this Section 1 shall, for all purposes of this resolution (including the recitals) and of any resolution supplemental hereto, have the following meanings:
Acquired Obligations means the Government Obligations acquired by the University under the terms of this resolution and an Escrow Agreement to effect the defeasance and refunding of one or more of the Refunding Candidates.
Additional Bonds means one or more series or subseries of additional obligations of the University payable from General Revenues.
Authorized Denominations means:
-2- F–6.2/206-15 6/11/15
(a) with respect to 2015/2016 Bonds in the Fixed Mode or Term Mode, $5,000 and any integral multiple thereof within a series or subseries and maturity, and
(b) with respect to 2015/2016 Bonds in the Daily Mode, the Weekly Mode, or the Commercial Paper Mode, $100,000 and any integral multiple of $5,000 in excess thereof within a series or subseries and maturity.
Authorized Representative of the University means the President of the University or the designee(s) of the President or his or her designee for the purposes of one or more duties of the Authorized Representative under this resolution.
Bank Bonds has the meaning set forth in the applicable Reimbursement Agreement.
Beneficial Owner means any person that has or shares the power, directly or indirectly, to make investment decisions concerning ownership of any 2015/2016 Bonds (including persons holding 2015/2016 Bonds through nominees, depositories or other intermediary).
Board means the Board of Regents of the University, which exists and functions pursuant to chapter 28B.20 RCW, as amended from time to time.
Bond Act means, together, chapter 28B.140 RCW and chapter 28B.142 RCW, in each case as amended from time to time.
Bond Counsel means an attorney or firm of attorneys whose opinion is accepted in the national tax-exempt capital markets as to the issuance and validity of municipal securities and as to the interest paid thereon being exempt from federal income taxation, which attorney or firm of attorneys has been approved by, selected by or retained by the University from time to time.
Bond Fund means the special fund designated as the General Revenue Bond Redemption Fund, 2015/2016.
Bond Purchase Contract means the Bond Purchase Contract(s) between the University and the underwriter(s) for 2015/2016 Bonds or a certificate of award executed by the University pertaining to the initial sale and purchase of 2015/2016 Bonds.
Bond Register means the registration books maintained by the Registrar containing the names and addresses of the Registered Owners of the Bonds.
Bond Year means each one-year period that ends on the date selected by the University. The first and last Bond Years may be short periods. If no day is selected by the University before the earlier of the final maturity date of the 2015/2016 Bonds or the date that is five years after the date of issuance of the 2015/2016 Bonds, Bond Years end on each anniversary of the date of issue and on the final maturity date of the 2015/2016 Bonds.
Bonds mean the University of Washington General Revenue Refunding Bonds, 2008, General Revenue Bonds, 2009 Taxable (Build America Bonds – Direct Payment), General
-3- F–6.2/206-15 6/11/15
Revenue Bonds, 2009B Taxable (Build America Bonds – Direct Payment), General Revenue and Refunding Bonds, 2010A, General Revenue Bonds, 2010B Taxable (Build America Bonds – Direct Payment), General Revenue and Refunding Bonds, 2011A, General Revenue and Refunding Bonds, 2012A, General Revenue and Refunding Bonds, 2012B (Taxable), General Revenue Bonds, 2012C, the General Revenue Bonds, 2013, the General Revenue Bonds, 2015A, the General Revenue Bonds, 2015B, the 2015/2016 Bonds, and any Additional Bonds.
Building Fee Revenue Bond Act means RCW 28B.20.700-.740, as amended by Chapter 499 Wash. Laws 2009, and as further amended from time to time.
Building Fees means building fees defined in RCW 28B.15.025, as amended from time to time, and imposed for the purposes set forth in RCW 28B.15.210, as amended from time to time.
Business Day means a day (a) on which banks in Seattle, Washington or New York, New York, the Securities Depository, the Credit Facility Issuer, the Liquidity Facility, or the Remarketing Agent are not authorized to remain open or required to remain closed and (b) on which the New York Stock Exchange is not closed.
Call Date means the date(s) on which the Refunding Candidates may be called for redemption under the terms of the proceedings pursuant to which they were issued.
Closing Date means each date on which a series of 2015/2016 Bonds are issued and delivered in return for payment of the full purchase price therefor.
Code means the Internal Revenue Code of 1986, as heretofore or hereafter amended, together with all corresponding and applicable final, temporary or proposed regulations and revenue rulings as issued or amended with respect thereto by the United States Treasury Department or the Internal Revenue Service to the extent applicable to the 2015/2016 Bonds.
Commercial Paper Mode means the Mode during which the 2015/2016 Bonds bear interest at a Commercial Paper Rate or Rates.
Commercial Paper Rate means the interest rate (per annum) on any 2015/2016 Bond in the Commercial Paper Mode determined pursuant to the applicable Remarketing Agreement or Trust Agreement for such 2015/2016 Bonds.
Commission means the Securities and Exchange Commission.
Continuing Disclosure Certificate means the certificate of the University, if required under the Rule, undertaking to provide ongoing disclosure to assist the underwriter(s) for 2015/2016 Bonds in complying with the Rule.
Credit Facility means a policy of municipal bond insurance, a letter of credit, line of credit, guarantee or other financial instrument or any combination of the foregoing, which obligates a third party to make payment or provide funds for the payment of financial obligations, if any, of the University with respect to any 2015/2016 Bonds, including but not limited to payment of the
-4- F–6.2/206-15 6/11/15
scheduled principal of and interest on 2015/2016 Bonds. There may be more than one Credit Facility for a series or subseries of 2015/2016 Bonds.
Credit Facility Issuer means the issuer of any Credit Facility.
Current Mode means, with respect to any series or subseries of the 2015/2016 Bonds, the Mode then in effect.
Daily Mode means the Mode during which a series or subseries of the 2015/2016 Bonds bear interest at the Daily Rate.
Daily Rate means the per annum interest rate for a series or subseries of the 2015/2016 Bonds in the Daily Mode determined pursuant to the Remarketing Agreement or Trust Agreement for such 2015/2016 Bonds.
Derivative Payment Date means any date specified in a Payment Agreement on which a University Payment is due and payable under the Payment Agreement.
DTC means The Depository Trust Company, New York, New York as depository for the 2015/2016 Bonds, or any successor or substitute depository for the 2015/2016 Bonds.
Escrow Agent means any escrow agent selected by the Authorized Representative of the University in accordance with this resolution.
Escrow Agreement means one or more Escrow Deposit Agreements to be dated as of the applicable Closing Date.
Federal Tax Certificate means certificate of that name executed by the Authorized Representative of the University at the time of issuance and delivery of 2015/2016 Tax-Exempt Bonds.
Fiscal Agent means the fiscal agent of the State of Washington.
Fiscal Year means the University’s duly adopted fiscal year, currently ending June 30.
Fitch means Fitch Ratings, Inc., organized and existing under the laws of the State of Delaware, its successors and their assigns, and, if such organization shall be dissolved or liquidated or shall no longer perform the functions of a securities rating agency, Fitch shall be deemed to refer to any other nationally recognized securities rating agency (other than S&P or Moody’s) designated by the Authorized Representative of the University.
Fixed Mode means the Mode in which a series or subseries of the 2015/2016 Bonds bear interest at a Fixed Rate or Fixed Rates to the Maturity Date or Maturity Dates.
-5- F–6.2/206-15 6/11/15
Fixed Rate means a per annum interest rate or rates borne by a series or subseries of the 2015/2016 Bonds to the maturity thereof determined pursuant to Section 23 and the Bond Purchase Contract, Remarketing Agreement or Trust Agreement for such 2015/2016 Bonds.
General Revenues means all nonappropriated income, revenues, and receipts of the University if and to the extent such funds are not restricted in their use by law, regulation, or contract. For example, the following items are restricted and, therefore, excluded:
(a) Appropriations to the University by the State from the State’s General Fund;
(b) Each fund the purpose of which has been restricted in writing by the terms of the gift or grant under which such fund has been donated, or by the donor thereof;
(c) Fees imposed upon students as a condition of enrollment at the University, including but not limited to services and activities fees, building fees, and technology fees; and
(d) Revenues and receipts attributable to the Metro Tract Revenue.
Unrestricted fund balances, to the extent that they were accumulated from money that was received as General Revenues, also would be includable and available to pay obligations secured by General Revenues. Upon the removal of any income, revenues, or receipts from General Revenues pursuant to Section 15(d), this definition of General Revenues shall be deemed to be amended accordingly without further action by the University.
Government Obligations means government obligations as are authorized to be used for refunding purposes by chapter 39.53 RCW, as amended or restated from time to time.
Interest Payment Date means the dates selected by the Authorized Representative of the University and set forth in the Bond Purchase Contract, Trust Agreement or Remarketing Agreement, as applicable.
Interest Rate means a Fixed Rate, Daily Rate, Weekly Rate, Commercial Paper Rate, or Term Rate, as the context requires.
Irrevocable Deposit means the irrevocable deposit of money or Government Obligations in order to provide for the payment of all or a portion of the principal of, premium, if any, and interest on any 2015/2016 Bonds in accordance with, and meeting all the requirements of, Section 21.
Issuance Costs means, without intending thereby to limit or restrict any proper definition of such costs under any applicable laws and GAAP, the following:
(a) costs reasonably incurred incident to preparing, offering, selling, issuing and delivering the 2015/2016 Bonds, including, without limitation, the fees and expenses of Bond Counsel, special counsel (if any) and financial advisor to the University, bond printing, CUSIP
-6- F–6.2/206-15 6/11/15
bureau fees, rating agency fees, underwriter fees or discount, escrow agent fees and recording and filing fees;
(b) the fees and expenses payable to the Registrar incident to the Registrar’s acceptance of its duties under this resolution; and
(c) fees or premiums due to any Credit Facility Issuer.
Legislature means the Legislature of the State.
Letter of Representations means the blanket issuer letter of representation, signed by the Authorized Representative of the University and accepted by DTC pertaining to the payment of Bonds and the “book-entry” system for evidencing the beneficial ownership of Bonds.
Liquidity Facility means a line of credit, standby purchase agreement or other financial instrument or any combination of the foregoing, if any, which obligates a third party to make payment or to provide funds for the payment of the Purchase Price of 2015/2016 Bonds (or portion thereof). There may be more than one Liquidity Facility for a series or subseries of 2015/2016 Bonds, and the University may provide self-liquidity for a series or subseries of 2015/2016 Bonds, all as set forth in the applicable Remarketing Agreement or Trust Agreement.
Liquidity Facility Issuer means the issuer of any Liquidity Facility.
Maturity Date means the maturity date or dates for Bonds set forth in the Bond Purchase Contract, Trust Agreement, or Remarketing Agreement, as applicable.
Maximum Rate means the maximum rate for 2015/2016 Bonds set forth in the applicable Bond Purchase Contract, Trust Agreement or Remarketing Agreement.
Mode means the Daily Mode, Weekly Mode, Commercial Paper Mode, Term Mode, or the Fixed Mode, as the context may require.
Metro Tract means the “university tract” as defined in RCW 28B.20.381 to include the tract of land in the city of Seattle, consisting of approximately ten acres, originally known as the “old university grounds,” as amended to the date of this resolution, and more recently referred to as the “metropolitan tract,” together with all buildings, improvements, facilities, and appurtenances thereon.
Metro Tract Revenue means all revenues of the University derived from operating, managing, and leasing the Metro Tract.
Moody’s means Moody’s Investors Service, Inc., a corporation duly organized and existing under and by virtue of the laws of the State of Delaware, and its successors and assigns, except that if such corporation shall be dissolved or liquidated or shall no longer perform the functions of a securities rating agency, then the term Moody’s shall be deemed to refer to any other nationally
-7- F–6.2/206-15 6/11/15
recognized securities rating agency (other than Fitch or S&P) selected by the Authorized Representative of the University.
MSRB means the Municipal Securities Rulemaking Board or any successor to its functions. Until otherwise designated by the MSRB or the Commission, any information or notices submitted to the MSRB in compliance with the Rule are to be submitted through the MSRB’s Electronic Municipal Market Access system (“EMMA”), currently located at www.emma.msrb.org.
Net Revenue means, with respect to any item or auxiliary revenues proposed to be added to General Revenues, revenues of such item or auxiliary less operating expenses. If the item or auxiliary revenues have previously been pledged to pay debt service on outstanding obligations of the University, the terms revenues and operating expenses shall be determined in accordance with the resolution(s) authorizing the outstanding indebtedness.
Notice Parties means, with respect to each series of the 2015/2016 Bonds, the University, the University’s financial advisor, the Registrar, any Remarketing Agent, and any Liquidity Facility Issuer or Credit Facility Issuer.
Opinion of Bond Counsel means an opinion in writing of Bond Counsel.
Outstanding means, as of any particular time, all Bonds issued theretofore except:
(a) Bonds theretofore canceled by the Registrar after purchase by the University;
(b) Bonds for which an Irrevocable Deposit has been made, but only to the extent that the principal of and interest on such Bonds are payable from such Irrevocable Deposit; provided, that the Bonds to be paid or redeemed with such Irrevocable Deposit shall be deemed to be Outstanding for the purpose of transfers and exchanges or replacement of mutilated, lost, stolen or destroyed Bonds under the proceedings authorizing their issuance;
(c) temporary, mutilated, lost, stolen or destroyed Bonds for which new Bonds have been issued pursuant to the resolution authorizing their issuance; and
(d) Bonds exchanged for new Bonds pursuant to the resolution authorizing their issuance.
Notwithstanding the foregoing, 2015/2016 Bonds that are Bank Bonds shall remain Outstanding until the applicable Credit Facility Issuer or Liquidity Facility Issuer is paid all amounts due on such 2015/2016 Bonds.
Participant means (a) any person for which, from time to time, DTC effects book-entry transfers and pledges of securities pursuant to the book-entry system or (b) any securities broker or dealer, bank, trust company or other person that clears through or maintains a custodial relationship with a person referred to in (a).
-8- F–6.2/206-15 6/11/15
Payment Agreement means a written contract or agreement between or on behalf of the University and a Reciprocal Payor, which provides that the University’s obligations thereunder will be conditioned on the absence of: (a) a failure by the Reciprocal Payor to make any payment required thereunder when due and payable, and (b) a default thereunder with respect to the financial status of the Reciprocal Payor; and
(a) under which the University is obligated to pay, on one or more scheduled and specified Derivative Payment Dates, the University Payments in exchange for the Reciprocal Payor’s obligation to pay or to cause to be paid to the University, on the same scheduled and specified Derivative Payment Dates, the Reciprocal Payments; i.e., the contract must provide for net payments;
(b) for which the University’s obligations to make all or any portion of University Payments are payable from General Revenues;
(c) under which Reciprocal Payments are to be made directly into the Bond Fund;
(d) for which the University Payments are either specified to be one or more fixed amounts or are determined according to a formula set forth in the Payment Agreement; and
(e) for which the Reciprocal Payments are either specified to be one or more fixed amounts or are determined according to a formula set forth in the Payment Agreement.
Person means an individual, a corporation, a partnership, limited liability company, an association, a joint stock company, a trust, an unincorporated organization, a governmental body or a political subdivision, a municipal corporation, a public corporation or any other group or organization of individuals.
Private Person means any natural person engaged in a trade or business or any trust, estate, partnership, association, company or corporation.
Private Person Use means the use of property in a trade or business by a Private Person if such use is other than as a member of the general public. Private Person Use includes ownership of the property by the Private Person as well as other arrangements that transfer to the Private Person the actual or beneficial use of the property (such as a lease, management or incentive payment contract or other special arrangement) in such a manner as to set the Private Person apart from the general public. Use of property as a member of the general public includes attendance by the Private Person at University meetings or business rental of property to the Private Person on a day-to-day basis if the rental paid by such Private Person is the same as the rental paid by any Private Person who desires to rent the property. Use of property by nonprofit community groups or community recreational groups is not treated as Private Person Use if such use is incidental to the governmental uses of property, the property is made available for such use by all such community groups on an equal basis and such community groups are charged only a de minimis fee to cover custodial expenses.
-9- F–6.2/206-15 6/11/15
Projects means projects approved by the Board or otherwise approved pursuant to the University Debt Management policy.
Purchase Date means the dates selected by the Authorized Representative of the University and set forth in the Trust Agreement or Remarketing Agreement, as applicable.
Purchase Price has the meaning set forth in the Trust Agreement or Remarketing Agreement, as applicable.
Rating Agency means Fitch, Moody’s or S&P.
Rating Category means the generic rating categories of a Rating Agency, without regard to any refinement or gradation of such rating category by a numerical modifier or otherwise.
RCW means the Revised Code of Washington, as now in existence or hereafter amended, or any successor codification of the laws of the State.
Reciprocal Payment means any payment to be made to, or for the benefit of, the University under the Payment Agreement by the Reciprocal Payor.
Reciprocal Payor means any bank or corporation, partnership or other entity that is a party to the Payment Agreement and that is obligated to make one or more Reciprocal Payments thereunder.
Record Date means:
(a) with respect to 2015/2016 Bonds in the Fixed Mode or Term Mode, the 15th day (whether or not a Business Day) of the month next preceding each Interest Payment Date; and
(b) with respect to all other Modes, the Business Day immediately prior to the applicable Interest Payment Date.
Redemption Date means the date fixed for redemption of 2015/2016 Bonds subject to redemption in any notice of redemption given in accordance with the terms hereof or the terms of an applicable Trust Agreement, Remarketing Agreement or Bond Purchase Contract.
Redemption Price means amounts to be paid to redeem the 2015/2016 Bonds on the Redemption Date as set forth in the applicable Bond Purchase Contract, Trust Agreement, Remarketing Agreement, or Section 12(a) as applicable.
Refunded Bonds means the Refunding Candidates designated by the Authorized Representative of the University pursuant to Section 23 of this resolution.
Refunding Candidates means the bonds issued by or on behalf of the University and the bonds and other obligations issued by or on behalf of Northwest Hospital & Medical Center currently outstanding as shown on Exhibit A.
-10- F–6.2/206-15 6/11/15
Registered Owner means the person named as the registered owner of a 2015/2016 Bond on the Bond Register. For so long as the 2015/2016 Bonds are held by a Securities Depository or its nominee, such Securities Depository shall be deemed to be the Registered Owner.
Registrar means the Fiscal Agent, whose duties include registering and authenticating the 2015/2016 Bonds, maintaining the Bond Register, registering the transfer of the 2015/2016 Bonds, paying interest on and principal of the 2015/2016 Bonds, and drawing on any Credit Facility securing 2015/2016 Bonds for such purpose, and drawing any amounts under any Credit Facility or Liquidity Facility for the purpose of paying the Purchase Price of any 2015/2016 Bonds payable pursuant to such Credit Facility or Liquidity Facility.
Reimbursement Agreement means a Reimbursement Agreement relating to the 2015/2016 Bonds between the University and any Credit Facility Issuer or Liquidity Facility Issuer, and any and all modifications, alterations, and amendments and supplements thereto.
Remarketing Agent means one or more remarketing agents selected from time to time by the Authorized Representative of the University to serve as remarketing agent for 2015/2016 Bonds pursuant to a Remarketing Agreement.
Remarketing Agreement means a Remarketing Agreement relating to 2015/2016 Bonds between the University and any Remarketing Agent, or any similar agreement, as it may be amended or supplemented from time to time in accordance with its terms.
Rule means the Commission’s Rule 15c2-12 under the Securities and Exchange Act of 1934, as amended from time to time.
Securities Depository means any clearing agency registered under Section 17A of the Securities Exchange Act of 1934, as amended.
Serial Bonds means those 2015/2016 Bonds designated as serial bonds in the Bond Purchase Contract.
State means the state of Washington.
S&P means Standard & Poor’s Ratings Services, a Division of The McGraw-Hill Companies, and its successors and assigns, except that if such corporation shall be dissolved or liquidated or shall no longer perform the functions of a securities rating agency, then the term S&P shall be deemed to refer to any other nationally recognized securities rating agency (other than Moody’s or Fitch) selected by the Authorized Representative of the University.
Term Bonds means 2015/2016 Bonds, if any, designated as term bonds in the applicable Bond Purchase Contract.
-11- F–6.2/206-15 6/11/15
Term Rate means the per annum interest rate for a series or subseries of 2015/2016 Bonds in the Term Rate Mode determined pursuant to the Remarketing Agreement or Trust Agreement for such 2015/2016 Bonds.
Term Rate Mode means the Mode during which a series or subseries of 2015/2016 Bonds bear interest at the Term Rate.
Trust Agreement means a Trust Agreement entered into between the University and a Trustee with respect to 2015/2016 Bonds, setting forth the terms of such 2015/2016 Bonds.
Trustee means a bond trustee selected by the Authorized Representative of the University to act on behalf of owners of 2015/2016 Bonds pursuant to a Trust Agreement.
2015/2016 Bonds means the 2015/2016 New Money Bonds and the 2015/2016 Refunding Bonds.
2015/2016 New Money Bonds means the University of Washington General Revenue Bonds, Series [2015/2016][__] [Taxable] issued in one or more series or subseries in the aggregate principal amount not to exceed $210,000,000 to finance (or refinance commercial paper issued to finance) costs of the Projects pursuant to this resolution.
2015/2016 Refunding Bonds means the University of Washington General Revenue Refunding Bonds, Series [2015/2016][__] [Taxable] issued in one or more series or subseries to redeem and/or defease or otherwise implement the refinancing of one or more of the Refunding Candidates.
2015/2016 Taxable Bonds means any 2015/2016 Bonds determined to be issued on a taxable basis pursuant to Section 23.
2015/2016 Tax-Exempt Bonds means any 2015/2016 Bonds determined to be issued on a tax-exempt basis pursuant to Section 23.
University means the University of Washington, a higher educational institution of the State, the main campus of which is located at Seattle, Washington.
University of Washington building account means the fund of that name into which certain Building Fees are to be deposited pursuant to RCW 28B.15.210, as amended from time to time.
University of Washington bond retirement fund means the special fund of that name created by chapter 254, Laws of 1957.
University Payment means any payment required to be made by or on behalf of the University under a Payment Agreement and which is determined according to a formula set forth in the Payment Agreement.
-12- F–6.2/206-15 6/11/15
Weekly Mode means the Mode during which a series or subseries of the 2015/2016 Bonds bear interest at the Weekly Rate.
Weekly Rate means the per annum interest rate for a series or subseries of the 2015/2016 Bonds in the Weekly Mode determined pursuant to the Remarketing Agreement or Trust Agreement for such 2015/2016 Bonds.
Interpretation. In this resolution, unless the context otherwise requires:
(a) The terms “hereby,” “hereof,” “hereto,” “herein, “hereunder” and any similar terms, as used in this resolution, refer to this resolution as a whole and not to any particular article, section, subdivision or clause hereof, and the term “hereafter” shall mean after, and the term “heretofore” shall mean before, the date of this resolution;
(b) Words of the masculine gender shall mean and include correlative words of the feminine and neuter genders and words importing the singular number shall mean and include the plural number and vice versa;
(c) Words importing persons shall include firms, associations, partnerships (including limited partnerships), trusts, corporations, limited liability companies and other legal entities, including public bodies, as well as natural persons;
(d) Any headings preceding the text of the several articles and sections of this resolution, and any table of contents or marginal notes appended to copies hereof, shall be solely for convenience of reference and shall not constitute a part of this resolution, nor shall they affect its meaning, construction or effect;
(e) All references herein to “articles,” “sections” and other subdivisions or clauses are to the corresponding articles, sections, subdivisions or clauses hereof; and
(f) Whenever any consent or direction is required to be given by the University, such consent or direction shall be deemed given when given by the Authorized Representative of the University or his or her designee, respectively, and all references herein to the Authorized Representative of the University shall be deemed to include references to his or her designee, as the case may be.
Section 2. Findings.
The Board hereby finds as follows:
(a) It is in the best interests of the University to finance (or refinance commercial paper issued to finance or refinance) all or a portion of the costs of the Projects, through the issuance of 2015/2016 New Money Bonds in one or more series or subseries, upon the terms and conditions set forth for the 2015/2016 New Money Bonds in this resolution.
-13- F–6.2/206-15 6/11/15
(b) It is in the best interests of the University to redeem and/or defease one or more of the Refunding Candidates, or any portion thereof, to achieve debt service savings upon the terms and conditions set forth in this resolution.
(c) It is in the best interests of the University to enter into a contract with Northwest Hospital & Medical Center to provide for the refinancing of debt issued by or on behalf of Northwest Hospital & Medical Center to reduce capital costs associated with the Northwest Hospital facility (in support of cost reduction and increased efficiency derived from the existing affiliation) and to better align Northwest Hospital & Medical Center’s debt covenants to the objectives of UW Medicine’s integrated health system.
(d) It is necessary and in the best interest of the University to issue the 2015/2016 Bonds payable from General Revenues.
Section 3. Authorization and Purpose of 2015/2016 Bonds.
(a) 2015/2016 New Money Bonds. The 2015/2016 New Money Bonds shall be in an aggregate principal amount not to exceed $210,000,000, and shall be issued in one or more series or subseries to pay (or pay commercial paper notes issued to finance or refinance) costs of the Projects and to pay Issuance Costs for the 2015/2016 New Money Bonds. The 2015/2016 New Money Bonds shall be issued under terms determined pursuant to Section 23, as further set forth in the Bond Purchase Contract, Remarketing Agreement and/or Trust Agreement for such 2015/2016 New Money Bonds; shall be numbered in the manner determined by the Registrar; and shall be issued in fully registered form in Authorized Denominations.
(b) 2015/2016 Refunding Bonds. The 2015/2016 Refunding Bonds shall be issued in one or more series or subseries to redeem and/or defease or otherwise implement the refinancing of one or more of the Refunding Candidates designated pursuant to Section 23 and to pay Issuance Costs for the 2015/2016 Refunding Bonds. The 2015/2016 Refunding Bonds shall be issued under terms determined pursuant to Section 23, as further set forth in the Bond Purchase Contract, Remarketing Agreement and/or Trust Agreement for such 2015/2016 Refunding Bonds; shall be numbered in the manner determined by the Registrar; and shall be issued in fully registered form in Authorized Denominations. The University may issue general revenue commercial paper notes to finance the redemption and/or defeasance or otherwise to implement the refinancing of one or more of the Refunding Candidates, to provide interim financing for such purpose.
Section 4. Description of 2015/2016 Bonds.
(a) General Terms. The 2015/2016 Bonds shall be dated as of their date of original issuance and shall mature on the Maturity Dates, as determined pursuant to Section 23, as further set forth in the applicable Bond Purchase Contract, Remarketing Agreement or Trust Agreement for such series of 2015/2016 Bonds. The 2015/2016 Bonds shall bear interest determined within Modes selected by the Authorized Representative of the University from time to time. All 2015/2016 Bonds shall be issued in the form of fully registered 2015/2016 Bonds in Authorized Denominations and, unless the Registrar shall otherwise direct, shall be numbered R-1 and upwards.
-14- F–6.2/206-15 6/11/15
The University may designate one or more series or subseries of the 2015/2016 Bonds from time to time. 2015/2016 New Money Bonds shall be named University of Washington General Revenue Bonds, Series [2015/2016], with an additional designation of “Taxable” for any series of 2015/2016 Taxable Bonds. 2015/2016 Refunding Bonds shall be named University of Washington General Revenue Refunding Bonds, Series [2015/2016], with an additional designation of “Taxable” for any series of 2015/2016 Taxable Bonds. 2015/2016 Bonds issued in one series composed of both New Money Bonds and Refunding Bonds shall be named University of Washington General Revenue and Refunding Bonds, Series [2015/2016], with an additional designation of “Taxable” for any series of 2015/2016 Taxable Bonds. At the written direction of the Authorized Representative of the University, the Registrar shall designate a particular principal amount of 2015/2016 Bonds (in Authorized Denominations) as a series or subseries. A series of 2015/2016 Bonds shall be identified by the year of issue (either 2015 or 2016) and sequential letters (e.g. Series 2015A, Series 2015B, Series 2016A, Series 2016B). A subseries of 2015/2016 Bonds shall be further identified by sequential numbers (e.g., Series 2015A-1, Series 2015-2, Series 2016B-1, Series 2016B-2). Upon such designation, such 2015/2016 Bonds shall be a series or subseries, as applicable, for this purposes of this resolution, unless and until consolidated or changed to another series or subseries designation by written direction of the Authorized Representative of the University. All 2015/2016 Bonds of a series shall be in the same Mode, but any two series need not be in the same Mode.
(b) Terms. Principal of and interest and any premium on the 2015/2016 Bonds shall be payable in lawful money of the United States of America.
(c) Modes. The terms applicable to 2015/2016 Bonds in the Daily Mode, the Weekly Mode, the Term Mode, the Commercial Paper Mode or the Fixed Mode, and provisions for conversions among such Modes, shall be as provided in the applicable Bond Purchase Contract, Remarketing Agreement or Trust Agreement, as applicable.
(d) Determinations Conclusive. If the 2015/2016 Bonds of a series or subseries are in the Daily Mode, the Weekly Mode, the Term Mode, the Commercial Paper Mode or the Fixed Mode, the Interest Rates determined as provided in the Remarketing Agreement, Trust Agreement or Bond Purchase Contract, as applicable, shall be conclusive.
(e) Maximum Rate. No 2015/2016 Bond, other than a Bank Bond, shall bear interest at an Interest Rate higher than the Maximum Rate.
Section 5. Execution.
The 2015/2016 Bonds shall be executed on behalf of the University by the manual or facsimile signatures of the President and the Secretary or Treasurer of the Board, and the official seal of the University shall be reproduced thereon. The validity of any 2015/2016 Bond so executed shall not be affected by the fact that one or more of the officers whose signatures appear on such 2015/2016 Bond have ceased to hold office at the time of issuance or authentication or at any time thereafter.
-15- F–6.2/206-15 6/11/15
Section 6. Authentication.
No 2015/2016 Bonds shall be valid for any purpose hereunder until the certificate of authentication printed thereon is duly executed by the manual signature of an authorized signatory of the Registrar. Such authentication shall be proof that the Registered Owner is entitled to the benefit of the trusts hereby created.
Section 7. Registration, Transfer and Exchange.
(a) Registrar. The 2015/2016 Bonds shall be issued only in registered form as to both principal and interest. The University hereby appoints the fiscal agent of the State as the Registrar for the 2015/2016 Bonds. So long as any 2015/2016 Bonds remain Outstanding, the Registrar shall make all necessary provisions to permit the exchange or registration of transfer of 2015/2016 Bonds at its principal corporate trust office. The Registrar may be removed at any time at the option of the Authorized Representative of the University and a successor Registrar appointed by the Authorized Representative of the University. Any successor Registrar must be a commercial bank with trust powers or a trust company. No resignation or removal of the Registrar shall be effective until a successor shall have been appointed and until the successor Registrar shall have accepted the duties of the Registrar hereunder. The Registrar is authorized, on behalf of the University, to authenticate and deliver 2015/2016 Bonds transferred or exchanged in accordance with the provisions of such 2015/2016 Bonds and this resolution and to carry out all of the Registrar’s powers and duties under this resolution. The Registrar shall be responsible for its representations contained in the Certificate of Authentication on the 2015/2016 Bonds.
The Registrar shall keep, or cause to be kept, at its principal corporate trust office, sufficient books for the registration and transfer of the 2015/2016 Bonds which shall at all times be open to inspection by the University (the “Bond Register”).
(b) Letter of Representations/Book-Entry System. To induce DTC to accept the 2015/2016 Bonds as eligible for deposit at DTC, the University has executed and delivered the Letter of Representations. The 2015/2016 Bonds initially issued shall be held in fully immobilized form by DTC acting as depository pursuant to the terms and conditions set forth in the Letter of Representations.
(c) University and Registrar Not Responsible for DTC. Neither the University nor the Registrar will have any responsibility or obligation to DTC Participants or the persons for whom they act as nominees with respect to the 2015/2016 Bonds in respect of the accuracy of any records maintained by DTC or any DTC Participant, the payment by DTC or any DTC Participant of any amount in respect of the principal or redemption price of or interest on the 2015/2016 Bonds, any notice which is permitted or required to be given to Registered Owners under this resolution (except such notices as shall be required to be given by the University to the Registrar or to DTC), the selection by DTC or any DTC Participant of any person to receive payment in the event of a partial redemption of the 2015/2016 Bonds or any consent given or other action taken by DTC as the Registered Owner.
-16- F–6.2/206-15 6/11/15
(d) DTC as Registered Owner. Payment of any such 2015/2016 Bond shall be made only as described in this section, but the transfer of such ownership may be registered as herein provided. All such payments made as described in this section shall be valid and shall satisfy and discharge the liability of the University upon such 2015/2016 Bond to the extent of the amount or amounts so paid. Except as provided in Section 27, the University and the Registrar shall be entitled to treat the Securities Depository (as Registered Owner) as the absolute owner of all 2015/2016 Bonds for all purposes of this resolution and any applicable laws, notwithstanding any notice to the contrary received by the Registrar or the University. Neither the University nor the Registrar will have any responsibility or obligation under this resolution or the 2015/2016 Bonds, legal or otherwise, to any other party including DTC or its successor (or substitute Securities Depository or its successor), except to the Registered Owners.
(e) Use of DTC/Book-Entry System.
(1) 2015/2016 Bonds Registered in the Name Designated by DTC. The 2015/2016 Bonds shall be registered initially in the name of “CEDE & Co.,” as nominee of DTC, (or such other name as may be requested by an authorized representative of DTC) with one 2015/2016 Bond maturing on each maturity date of a series or subseries bearing interest at a particular rate in a denomination corresponding to the total principal therein designated to mature on such date and bearing interest as such rate. Registered ownership of such immobilized 2015/2016 Bonds, or any portions thereof, may not thereafter be transferred except (A) to any successor of DTC or its nominee, provided that any such successor shall be qualified under any applicable laws to provide the service proposed to be provided by it; (B) to any substitute Securities Depository appointed by the Authorized Representative of the University pursuant to subsection (2) below or such substitute Securities Depository’s successor; or (C) to any person as provided in paragraph (4) below.
(2) Substitute Depository. Upon the resignation of DTC or its successor (or any substitute Securities Depository or its successor) from its functions as Securities Depository or a determination by the Authorized Representative of the University that it is no longer in the best interest of Beneficial Owners to continue the system of book entry transfers through DTC or its successor (or any substitute Securities Depository or its successor), the Authorized Representative of the University may hereafter appoint a substitute Securities Depository. Any such substitute Securities Depository shall be qualified under any applicable laws to provide the services proposed to be provided by it.
(3) Issuance of New 2015/2016 Bonds to Successor/Substitute Depository. In the case of any transfer pursuant to clause (A) or (B) of paragraph (e)(1) above, the Registrar shall, upon receipt of all outstanding 2015/2016 Bonds of a series or subseries, together with a written request on behalf of the Authorized Representative of the University, issue a single new 2015/2016 Bond for each maturity of such series or subseries of 2015/2016 Bonds then Outstanding and bearing interest at a particular rate, registered in the name of such successor or such substitute Securities Depository, or their nominees, as the case may be, all as specified in such written request of the Authorized Representative of the University.
-17- F–6.2/206-15 6/11/15
(4) Termination of Book-Entry System. In the event that (A) DTC or its successor (or substitute Securities Depository or its successor) resigns from its functions as Securities Depository, and no substitute Securities Depository can be obtained, or (B) the Authorized Representative of the University determines that it is in the best interest of the Beneficial Owners of the 2015/2016 Bonds that they be able to obtain 2015/2016 Bond certificates, the ownership of 2015/2016 Bonds may then be transferred to any person or entity as herein provided, and the 2015/2016 Bonds shall no longer be held in fully immobilized form. The Authorized Representative of the University shall deliver a written request to the Registrar, together with a supply of definitive 2015/2016 Bonds, to issue 2015/2016 Bonds as herein provided in any Authorized Denomination. Upon receipt of all then Outstanding 2015/2016 Bonds by the Registrar together with a written request on behalf of the Authorized Representative of the University to the Registrar, new 2015/2016 Bonds shall be issued in such Authorized Denominations and registered in the names of such persons as are requested in such written request.
(f) Transfer or Exchange of Registered Ownership; Change in Denominations. If the 2015/2016 Bonds are no longer held in immobilized, book-entry form, the transfer of ownership of any 2015/2016 Bond may be registered and such 2015/2016 Bonds may be exchanged, but no transfer of any 2015/2016 Bond shall be valid unless it is surrendered to the Registrar with the assignment form appearing on such 2015/2016 Bond duly executed by the Registered Owner or such Registered Owner’s duly authorized agent in a manner satisfactory to the Registrar. Upon such surrender, the Registrar shall cancel the surrendered 2015/2016 Bond and shall authenticate and deliver, without charge to the Registered Owner or transferee therefor, a new 2015/2016 Bond (or 2015/2016 Bonds at the option of the new Registered Owner) of the same series, date, designation, if any, maturity date and interest rate and for the same aggregate principal amount in any Authorized Denomination, naming as Registered Owner the person or persons listed as the assignee on the assignment form appearing on the surrendered 2015/2016 Bond, in exchange for such surrendered and canceled 2015/2016 Bond. Any 2015/2016 Bond may be surrendered to the Registrar and exchanged, without charge, for an equal aggregate principal amount of 2015/2016 Bonds of the same series or subseries, date, maturity date and interest rate, in any Authorized Denomination. The Registrar shall not be obligated to transfer or exchange any 2015/2016 Bond during the five-day period prior to the selection of 2015/2016 Bonds for redemption or the maturity date or following any mailing of notice of redemption. No charge shall be imposed upon Registered Owners in connection with any transfer or exchange, except for taxes or governmental charges related thereto.
(g) Registration Covenant. The University covenants that, until all 2015/2016 Tax- Exempt Bonds of a series or subseries have been surrendered and canceled, it will maintain a system for recording the ownership of each 2015/2016 Bond of that series or subseries that complies with the provisions of Section 149 of the Code.
Section 8. Mutilated, Destroyed, Lost or Stolen 2015/2016 Bonds.
If any 2015/2016 Bond is lost, stolen or destroyed, the University may execute and the Registrar may authenticate and deliver a new 2015/2016 Bond or 2015/2016 Bonds of like series or subseries, date and tenor to the Registered Owner thereof, all in accordance with law. However,
-18- F–6.2/206-15 6/11/15
no substitution or payment shall be made unless and until the applicant shall furnish (a) evidence satisfactory to said Registrar and Authorized Representative of the University of the destruction or loss of the original 2015/2016 Bond and of the ownership thereof, and (b) such additional security, indemnity or evidence as may be required by the Authorized Representative of the University. No substitute 2015/2016 Bond shall be furnished unless the applicant shall reimburse the University and the Registrar for their respective expenses in the furnishing thereof. Any such substitute 2015/2016 Bond so furnished shall be equally and proportionately entitled to the security of this resolution with all other 2015/2016 Bonds issued hereunder.
Section 9. Payments of Principal, Redemption Price and Interest; Persons Entitled Thereto.
(a) Payments of Principal, Interest, Purchase and Redemption Prices. The principal or Redemption Price of each 2015/2016 Bond shall be payable upon surrender or delivery of such 2015/2016 Bond to the Registrar. For so long as DTC is the Registered Owner, interest and principal shall be paid and delivery shall be made as described in the operational arrangements referred to in the Letter of Representations and pursuant to DTC’s standard procedures.
(b) Accrual of Interest. Subject to the further provisions of this section, each 2015/2016 Bond shall accrue interest and be payable as to interest as follows:
(1) On each Interest Payment Date, the Registered Owner of each 2015/2016 Bond as of the Record Date shall be paid the amount of unpaid interest that accrues to the Interest Payment Date.
(2) The interest due on any 2015/2016 Bond on any Interest Payment Date shall be paid to the Registered Owner of such 2015/2016 Bond as shown on the Bond Register as of the Record Date. Except as otherwise provided in the applicable Bond Purchase Contract, Trust Agreement or Remarketing Agreement, the amount of interest so payable on any Interest Payment Date shall be computed (A) on the basis of a 365- or 366-day year for the number of days actually elapsed based on the calendar year for 2015/2016 Bonds in the Daily Mode, Commercial Paper Mode or Weekly Mode, and (B) on the basis of a 360-day year of twelve 30-day months during a Term Mode or a Fixed Mode.
(3) If 2015/2016 Bonds of a series or subseries are no longer held by a Securities Depository, during the Term Mode or Fixed Mode, the interest, principal or Redemption Price of the 2015/2016 Bonds shall be payable by check, provided that any Registered Owner of $1,000,000 or more in aggregate principal amount of the 2015/2016 Bonds, upon written request given to the Registrar at least five Business Days prior to the Interest Payment Date, Maturity Date or Redemption Date designating an account in a domestic bank, may be paid by wire transfer of immediately available funds. If the 2015/2016 Bonds of a series or subseries are no longer held by a Securities Depository, all payments of interest, principal or the Redemption Price on the 2015/2016 Bonds during the Commercial Paper Mode, Daily Mode, or Weekly Mode shall be paid to the Registered Owners entitled thereto on the Interest Payment Date in immediately available funds by wire transfer to a bank within the United States or deposited to a designated account if
-19- F–6.2/206-15 6/11/15
such account is maintained with the Registrar as directed by the Registered Owner in writing or as otherwise directed in writing by the Registered Owner on or prior to the applicable Record Date.
Any account specified pursuant to paragraph (3) hereof shall remain in effect until revoked or revised by the Registered Owner, the Credit Facility Issuer or Liquidity Facility Issuer by an instrument in writing delivered to the Registrar.
Section 10. Acts of Registered Owners; Evidence of Ownership.
Any action to be taken by Registered Owners may be evidenced by one or more concurrent written instruments of similar tenor signed or executed by such Registered Owners in person or by an agent appointed in writing. Any action by the Registered Owner of any 2015/2016 Bond shall bind all future Registered Owners of the same 2015/2016 Bond or of any 2015/2016 Bond issued upon the exchange or registration of transfer thereof in respect of anything done or suffered by the University or the Registrar in pursuance thereof.
Except as provided in any Reimbursement Agreement or Credit Facility, the Registrar and the University may treat the Registered Owner of a 2015/2016 Bond as the absolute owner thereof for all purposes, whether or not such 2015/2016 Bond shall be overdue, and the Registrar and the University shall not be affected by any knowledge or notice to the contrary; and payment of the principal of and premium, if any, and interest on such 2015/2016 Bond shall be made only to such Registered Owner, which payments shall satisfy and discharge the liability of the University with respect to such 2015/2016 Bond to the extent of the sum or sums so paid.
Section 11. Form of 2015/2016 Bonds.
The 2015/2016 Bonds shall each be in substantially the following form, with appropriate or necessary insertions, depending upon the omissions and variations as permitted or required hereby. If the 2015/2016 Bonds are no longer held in fully-immobilized form, the form of 2015/2016 Bonds will be changed to reflect the changes required in connection with the preparation of certificated 2015/2016 Bonds. The form of the 2015/2016 Bonds shall further be changed as necessary to reflect whether the 2015/2016 Bonds are 2015/2016 New Money Bonds or 2015/2016 Refunding Bonds, whether the 2015/2016 Bonds are 2015/2016 Tax-Exempt Bonds or 2015/2016 Taxable Bonds, any series or subseries designation for the 2015/2016 Bonds and the Current Mode of the 2015/2016 Bonds.
-20- F–6.2/206-15 6/11/15
No. R-_____ $______
UNITED STATES OF AMERICA
[STATEMENT OF INSURANCE, IF ANY]
UNIVERSITY OF WASHINGTON GENERAL REVENUE [REFUNDING] BOND, 2015/2016[____] [Taxable]
[INTEREST RATE] MATURITY DATE: ISSUE DATE CUSIP
REGISTERED OWNER: CEDE & CO.
PRINCIPAL AMOUNT:
The University of Washington (the “University”) hereby acknowledges itself to owe and for value received promises to pay to the Registered Owner identified above, or registered assigns, on the Maturity Date identified above, the Principal Amount indicated above and to pay interest thereon from ______, _____, or the most recent date to which interest has been paid or duly provided for until payment of this bond at the Interest Rate [set forth above][described below], payable on the first days of each ______and ______, commencing on ______1, 20__. Both principal of and interest on this bond are payable in lawful money of the United States of America. For so long as the bonds of this issue are held in fully immobilized form, payments of principal and interest thereon shall be made as provided in accordance with the operational arrangements of The Depository Trust Company (“DTC”) referred to in the Blanket Issuer Letter of Representations (the “Letter of Representations”) from the University to DTC. The fiscal agent of the state of Washington is acting as the registrar, authenticating agent and paying agent for the bonds of this issue (the “Bond Registrar”).
This bond is issued pursuant to a resolution of the Board of Regents of the University (the “Bond Resolution”) to [finance or refinance costs of the Projects][refund certain outstanding bonds], and to pay costs of issuance.
This bond is payable solely from General Revenues of the University, and the University does hereby pledge and bind itself to set aside from such General Revenues, and to pay into the General Revenue Bond Redemption Fund, 2015/2016 (the “Bond Fund”) the various amounts required by the Bond Resolution to be paid into and maintained in such Fund, all within the times provided by the Bond Resolution. Interest on this bond shall accrue at [the Fixed Rate set forth above] [Daily Rates, Weekly Rates, Commercial Paper Rates, Term Rates or Fixed Rates], payable on Interest Payment Dates, all as provided in the Bond Resolution.
The bonds of this issue are subject to redemption prior to their scheduled maturity under the terms of the bond purchase contract for such bonds.
-21- F–6.2/206-15 6/11/15
[The bonds of this issue are not private activity bonds and are not “qualified tax exempt obligations” eligible for investment by financial institutions within the meaning of Section 265(b) of the Internal Revenue Code of 1986, as amended.]
Except as otherwise provided in the Bond Resolution, this bond shall not be entitled to any right or benefit under the Bond Resolution, or be valid or become obligatory for any purpose, until this bond shall have been authenticated by execution by the Registrar of the certificate of authentication inscribed hereon.
It is hereby certified, recited and represented that the issuance of this bond and the 2015/2016 Bonds of this issue is duly authorized by law; that all acts, conditions and things required to exist and necessary to be done or performed precedent to and in the issuance of this bond and the 2015/2016 Bonds of this issue to render the same lawful, valid and binding have been properly done and performed and have happened in regular and due time, form and manner as required by law; that all acts, conditions and things necessary to be done or performed by the University or to have happened precedent to and in the execution and delivery of the Bond Resolution have been done and performed and have happened in regular and due form as required by law; that due provision has been made for the payment of the principal of and premium, if any, and interest on this bond and the 2015/2016 Bonds of this issue and that the issuance of this bond and the 2015/2016 Bonds of this issue does not contravene or violate any constitutional or statutory limitation.
IN WITNESS WHEREOF, the University of Washington has caused this bond to be executed with the manual or facsimile signatures of the President and [Secretary of the Board of Regents][Treasurer of the University] and caused a facsimile of the official seal of the University to be reproduced hereon.
UNIVERSITY OF WASHINGTON
(SEAL) By President, Board of Regents
By ______[Secretary, Board of Regents] [Treasurer of the University]
The Certificate of Authentication for the 2015/2016 Bonds shall be in substantially the following form and shall appear on each 2015/2016 Bond:
-22- F–6.2/206-15 6/11/15
AUTHENTICATION CERTIFICATE
This bond is one of the University of Washington General Revenue [Refunding] [and Refunding] Bonds, Series [2015/2016][__] described in the within-mentioned Bond Resolution.
WASHINGTON STATE FISCAL AGENT, as Registrar
By Authorized Signatory
Date of Authentication:
Section 12. Redemption.
(a) Optional Redemption. 2015/2016 Bonds in a Term Mode or Fixed Mode shall be subject to redemption at the option of the University, in whole or in part, in Authorized Denominations on such dates and at such prices as determined by the University for such 2015/2016 Bonds as set forth in the respective Bond Purchase Contract, Trust Agreement and/or Remarketing Agreement, as applicable. 2015/2016 Bonds in the Commercial Paper Mode are not subject to optional redemption prior to their respective Purchase Dates. Commercial Paper Bonds shall be subject to redemption at the option of the University, in whole or in part in principal amounts that permit all remaining Outstanding Bonds of the same series or subseries to continue in Authorized Denominations, on their respective Purchase Dates at a redemption price equal to the principal amount thereof. 2015/2016 Bonds in the Daily Mode or the Weekly Mode shall be subject to redemption at the option of the University, in whole or in part, in principal amounts which permit all remaining Outstanding Bonds of the same series or subseries to continue in Authorized Denominations, on any date at a redemption price equal to the principal amount thereof. Bank Bonds shall be subject to redemption as set forth in the applicable Reimbursement Agreement.
(b) Mandatory Redemption. If the 2015/2016 Bonds of a series or subseries are issued in the Fixed Mode, any Term Bonds of such series or subseries shall be subject to mandatory redemption prior to their maturity by the Registrar in part, in the years and in the amounts set forth in the applicable Bond Purchase Contract (subject to reductions arising from the University’s acquisition and surrender or the optional redemption of 2015/2016 Bonds, all as described in the next paragraph) at a redemption price equal to 100% of the principal amount thereof, plus accrued interest to the Redemption Date. If the 2015/2016 Bonds of a series or subseries are issued in a Daily Mode, Weekly Mode or Commercial Paper Mode and converted to the Fixed Mode or Term Mode, the 2015/2016 Bonds of that series or subseries (other than Bank Bonds) may be converted in whole or in part to Serial Bonds and/or Term Bonds upon delivery of a Favorable Opinion of Bond Counsel prior to the commencement of the Term Mode or Fixed Mode for such 2015/2016 Bonds and if so converted to Term Bonds shall be subject to mandatory sinking fund redemption as determined by the University pursuant to the Remarketing Agreement or Trust Agreement, as applicable.
-23- F–6.2/206-15 6/11/15
(c) Selection of 2015/2016 Bonds for Redemption. Whenever the University elects to redeem fewer than all of the 2015/2016 Bonds of a series or subseries, the University shall select the maturity or maturities within such series or subseries to be redeemed. Whenever fewer than all the Outstanding 2015/2016 Bonds of a series or subseries and maturity are to be redeemed, the 2015/2016 Bonds to be redeemed shall be selected in accordance with the operational arrangements of DTC referred to in the Letter of Representations (or, in the event the 2015/2016 Bonds of a series or subseries are no longer in book-entry only form, randomly by the Registrar). In no event shall any Bond be Outstanding in a principal amount that is not an Authorized Denomination.
(d) Notice of Redemption. For so long as the book entry-system is in effect with respect to a series or subseries of 2015/2016 Bonds, notice of redemption shall be provided in accordance with the operational arrangements of DTC referred to in the Letter of Representations, and no additional published or other notice shall be provided by the University; provided, however, that the Credit Facility Issuer, if any, or Liquidity Facility Issuer, if any, shall be given prior written notice of any proposed redemption of 2015/2016 Bonds. In any event, notice of redemption shall be given by the University to the Registrar who shall give notice to DTC at least 20 days prior to the proposed date of redemption during the Term Mode or Fixed Mode and at least 15 days prior to the proposed date of redemption during any other Mode. If the book-entry system is no longer in effect with respect to a series or subseries of 2015/2016 Bonds, notice of redemption shall be given in the manner hereinafter provided. Unless waived by any owner of 2015/2016 Bonds to be redeemed, official notice of any such redemption shall be given by the Registrar on behalf of the University by mailing a copy of an official redemption notice by first class mail at least 20 days and not more than 60 days prior to the date fixed for redemption during the Term Mode or Fixed Mode, and at least 15 days and not more than 60 days prior to the date fixed for redemption during any other Mode, to the Registered Owner of the 2015/2016 Bond or Bonds to be redeemed at the address shown on the Bond Register or at such other address as is furnished in writing by such Registered Owner to the Registrar.
(e) Effect of Redemption. Any notice for redemption may be conditional, in which case the conditions shall be set forth therein. If an unconditional notice of redemption has been given or if a conditional notice of redemption has been given and the conditions set forth in a conditional notice of redemption have been satisfied, , then on the Redemption Date the 2015/2016 Bonds or portions thereof so called for redemption shall become payable at the Redemption Price specified in such notice; and from and after the Redemption Date, interest thereon or on portions thereof so called for redemption shall cease to accrue, such 2015/2016 Bonds or portions thereof shall cease to be Outstanding and to be entitled to any benefit, protection or security hereunder or under an applicable Trust Agreement, and the Owners of such 2015/2016 Bonds or portions thereof shall have no rights in respect thereof except to receive payment of the Redemption Price upon delivery of such 2015/2016 Bonds to the Registrar. Notwithstanding the foregoing, any Bank Bonds shall remain Outstanding until the Credit Facility Issuer or Liquidity Facility Issuer, as the case may be, is paid all amounts due in connection with such 2015/2016 Bonds or portions thereof to be redeemed on the Redemption Date. After payment to the Credit Facility Issuer or Liquidity Facility Issuer, as the case may be, of all amounts due on Bank Bonds such Credit Facility Issuer or Liquidity Facility Issuer shall surrender such 2015/2016 Bonds to the Registrar for cancellation.
-24- F–6.2/206-15 6/11/15
Section 13. Bond Fund.
The Controller of the University is hereby authorized and directed to establish the Bond Fund as a special fund of the University to be designated as the General Revenue Bond Redemption Fund, 2015/2016 (the “Bond Fund”). The University covenants to deposit into the Bond Fund from General Revenues on or prior to each interest payment date, redemption date and maturity date an amount sufficient to pay the interest on the 2015/2016 Bonds then coming due and the principal of the 2015/2016 Bonds maturing or subject to redemption and redemption premium, if any. Such payments shall be made in sufficient time to enable the Registrar to pay interest on and/or principal of and redemption price of the 2015/2016 Bonds to the Registered Owners, when due. Net income earned on investments in the Bond Fund, if any, shall be deposited in the Bond Fund.
Section 14. Application of 2015/2016 Bond Proceeds.
(a) 2015/2016 New Money Bonds. The Authorized Representative of the University is hereby authorized and directed to create a special fund or account of the University (the “Capital Fund”). The proceeds of the 2015/2016 New Money Bonds shall be paid into the Capital Fund. The money on deposit in the Capital Fund shall be utilized to pay or reimburse the University for costs of the Projects and costs incidental thereto, and Issuance Costs, to the extent designated by the Authorized Representative of the University.
All or part of the proceeds of the 2015/2016 New Money Bonds may be temporarily invested in or with such institutions or in such obligations as may now or hereafter be permitted to the University by law that will mature prior to the date on which such money shall be needed.
In the event that it shall not be possible or practicable to accomplish all of the Projects, the University may apply the proceeds of the 2015/2016 New Money Bonds to pay the costs of such portion thereof or such other projects as the Authorized Representative of the University shall determine to be in the best interests of the University.
Any part of the proceeds of the 2015/2016 New Money Bonds remaining in the Capital Fund after all costs referred to in this section have been paid may be used to acquire, construct, equip and make other improvements to the facilities of the University subject to the limitations of this resolution or may be transferred to the Bond Fund for the uses and purposes therein provided, and any applicable limitations set forth in the Federal Tax Certificate.
(b) 2015/2016 Refunding Bonds. The proceeds of each series of 2015/2016 Refunding Bonds shall be disbursed as provided in the related Escrow Agreement and/or Trust Agreement to redeem the Refunded Bonds on their Call Dates and/or defease the Refunded Bonds to their Call Dates through the application of proceeds of the 2015/2016 Refunding Bonds to acquire Acquired Obligations for deposit, together with cash, as provided in such Escrow Agreement and/or Trust Agreement.
-25- F–6.2/206-15 6/11/15
Section 15. Source of Repayment and Security for 2015/2016 Bonds.
(a) Special Fund Obligations. The 2015/2016 Bonds shall be special fund obligations of the University, payable solely from General Revenues and the money and investments deposited into the Bond Fund. In addition, any Building Fee Revenue Bonds are payable first from money and investments in the University of Washington bond retirement account. The 2015/2016 Bonds shall not constitute an obligation, either general, special or moral, of the State, nor a general or moral obligation of the University. The Registered Owners of the 2015/2016 Bonds shall have no right to require the State, nor has the State any obligation or legal authorization, to levy any taxes or appropriate or expend any of its funds for the payment of the principal thereof or the interest or any premium thereon. The University has no taxing power.
(b) All Bonds Have Equal Claim on General Revenues. The Bonds shall be equally and ratably payable, without preference, priority or distinction because of date of issue or otherwise from General Revenues.
(c) Additions to General Revenues. (1) The University reserves the right to include in General Revenues, at its sole option, in the future, other sources of revenue or income, specifically including, but not limited to, all or any portion of the items or any auxiliary systems added pursuant to subsection (2) of this Section 15(c), then excluded as part of General Revenues. (2) Such additions shall occur on the date and as provided in a certificate executed by the Controller of the University (or the successor to the functions of the Controller). The Controller shall, in the case of additions of items or auxiliaries to General Revenues, certify that for the preceding two Fiscal Years for which audited financial statements are available, the item or auxiliary maintained a “coverage ratio” of at least 125%, where the “coverage ratio” equals: (A) Net Revenue (for those items or auxiliaries whose debt has a lien on Net Revenues) or gross revenues (for those items or auxiliaries whose debt has a lien on gross revenues), divided by (B) debt service with respect to the then-outstanding revenue debt of the auxiliary or item and state-reimbursed bonds allocable to such auxiliary or item. In the event an auxiliary or item is added to General Revenues, the obligations of that auxiliary or item may remain outstanding and have a prior claim on auxiliary Net Revenue.
(d) Deletions from General Revenues. The University reserves the right to remove, at its sole option, in the future, any revenues from General Revenues. The removal of General Revenues shall be evidenced by a certificate executed by the Controller of the University (or the successor to the functions of the Controller) identifying the items to be deleted.
(e) Building Fee Revenue Bonds. If any of the 2015/2016 Bonds are designated as Building Fee Revenue Bonds pursuant to Section 18, such Building Fee Revenue Bonds shall be payable from and secured by a pledge of any or all of the revenues and receipts of the University of Washington bond retirement fund. In addition, Building Fee Revenue Bonds shall be payable from General Revenue and money and investments in the Bond Fund.
The Board hereby covenants to establish, maintain and collect Building Fees in such amounts that will provide money sufficient to pay the principal of and interest on all bonds, including any Building Fee Revenue Bonds, payable out of the University of Washington bond
-26- F–6.2/206-15 6/11/15
retirement fund, to set aside and maintain reserves, if any, required to secure the payment of such principal and interest, and to maintain coverage, if any, which may be required over such principal and interest. Notwithstanding the foregoing, the Board hereby orders that in the event there is ever an insufficient amount of money in the University of Washington bond retirement fund to pay principal of or interest on any Building Fee Revenue Bond when due, moneys shall be transferred from the University of Washington building account to the University of Washington bond retirement fund.
Amounts on deposit in the University of Washington bond retirement fund shall be invested as permitted by law. Any money on deposit in the University of Washington bond retirement fund may be transferred to the University of Washington building account to the extent and as permitted by the Building Fee Revenue Bond Act.
Building Fee Revenue Bonds shall not be general or special obligations of the state of Washington, but shall be limited obligation bonds of the University payable only from Building Fees, money and investments in the University of Washington bond retirement fund, General Revenues and money and investments in the Bond Fund.
Section 16. Investment of Funds.
The University covenants to invest and reinvest money deposited in Bond Fund only in those investments in which agencies of the State are authorized to invest pursuant to State law.
Section 17. Establishment of Additional Accounts and Subaccounts.
The University reserves the right, to be exercised in its sole discretion, to establish such additional accounts within the funds established pursuant to this resolution, and subaccounts within such accounts, as it deems necessary or useful for the purpose of identifying more precisely the sources of payments herein and disbursements therefrom; provided that the establishment of any such account or subaccount does not alter or modify any of the requirements of this resolution with respect to a deposit or use of money or result in commingling of funds not permitted hereunder.
Section 18. Additional Bonds.
The University shall have the right to issue one or more series of Additional Bonds for University purposes as permitted under the Bond Act, the Building Fee Revenue Bond Act or otherwise under State law, and the costs of issuing Additional Bonds, or to refund or advance refund any Bonds or other obligations. The University shall have the right to designate one or more series of Additional Bonds as Building Fee Revenue Bonds payable from and secured by the Building Fee and money and investments in the University of Washington bond retirement fund on a parity with the lien thereon of outstanding Building Fee Revenue Bonds to the extent permitted by the Building Fee Revenue Bond Act. The University shall have the further right to pledge Building Fees and moneys and investments in the University of Washington bond retirement fund to pay additional bonds payable from and secured solely by such Building Fees and moneys and investments on a parity with the lien thereon of outstanding Building Fee Revenue Bonds.
-27- F–6.2/206-15 6/11/15
Section 19. Covenants Regarding Tax Exemption.
The University covenants and agrees that in accordance with the Federal Tax Certificate for each series of 2015/2016 Tax-Exempt Bonds:
(a) it will not make any use of the proceeds from the sale of the applicable series of 2015/2016 Tax-Exempt Bonds or any other funds of the University which may be deemed to be proceeds of such 2015/2016 Tax-Exempt Bonds pursuant to Section 148 of the Code and the applicable regulations thereunder which will cause that series of the 2015/2016 Tax-Exempt Bonds to be “arbitrage bonds” within the meaning of said Section and said regulations. The University will comply with the applicable requirements of Section 148 of the Code (or any successor provision thereof applicable to the applicable series of 2015/2016 Tax-Exempt Bonds) and the applicable regulations thereunder throughout the term of the 2015/2016 Tax-Exempt Bonds; and
(b) it will not take any action or permit any action to be taken that would cause the 2015/2016 Tax-Exempt Bonds of a series to constitute “private activity bonds” under Section 141 of the Code.
(c) it will not permit:
(1) More than 10% of the net proceeds of the 2015/2016 Tax-Exempt Bonds of a series to be used for any Private Person Use; and
(2) More than 10% of the principal or interest payments on the 2015/2016 Tax- Exempt Bonds of a series in a Bond Year to be directly or indirectly: (A) secured by any interest in property used or to be used for any Private Person Use or secured by payments in respect of property used or to be used for any Private Person Use, or (B) derived from payments (whether or not made to the University) in respect of property, or borrowed money, used or to be used for any Private Person Use.
(d) The University further covenants that, if:
(1) More than five percent of the net proceeds of the 2015/2016 Tax-Exempt Bonds of a series are to be used for any Private Person Use; and
(2) More than five percent of the principal or interest payments on that series of 2015/2016 Tax-Exempt Bonds in a Bond Year are (under the terms of this resolution or any underlying arrangement) directly or indirectly: (A) secured by any interest in property used or to be used for any Private Person Use or secured by payments in respect of property used or to be used for any Private Person Use, or (B) derived from payments (whether or not made to the University) in respect of property, or borrowed money, used or to be used for any Private Person Use, then, (i) any Private Person Use of the projects described in subsection (3) hereof or Private Person Use payments described in subsection (2) hereof that is in excess of the five percent limitations described in such subsections (1) or (2) will be for a Private Person Use that is related to the state or local governmental use of the project refinanced with the applicable series of
-28- F–6.2/206-15 6/11/15
2015/2016 Tax-Exempt Bond proceeds, and (ii) any Private Person Use will not exceed the amount of net proceeds of the applicable series of 2015/2016 Tax-Exempt Bonds used for the state or local governmental use portion of the projects to which the Private Person Use of such portion of such project relates. The University further covenants that it will comply with any limitations on the use of the projects being refinanced by a series of the 2015/2016 Tax-Exempt Bonds by other than state and local governmental users that are necessary, in the opinion of its bond counsel, to preserve the tax exemption of the interest on the applicable series of 2015/2016 Tax-Exempt Bonds. The covenants of this section are specified solely to assure the continued exemption from regular income taxation of the interest on the 2015/2016 Tax-Exempt Bonds of each applicable series.
Section 20. No Recourse Against Individuals.
No owner of a 2015/2016 Bond (registered or beneficial) shall have any recourse for the payment of any part of the principal or redemption price, if any, of or interest on the 2015/2016 Bonds, or for the satisfaction of any liability arising from, founded upon, or existing by reason of, the issuance or ownership of such 2015/2016 Bonds against the officers of the University or officers or members of the Board in their individual capacities.
Section 21. Defeasance.
Any 2015/2016 Bonds shall be deemed to have been paid and not Outstanding under this resolution and shall cease to be entitled to any lien, benefit or security of this resolution and any money and investments held hereunder, except the right to receive the money and the proceeds and income from Government Obligations set aside and pledged in the manner hereafter described, if:
(a) in the event that any or all of 2015/2016 Bonds are to be optionally redeemed, the University shall have given to the Registrar irrevocable instructions to give such notice of redemption of such 2015/2016 Bonds as may be required by the provisions of this resolution; and
(b) there shall have been made an Irrevocable Deposit, in trust, with the Registrar or another corporate fiduciary of money in an amount which shall be sufficient and/or noncallable Government Obligations maturing at such time or times and bearing such interest to be earned thereon, without considering any earnings on the reinvestment thereof, as will provide a series of payments which shall be sufficient, together with any money initially deposited, to provide for the payment of the principal of and the interest on the defeased 2015/2016 Bonds, when due in accordance with their terms, or upon the earlier prepayment thereof in accordance with a refunding plan; and such money and the principal of and interest on such Government Obligations are set aside irrevocably and pledged in trust for the purpose of effecting such payment, redemption or prepayment.
Nothing contained in this Section 21 shall be construed to prohibit the partial defeasance of the lien of this resolution providing for the payment of one or more, but not all of the Outstanding 2015/2016 Bonds. In the event of such partial defeasance, this resolution shall be discharged only as to the 2015/2016 Bonds so defeased.
-29- F–6.2/206-15 6/11/15
Section 22. Approval of Official Statement.
The University hereby authorizes and directs the Authorized Representative of the University to approve the information contained in each Preliminary Official Statement, if any, pertaining to 2015/2016 Bonds or 2015/2016 bonds issued on behalf of the University, to “deem final” each Preliminary Official Statement, if any, as of its date, except for the omission of information on offering prices, interest rates, selling compensation, delivery dates and any other terms or provisions of the 2015/2016 Bonds dependent on such matters, for the sole purpose of the applicable underwriter’s compliance with the Rule and to authorize the distribution thereof to prospective purchasers of the series of 2015/2016 Bonds and others. The University further authorizes and directs any of such officers to approve the preparation, distribution and use of a final Official Statement and to approve the information contained therein, in connection with the public offering and sale of the applicable 2015/2016 Bonds or 2015/2016 bonds issued on behalf of the University, to the actual purchasers of the 2015/2016 Bonds and others. The University hereby authorizes any of such officers to execute each final Official Statement described above to indicate such approval.
Section 23. Determination of Certain Matters Affecting 2015/2016 Bonds.
The Authorized Representative of the University is hereby authorized and directed to make the following determinations and/or take the following actions, prior to the sale of 2015/2016 Bonds or the refunding of Refunding Candidates, subject to the limitations described below:
(a) determine whether the 2015/2016 Bonds shall be issued and sold in one or more series or subseries;
(b) determine the Mode in which 2015/2016 Bonds of a series or subseries shall be issued initially;
(c) determine the times and manner of conversion, if any, between Modes, and negotiate and execute documents to effect the conversion, including without limitation any Bond Purchase Contract, Reimbursement Agreement, Remarketing Agreement or Trust Agreement, or amendments thereto;
(d) negotiate and execute a contract with Northwest Hospital & Medical Center (which shall also be approved and executed by the Dean or Chief Financial Officer of UW Medicine and an authorized representative of Northwest Hospital & Medical Center) to provide for the refinancing of bonds and other obligations issued by or on behalf of Northwest Hospital & Medical Center and implement cost savings, efficiencies, debt covenant alignment, and/or improved debt structure that can be achieved through the existing affiliation by such refinancing; and apply proceeds of commercial paper notes issued by the University to the interim financing purposes set forth therein;
(e) negotiate and execute at his or her discretion, one or more Escrow Agreements, Bond Purchase Contracts, Remarketing Agreements, Reimbursement Agreements, or Trust Agreements, amendments to leases with respect to Refunding Candidates, options to extend such
-30- F–6.2/206-15 6/11/15
leases, and other documents in connection with the refunding of a Refunding Candidate, and amendments thereto from time to time;
(f) negotiate and execute a Payment Agreement, if any, in connection with the issuance of any series or subseries of 2015/2016 Bonds;
(g) select one or more Escrow Agents, underwriters and/or Remarketing Agents;
(h) select some or all of the Refunding Candidates and designate those Refunding Candidates as the “Refunded Bonds” in the applicable Bond Purchase Contract or closing certificate;
(i) determine if it is in the best interest of the University for any or all of the 2015/2016 Bonds to be secured by a Liquidity Facility or Credit Facility and, if so, select the Liquidity Facility Issuer or Credit Facility Issuer, as applicable, pay the premium or fees therefor, issue one or more reimbursement bonds, and enter into Reimbursement Agreements, each as applicable;
(j) subject to the limitations set forth herein, approve the Interest Rates if the 2015/2016 Bonds bear interest in Fixed Mode or Term Mode, Maturity Dates, aggregate principal amounts, principal amounts of each maturity, redemption rights, tender option rights, and other terms and conditions of the 2015/2016 Bonds;
(k) select a Trustee for the owners of any or all of the 2015/2016 Bonds and fix its or their rights, duties, powers, and obligations under the applicable Trust Agreement; and
(l) determine whether any or all of the 2015/2016 Bonds shall be issued as 2015/2016 Tax-Exempt Bonds or as 2015/2016 Taxable Bonds.
The Authorized Representative of the University is hereby authorized to approve the foregoing subject to following conditions:
(a) the aggregate principal amount of the 2015/2016 New Money Bonds shall not exceed $210,000,000.
(b) the aggregate debt service to be paid on any 2015/2016 Refunding Bonds shall be less than the aggregate debt service (or aggregate rent reflecting debt service in the case of a lease with respect to a Refunding Candidate) on the Refunding Candidate to be refunded, or the debt covenants or debt structure of the Refunding Candidates shall be modified to provide benefit to the University as determined by the Authorized Representative of the University;
(c) the final maturity date of any 2015/2016 Refunding Bonds shall not be later than the end of the fiscal year that includes the final maturity date of the Refunding Candidate to be refunded with the proceeds of such bonds, unless the Authorized Representative of the University determines, in the case of the refunding of debt or other obligations issued by or on behalf of Northwest Hospital & Medical Center, that a later maturity date is in the best interests of the University;
-31- F–6.2/206-15 6/11/15
(d) the true interest cost to the University, taking into account any interest subsidy, for the 2015/2016 Bonds issued initially in the Fixed Mode does not exceed 7.0%;
(e) the aggregate principal amount of 2015/2016 Bonds issued in the Daily Mode, Weekly Mode and Commercial Paper Mode does not exceed 20% of the aggregate principal amount of all then Outstanding Bonds; and
(f) the date and time for any Closing Date is not later than July 31, 2016.
In determining the items described in this section, the Authorized Representative of the University may take into account those factors that, in his or her judgment, will result in the lowest true interest cost on the 2015/2016 Bonds to their maturity, including, but not limited to current financial market conditions and current interest rates for obligations comparable in tenor and quality to the 2015/2016 Bonds.
Upon determination by the Authorized Representative of the University that all conditions to Closing set forth in a Bond Purchase Contract have been satisfied, or upon waiver of such conditions by the appropriate parties, the Authorized Representative of the University is hereby authorized and directed (a) to cause such 2015/2016 Bonds, executed as provided in this resolution, to be authenticated and delivered to the underwriters; and (b) to execute, for and on behalf of the University, and to deliver to the persons entitled to executed copies of the same, the Official Statement and all other documents required to be delivered, at or before the Closing Date pursuant to the Bond Purchase Contract. The proper University officials are hereby authorized and directed to do everything necessary and proper for the prompt printing, execution, authentication, issuance and delivery of the 2015/2016 Bonds in exchange for the purchase price thereof.
Section 24. Undertaking to Provide Continuing Disclosure.
An Authorized Representative of the University is authorized to, in his or her discretion, execute and deliver a certificate regarding continuing disclosure in order to assist the underwriters for 2015/2016 Bonds in complying with Section (b)(5) of the Rule.
Section 25. Payment Agreements.
The University may enter into a Payment Agreement providing for an exchange of Reciprocal Payments for University Payments in connection with one or more series or subseries of 2015/2016 Bonds. The following shall be conditions precedent to the use of any Payment Agreement.
(a) Opinion of Bond Counsel. The University shall obtain an opinion of its Bond Counsel on the due authorization and execution of such Payment Agreement opining that the action proposed to be taken by the University is authorized or permitted by this resolution and by Washington law and will not adversely affect the exclusion from gross income for federal income tax purposes of the interest on the applicable series or subseries of 2015/2016 Tax-Exempt Bonds.
-32- F–6.2/206-15 6/11/15
(b) Certification of Financial Advisor. The University shall obtain, on or prior to the date of execution of the Payment Agreement, a written certification from a financial advisor satisfying the requirements under RCW 39.96.030.
(c) Approval of the State Finance Committee. The Payment Agreement shall have been approved by the State Finance Committee under terms set forth in a resolution thereof, subject to final approval and authorization of the Payment Agreement by the Chair of the State Finance Committee pursuant to such terms. The approval of the State Finance Committee shall not constitute the pledge of the full faith and credit of the State. The University shall have the option to terminate the Payment Agreement in whole or in part, in the discretion of the Authorized Representative of the University.
(d) Selection of Reciprocal Payor. Prior to selecting the Reciprocal Payor, the University shall solicit and give due consideration to proposals from at least two entities that meet the criteria set forth in RCW 39.96.040(2). Such solicitation and consideration shall be conducted in such manner as the University (or the State Treasurer if so directed by resolution of the State Finance Committee) shall determine is reasonable.
(e) Payments. The Payment Agreement shall set forth the manner in which the University Payments and Reciprocal Payments are to be calculated and a schedule of Derivative Payment Dates. The University shall provide an annual report or certificate to the State Treasurer setting forth the information regarding the Payment Agreement, in form satisfactory to the State Treasurer.
(f) Findings.
(1) The obligations of the University under the Payment Agreement shall be paid solely from General Revenues.
(2) If the University enters into a Payment Agreement, University Payments shall be made from the Bond Fund. Reciprocal Payments shall be paid directly into the Bond Fund or a separate account therein.
(3) If the foregoing conditions are complied with, the Payment Agreement will lower the net cost of borrowing for the related 2015/2016 Bonds or reduce the University’s exposure to fluctuations in interest rates on the related 2015/2016 Bonds. This finding shall be confirmed in a report of the Authorized Representative of the University.
Section 26. Supplemental Resolutions.
(a) Without Consent of Owners. The Board, from time to time and at any time, may adopt a resolution or resolutions supplemental to this resolution which supplemental resolution or resolutions thereafter shall become a part of this resolution, for any one or more or all of the following purposes:
-33- F–6.2/206-15 6/11/15
(1) to add to the covenants and agreements of the University in this resolution other covenants and agreements thereafter to be observed, which shall not materially adversely affect the interests of the Registered Owners of any Outstanding 2015/2016 Bonds affected by the supplemental resolution, or to surrender any right or power herein reserved to or conferred upon the University;
(2) to make such provisions for the purpose of curing any ambiguities or of curing, correcting or supplementing any defective provision contained in this resolution or any resolution authorizing Additional Bonds in regard to matters or questions arising under such resolutions as the Board may deem necessary or desirable and not inconsistent with such resolution and which shall not materially adversely affect the interest of the Registered Owners of Outstanding 2015/2016 Bonds.
Any such supplemental resolution of the Board may be adopted without the consent of the owners of any 2015/2016 Bonds at any time outstanding, notwithstanding any of the provisions of subsection (b) of this section.
(b) With Consent of Owners. With the consent of the Registered Owners of not less than 51% in aggregate principal amount of all Outstanding 2015/2016 Bonds of a series affected by a supplemental resolution, the Board may adopt a resolution or resolutions supplemental hereto for the purpose of adding any provisions to or changing in any manner or eliminating any of the provisions of this resolution or of any supplemental resolution provided, however, that no such supplemental resolution shall:
(1) extend the fixed maturity of any Outstanding 2015/2016 Bonds, or reduce the rate of interest thereon, or extend the time of payment of interest from their due date, or reduce the amount of the principal thereof, or reduce any premium payable on the redemption thereof, without the consent of the owner of each 2015/2016 Bond so affected; or
(2) reduce the aforesaid percentage of Registered Owners required to approve any such supplemental resolution, without the consent of the Registered Owners of all of the Outstanding 2015/2016 Bonds affected by the reduction.
It shall not be necessary for the consent of Registered Owners under this subsection (b) to approve the particular form of any proposed supplemental resolution, but it shall be sufficient if such consent shall approve the substance thereof. The Reimbursement Agreement may provide rights to the Credit Facility Issuer or Liquidity Facility Issuer to consent to supplemental resolutions on behalf of Registered Owners of Bonds for which it provides credit and liquidity support or in addition to such Registered Owners.
Section 27. Concerning the Registered Owners.
(a) Form of Consent of Registered Owners. Any request, direction, consent or other written instrument required by this resolution to be signed or executed by the Registered Owners may be in any number of concurrent written instruments of similar tenor and may be signed or executed by such Registered Owners in person or by an agent or agents duly appointed by a written
-34- F–6.2/206-15 6/11/15
instrument. Proof of the execution of any such written instrument and of the ownership of the 2015/2016 Bonds shall be sufficient for any purpose of this resolution and shall be conclusive in favor of the University, and/or the Registered Owners with regard to any action taken under such instrument, if made in the following manner:
(1) the fact and date of the execution by any Registered Owner of any such instrument may be proved by the certificate of any officer in any jurisdiction who, by the laws thereof, has power to take acknowledgments of deeds to be recorded within such jurisdiction, to the effect that the Registered Owner signing such instrument acknowledged to him or her the execution thereof, or by an affidavit of a witness to such execution; and
(2) the ownership of 2015/2016 Bonds shall be proved by the Bond Register maintained by the Registrar.
Nothing contained in this Section 27(a) shall be construed as limiting the University to the proof above specified, it being intended that the University may accept any other evidence of the matters herein stated to which it may seem sufficient.
(b) Waiver of Form. Except as otherwise provided herein, any notice or other communication required by this resolution to be given by delivery, publication or otherwise to the Registered Owners or any one or more thereof may be waived, at any time before such notice or communication is so required to be given, by written waivers mailed or delivered to the University by the Registered Owners of all 2015/2016 Bonds of a series or subseries entitled to such notice or communication.
(c) Revocation; Conclusive Action. At any time prior to (but not after) the evidencing to the University of the taking of any action by the Registered Owners of the percentage in aggregate principal amount of Outstanding 2015/2016 Bonds of a series or subseries specified in this resolution in connection with such action, any Registered Owner may, by filing written notice with the University, revoke any consent given by such Registered Owner or the predecessor Registered Owner of such 2015/2016 Bond. Except as aforesaid, any such consent given by the Registered Owner of any 2015/2016 Bond shall be conclusive and binding upon such Registered Owner and upon all future Registered Owners of such 2015/2016 Bond and of any 2015/2016 Bond issued in exchange therefor or in lieu thereof, irrespective of whether or not any notation in regard thereto is made upon such 2015/2016 Bond. Any action taken by the Registered Owners of the percentage in aggregate principal amount of a series or subseries of Outstanding 2015/2016 Bonds specified in this resolution in connection with such action shall be conclusively binding upon the University and the Registered Owners of all Outstanding 2015/2016 Bonds.
Section 28. Determination of Registered Owners’ Concurrence.
In determining whether the Registered Owners of the requisite aggregate principal amount of a series or subseries of Outstanding 2015/2016 Bonds have concurred in any demand, request, direction, consent or waiver under this resolution, 2015/2016 Bonds which are owned by or held in the name of the University shall be disregarded and deemed not to be Outstanding for the purpose of any such determination. 2015/2016 Bonds so owned which have been pledged in good
-35- F–6.2/206-15 6/11/15
faith may be regarded as Outstanding for the purposes of this Section 28 if the pledgee shall establish to the satisfaction of the University the pledgee’s right to vote such 2015/2016 Bonds and that the pledgee is not the University.
Section 29. University Acquisition of 2015/2016 Bonds.
The University may acquire 2015/2016 Bonds by (a) purchase of 2015/2016 Bonds offered to the University at any time and from time to time at such purchase price as the University deems appropriate; or (b) gift at any time and from time to time on terms as the University deems appropriate.
Section 30. Contract-Savings Clause.
The covenants contained in this resolution, the 2015/2016 Bonds and the provisions of the Bond Act shall constitute a contract between the University and the Registered Owners of the 2015/2016 Bonds and shall be construed in accordance with and controlled by the laws of the State. If any one or more of the covenants or agreements provided in this resolution to be performed on the part of the University shall be declared by any court of competent jurisdiction and final appeal, if any appeal be taken, to be contrary to law, then such covenant or covenants, agreement or agreements shall be null and void and shall be deemed separable from the remaining covenants and agreements in this resolution and shall in no way affect the validity of the other provisions of this resolution or of the 2015/2016 Bonds.
Section 31. No Benefits to Outside Parties.
Nothing in this resolution, express or implied, is intended or shall be construed to confer upon or to give to any person, other than the University, the Registrar, any Credit Facility Issuer, any Liquidity Facility Issuer, or the Registered Owners of Bonds, any right, remedy or claim under or by reason of this resolution; and the covenants, stipulations and agreements in this resolution are and shall be for sole and exclusive benefit of the University, the Registrar, any Credit Facility Issuer, the Liquidity Facility Issuer, and the Registered Owners of Bonds, their successors and assigns.
-36- F–6.2/206-15 6/11/15
Section 32. Immediate Effect.
This resolution shall take effect immediately upon its adoption.
ADOPTED at an open public meeting of the Board of Regents of the University, after notice thereof was duly and regularly given as required by law, this 11th day of June, 2015.
BOARD OF REGENTS, UNIVERSITY OF WASHINGTON
By
Attest:
By
Approved as to form:
Stacey Crawshaw-Lewis Special Assistant Attorney General State of Washington
-37- F–6.2/206-15 6/11/15 Exhibit A
Description of Refunding Candidates
Original Principal Issuer Bond Name Amount State of WA 1992B General Obligation HE-UW $11,275,000 State of WA 1992B General Obligation UW 16,105,000 State of WA 1993B General Obligation HE-UW 7,965,000 State of WA 1998C General Obligation HE-UW (Harborview R&T) 9,420,000 State of WA 1998C General Obligation HE-UW (Ocean Science Building) 8,935,000 State of WA R-2006A General Obligation HE-UW (R-1994A) 12,400,000 State of WA R-2006A General Obligation UW (R-1994A) 13,955,000 State of WA R-2006A General Obligation UW (R-2000A) 49,880,000 State of WA R-2007 General Obligation HE-UW (R-1997E) 710,000 State of WA 2010 Certificates of Participation 77 (R-1999 COP 24) 3,415,000 State of WA 2010 Certificates of Participation 78 (R-2001A COP 24b) 1,070,000 State of WA R-2010A General Obligation HE-UW (R-1999A (R-1992A)) 1,975,000 State of WA R-2010A General Obligation HE-UW (R-1999B) 23,385,000 State of WA R-2010A General Obligation UW (R-1999A (R-1992A)) 2,070,000 State of WA R-2010B General Obligation UW (R-2001C) 3,610,000 State of WA 2011 Certificates of Participation 87 (R-2001B COP 28) 3,590,000 State of WA 2011 Certificates of Participation 88 (R-2001D COP 35) 2,100,000 State of WA 2011 Certificates of Participation 89 (R-2002A COP 36) 2,915,000 State of WA 2011 Certificates of Participation 90 (R-2002E COP 40) 1,705,000 State of WA 2013 Certificates of Participation 93 (R-2003 COP 41) 1,990,000 State of WA 2013 Certificates of Participation 94 (R-2003 COP 42) 420,000 State of WA R-2011A General Obligation UW (R-2002A) 25,925,000 State of WA R-2011A General Obligation UW (R-2002B) 3,915,000 State of WA R-2011B General Obligation UW (R-2002A) 6,010,000 State of WA R-2011B General Obligation UW (R-2002B) 2,995,000 State of WA R-2011B General Obligation UW (R-2003D) 3,980,000 State of WA R-2011B General Obligation UW (R-2004A) 5,880,000 State of WA R-2012A General Obligation UW (R-2003D) 1,540,000 State of WA R-2012A General Obligation UW (R-2004A) 2,900,000 State of WA R-2012A General Obligation UW (R-2004D) 2,750,000 State of WA R-2012C General Obligation UW (R-2003D) 1,870,000 State of WA R-2012C General Obligation UW (2004A) 4,400,000 State of WA R-2012C General Obligation UW (2004D) 2,475,000 State of WA R-2013C General Obligation HE-UW (R-2006A (R-1994A)) 5,380,000 State of WA R-2013C General Obligation UW (R-2006A (R-1994A-UW)) 6,055,000
A-1 F–6.2/206-15 6/11/15
State of WA R-2015E General Obligation HE-UW (R-2007 GO HE-UW (R- 260,000 1997E)) University 2006 UWT Bank of America Term Loan 3,100,000 University 2008 General Revenue Bonds 90,975,000 University 2009 General Revenue Bonds (Taxable Build America Bonds) 75,835,000 University 2009B General Revenue Bonds (Taxable Build America Bonds) 77,710,000 University 2010A General Revenue Bonds (Tax-Exempt) 20,265,000 University 2010B General Revenue Bonds (Taxable Build America Bonds) 144,740,000 University 2011A General Revenue Bonds 211,370,000 University 2012A General Revenue Bonds (Tax-Exempt) 233,390,000 University 2012B General Revenue Bonds (Taxable) 34,185,000 University 2012C General Revenue Bonds 299,425,000 University 2013 General Revenue Bonds 146,410,000 University 2015A General Revenue and Refunding Bonds (Taxable) 47,715,000 University 2015B General Revenue Refunding Bonds 170,555,000 WBRF 3 2010B Lease Revenue Bonds WBRF 3 – Build America Bonds 151,745,000 WBRF 3 2010C Lease Revenue Bonds WBRF 3 - Taxable 13,205,000 WEDFA 2013 Lease Revenue Refunding Bonds WBRP I 28,995,000 WEDFA 2014A Lease Revenue Refunding Bonds WBRPII (R-2005E & 109,205,000 2006J) (Tax-Exempt) WEDFA 2014B Lease Revenue Refunding Bonds WBRPII (R-2005E & 6,455,000 2006J) (Taxable) NWH 2007 Northwest Hospital Revenue Bonds 82,000,000 NWH 4.60% Mortgage Note Payable (MAB Refunding) 4,700,000 NWH 4.65% Mortgage Note Payable (OMC Refunding) 9,217,542
A-2 F–6.2/206-15 6/11/15 F–7 VII. STANDING COMMITTEES
B. Finance and Asset Management Committee
Audit Advisory Committee Update
INFORMATION
For information only.
BACKGROUND
The University of Washington Audit 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 financial practices and standards of conduct. The committee is responsible for reviewing and advising on any external and internal financial audits, policies and practices for compliance with legal and regulatory requirements, and internal controls. The committee may, through its Chair or a majority vote of its members, ask management to address specific issues within the responsibilities of the committee.
As noted in the Board of Regents Governance, Standing Orders, Chapter 4, Section 3, the Audit Advisory Committee will consist of no more than eight members to be appointed by the Board. The Audit Advisory Committee is comprised of both Regent and non-Regent members. Members will be asked to make a minimum commitment of three consecutive years, and will serve at the pleasure of the Board.
As approved by the Board at its September 11, 2014 meeting, the Audit Advisory Committee members are:
Regent Kristianne Blake (Chair) 9/1/14 to 8/31/17 Regent Marnie Brown 9/1/14 to 6/30/15 Robert L. (Bob) Gerth 9/1/14 to 8/31/17 Richard D. Greaves 9/1/14 to 8/31/17 Brandon S. Pedersen 9/1/14 to 8/31/17
F–7/206-15 6/11/15 B–1 BOARD OF REGENTS MEETING
Legislative Session Update
This will be an oral report for information only.
B–1/206-15 6/11/15
Date: June 01, 2015
Subject: Special Session 2015-17 House “Offer” Operating Budget
Leadership in the House Committee released a new operating budget proposal today in the form of P2SHB 1106 as a counter offer to the new Senate operating budget that was released last week. This budget still differs from the new Senate budget and varies slightly from the engrossed House operating budget, ESHB 1106. These prior proposals are summarized on page 3 of an OPB budget brief released in March.
House – Revised Operating Budget Proposal - Overview
The second House Chair budget appropriates $38.5 billion of Near General Fund State and Opportunity Pathways funding for the 2015-17 biennium by assuming revenue recently projected by a new forecast, as well as cuts and savings in existing programs. Of this amount, all of higher education (including financial aid) would receive nearly $3.49 billion (or 9 percent).
Table 1 shows the total funding the UW would receive under this budget proposal (subject to amendments and action on the floor) compared to the Senate engrossed budget, the House engrossed budget, the Governor’s budget, and the current ending biennial balance.
Table 1: UW State Funding - Comparisons of Budget Proposals (in $1000s) General Fund State + Ed Legacy Fund Budget FY1 FY2 Total 2013-15 Funding Level $254,062 $246,471 $500,533 Carry Forward Level $259,960$259,002$518,962 Governor's Budget $270,947$274,109$545,056 House Chair Budget Proposal* $285,473$311,162$596,635 Senate Chair Budget Proposal $308,767$365,630$674,397 House Floor Budget Proposal* $287,073$308,412$595,485 Senate Floor Budget Proposal $308,767$365,630$674,397 Senate "Offer" Ways & Means Budget Proposal $353,283$354,997$708,279 House " Offer" Budget proposal * $285,462$305,934$591,396 *Note that these figures include additional allocations from Sec 942, 943,928 and 720 of the original House budget.
Tuition Assumptions
While the new Senate budget would reduce the operating fee portion of resident undergraduate tuition which would roll back resident undergraduate operating fees to 14% of the state average annual wage, the new house budget as well as the engrossed house budget, freezes tuition at all higher education institutions at the levels charged in 2012-13.
As displayed in Table 2 below, the House budget would (among other things) appropriate funds to medical residencies and computer science and engineering; reallocate base funding for WWAMI from WSU to the UW; provide funds to freeze resident undergraduate tuition freeze and provide limited funds for wage increases and collective bargaining agreements.
http://opb.washington.edu/ Page 1 B–1.1/206-15 6/11/15
Table 2: Detailed Comparison of 2015-17 Senate "Offer" & House "Offer" Budget Proposal (in $1000s) Senate "Offer" Ways &Means Budget House "Offer" Budget FY16: Op fee = 14% of WA avg wage FY16: 0% increase Resident Undergraduate Tuition FY17: Op fee = 14% of WA avg wage FY17: 0% increase Total 2015-17 Carry Forward Funding: $ 518,962 $ 518,962 Total 2015-17 New Funding: $ 189,317 $ 72,434 Recognized Maintenance Needs $ 2,155 $ 2,155 O&M for UW Bothell’s Discovery Hall $ 1,762 $ 1,762 College Affordabilty Program $ 107,156 $ - Tuition Reduction - Addtl Backfill $ 41,917 $ - Tuition freeze/State support $ - $ 34,014 General wage increase $ 20,434 $ 12,572 Agreement with WFSE (Sec 927) $ 527 $ 324 Agreement with SEIU (Sec 925) $ 2,243 $ 1,380 Computer Science $ 4,000 $ 4,250 WWAMI Reallocation $ 9,000 $ 9,360 Medical Residencies $ - $ 4,900 Ungulate Predation $ - $ 1,000 Latino Health Center $ 500 $ 500 Climate Impact group $ - $ 400 Labor Archives $ - $ 400 PEBB Rate Adjustment (713 -2015B) $ - $ (583) Central Service Tech Adj $ (377) $ - Total 2015-17 Funding $ 708,279 $ 591,396
Policy Changes Affecting Funding for UW Activities
1. Computer Science – The House budget provides $1.25 million in 2016 and $ 3 million in 2017 ($4.25 million over the biennium) to increase bachelor’s degrees awarded in Computer Science.
2. WWAMI – The House budget contains a proviso to transfer $4.68 million per year from WSU to the UW to maintain WWAMI, this budget contains a requirement to support 60 first year medical students and 60 second year medical students through the WWAMI program in Spokane.
3. O&M Funding – Both House and Senate budgets thus far provide $1.762 million over the biennium to cover some of the expected operation and maintenance (O&M) costs for UW Bothell’s Discovery Hall, which is only slightly higher than the Governor’s allocation ($1.556 million over the biennium).
4. Labor Archives – Provides $200,000 per year to engage with the State Board for Community and Technical Colleges to work on labor archives of Washington State.
5. Ungulate Predation Study – This bill provides $400,000 in biennial funding to the UW’s Predator Ecology Lab to study the how changes in predator population dynamics have impacted the health of Washington’s wild ungulate
http://opb.washington.edu/ Page 2 B–1.1/206-15 6/11/15
population. The bill also provides $600,000 over the biennium to be passed through the UW to another state agency to continue its work preventing livestock depreciation by wolves.
6. Climate Impacts Group – This budget provides $400,000 over the biennium for climate impact analysis. This funding is no change to the engrossed House budget. Note that there is no funding provided in the Senate budget for this purpose.
7. Latino Health Center – This budget provides $250,000 per year for the Latino Health Center, which is $200,000 more over the biennium compared to the House engrossed budget.
8. Continuation of the CINTRAFOR proviso – Proviso language and funding is included to ensure the UW continues its current expenditure authority for activities regarding the Center for International Trade in Forest Products in the University of Forest Resources (CINTRAFOR).
Funds other than State General Fund
1. Ocean Acidification Research – The Washington Ocean Acidification Center receives $1.55 million ($775,000 per year) across the biennium from the State Toxics Control Account to continue operations, collection of data, and ocean acidification forecast modeling. This appropriation is $150,000 less than the Senate budget.
2. Continuation of Aerospace Initiative Funding – Proviso language is included to ensure the UW continues its current expenditure authority for activities regarding the Joint Center for Aerospace Innovation Technology with WSU.
3. Research on Effect of Marijuana Use – This budget provides $1.564 million for two years from the Dedicated Marijuana Account for research on the short- and long-term effects of marijuana use, as authorized Initiative 502. This appropriation is higher than the Senate budget.
Pay Increases
The compensation assumptions remain the same as the engrossed house budget in terms of structure, however the funds provided in this budget differ from other proposals. Refer to Table 2 for a comparison. We believe that the House “offer” budget falls short of covering the tuition freeze and providing funds for GOF-funded position salary increases of 3 percent and 1.8 percent. The shortfall is estimated to be $4.5 million over the biennium.
This second House Chair budget provides $12.5 million over the biennium to fund wage increases at 3 percent and 1.8 percent in FY16 and FY17 respectively, for GOF-funded employees. In addition, the second House “offer” provides additional state support of $6 million over the biennium for additional expenses associated with these salary increases.
The bill indicates that collective bargaining agreements (CBAs) with the Washington Federation of State Employees (WFSE) and Service Employees International Union 925 (SEIU 925) – which include a 3 percent wage increase in FY16 and a 2 percent increase in FY17 – are partially funded.
Benefits:
This House proposal limits employer health care contributions to $840 in FY16 and $894 in FY17, both of which represent increases over the FY15 employer health care contribution. However these rates are lower than the engrossed House budget rates, but higher than the Senate budget assumptions ($831 and $884).
http://opb.washington.edu/ Page 3 B–1.1/206-15 6/11/15
The appropriations have been reduced in the back of this budget to reflect the reductions in PEBB rates.
Other Higher Education Budget Impacts
1. Financial Aid – This most recent House budget makes changes to the House engrossed budget appropriations for financial aid by reducing State Need Grant appropriations by $2.51 million. This reduction is due to HB 2041, Need Grant Program Scholarships, not passing out of the Legislature. The other change is a $30 million reduction in the Opportunity Scholarship over the biennium, intended to reflect actual pledges into the account.
2. Health Professional Education – Like the House engrossed budget and the Senate “offer,” this budget provides WSAC with $3.825 million per year from the General Fund to implement the Health Professionals Loan Repayment and Scholarship Program. However, this budget does not include an additional appropriation in the Health Professional Education Account. The program will target loan repayments toward increasing the number of primary care health professionals in rural and underserved communities.
3. Services & Activities Fees – The House “offer” budget contains an extension to allow the student services and activities fee to increase beyond the fiscal growth factor.
http://opb.washington.edu/ Page 4 B–1.1/206-15 6/11/15 B–2 University of Washington Board of Regents Resolution of Appreciation to Margaret “Marnie” Debusschere Brown
WHEREAS, in accordance with Washington state law, Governor Jay Inslee appointed business school graduate student Marnie Brown to serve the prescribed one-year term, from July 1, 2014 to June 30, 2015, as the student member of the University of Washington Board of Regents; and
WHEREAS, a native of Olympia and a third generation Husky, she first earned a Bachelor of Arts in business administration from the Foster School of Business in accounting, and then pursued a master of professional accounting in taxation, bringing to her Regental responsibilities a deep appreciation of and affection for higher education and the UW; and
WHEREAS, through her active involvement in student life as a campus tour guide, member of the University Bookstore Board of Trustees, and as vice chair of the Services and Activities Fee Committee, she demonstrated her commitment to students and to the quality of student life at the University; and
WHEREAS, she has served the Board with distinction, ably representing the students of the University and bringing to her work on the Board the perspective of an experienced, intelligent, well-informed and well-prepared student, committed to the University’s values, especially access, opportunity, and the pursuit of excellence; and
WHEREAS, her interest in student concerns including mindfulness, child-care, and college councils has strengthened connections with students and reflected positively on the University of Washington Board of Regents; and
WHEREAS, her financial acumen qualified her to serve as a member of the Board’s Audit Advisory Committee; and
WHEREAS, her interest in legislative affairs, dedication to public service, and commitment to student engagement as a delegate to Student Advocates for Graduate Education in Washington, D.C., have helped further the University’s public mission; and
WHEREAS, her enthusiasm for the University of Washington and her commitment to students on all three campuses have contributed to the work of the Board and made her an exemplary Regent, an equal among equals and a true colleague and partner;
NOW, THEREFORE, BE IT RESOLVED: That the members of the Board of Regents express to Marnie Brown their gratitude on behalf of the entire University community, especially the student body, and their own personal thanks for her outstanding service, dedication, and hard work, that we wish her continued success and happiness in all her future endeavors, and that this resolution be spread upon the minutes of the Board as a permanent record of the Board’s sincere appreciation.
B–2/206-15 6/11/15 B–3 UNIVERSITY OF WASHINGTON BOARD OF REGENTS
PRESIDENTIAL SEARCH CHARGE TO THE PRESIDENTIAL SEARCH ADVISORY COMMITTEE
The Presidential Search Advisory Committee is comprised of individuals with a commitment to the advancement and well-being of the University of Washington. The members bring diverse expertise, perspective and experience to the common task of advising the Board of Regents in the evaluation of candidates for President of the University. The Board thanks the members in advance for their time and thoughtful participation in this process.
By November 30, 2015, unless extended by agreement of the Board of Regents, the Committee is to submit to the Board of Regents a list of three to five unranked recommended candidates. For each of the recommended candidates, the Committee will provide a summary as to why he or she is considered suited to be President of the University of Washington.
The Committee is to develop a set of evaluation criteria and a leadership statement, to be approved by the Board of Regents, and used and adhered to by the committee members as they interview and consider candidates.
In carrying out its duties, the Committee is expected to ensure that the following activities are performed in a professional manner:
• advertise the position in appropriate journals/media • actively recruit nominations and applications from a wide, diverse group of well-qualified persons, including women and minorities and non-traditional applicants • emphasize in all appropriate materials that the University of Washington is an equal opportunity employer committed to diversity in its work force • maintain records of all nominations and applicants • screen applications using the criteria developed by the Committee and approved by the Board of Regents • ensure candidates are provided with appropriate information about the University • select, interview, and check references of all candidates recommended to the Board of Regents • communicate to the candidate his or her status in the search in a timely manner • MAINTAIN CONFIDENTIALITY AT ALL TIMES
The Committee is not authorized to conduct hearings, take testimony or public comment, or otherwise act on behalf of the Board of Regents.
Public communication concerning the search is to be done only by the chair of the Committee. Meetings of the Advisory Committee are not subject to the Open Public Meetings Act and will generally be held privately.
In all its deliberations, the Committee will respect University policies and act in accordance with state laws and regulations.
B–3/206-15 6/11/15