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UNIVERSITY OF WASHINGTON TACOMA

BUDGET COMMITTEE

FY 2008 RECOMMENDATION (MAY 29, 2007)

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June 1, 2007 From Chancellor Spakes I am pleased to accept the recommendations of the Budget Committee in their entirety. I want to thank the Committee for all the hard work that went into creating this budget. I understand that since this was the first year of using an open budget process managed by committee AND the first year of having an Institutional Research Office to compile the data required for analysis, the investment of time and effort required of the committee members and of IR staff was extraordinary. I especially applaud the work that was done to begin to establish external benchmarks. I believe that your recommendations manage our institutional resources as effectively as possible, and I'm looking forward to continuing to work with and strengthen this budget process in the future. Thanks for your efforts on the University's behalf. Sincerely, Pat Spakes

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TABLE OF CONTENTS

Introduction ....................................................................................................................... 3 Highlights ........................................................................................................................... 4 Campus Annual Budget Process ..................................................................................... 5 Recommendation Summary ............................................................................................. 8 Proposed Distribution of Incremental Operating Funds by Program ........................ 9 Budget Development Planning ....................................................................................... 10 Revenue Projections Summary ...................................................................................... 12 Budget Expenditure Summary ...................................................................................... 14 Recommendations ........................................................................................................... 26 Figure 1 – Revenues/Expenditures ................................................................................ 27 Figure 2 - Recommendation for New Faculty Lines .................................................... 28 Figure 3 - UWT Students per Staff - Autumn 2006 ..................................................... 31 Figure 4 – Academic Affairs Line Item Request Summary ........................................ 32 Figure 5 – Advancement Line Item Request Summary .............................................. 38 Figure 6 - Enrollment Svcs/Institutional Research Line Item Request Summary ... 39 Figure 7 – Student Affairs Line Item Request Summary ........................................... 40 Figure 8 – Administrative Services Line Item Request Summary ............................. 41 Figure 9 – Chancellor Line Item Request Summary ................................................... 42 Figure 10 - Total FTE Enrollments by Academic Term ............................................. 43 Figure 11 – Policy on Summary Quarter Courses and Faculty Appointments ........ 44 Figure 12 - Information Technology Budget Submission 2007-09 ............................. 45

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Introduction The University of Washington Tacoma is currently at a crossroad in its own evolutionary growth. Founded originally to serve placebound, workbound, and timebound students, we concentrated for the first sixteen years of our existence on upper-division and graduate programs. Our students tended to be older and to be involved with multiple outside responsibilities. Now, with the advent of freshmen and sophomores, the nature of our mission and our student body is changing in fundamental ways. We are also facing a period of very rapid growth, after many years of predictable modest enrollment growth. The structures that have been developed to serve the campus until now and when we were relatively small, are no longer adequate to the challenges ahead of us.

To meet these challenges successfully, we have undertaken a new strategic planning process and a new budgeting process, both of which are also based for the first time on a better understanding of the campus through a newly established institutional research office. As we begin to undertake these internal changes, the external environment looks increasingly hopeful as well. Freshman applications have offset a statewide drop-off in transfer enrollments.

Because of this change in the applicant pool, which appears to be different from the applicant pool of students who apply from community colleges, we may be entering a period of greater enrollment stability with the consistent allocation of future freshmen FTE (even though our enrollment targets will likely increase sharply in the next few years). If this trend continues, that would represent a significant departure from past experience, and allow the campus to grow with more confidence while at the same time preserving our special relationship and direct transfer guarantee with the community colleges in our service area. The environmental context in which budget decisions are made has changed significantly. State general support provides approximately 60 percent of the campus budget and operating fees make up the remainder. Given new enrollment growth targets, the expected student FTE growth rate is projected at approximately 19 percent. The campus is challenged with maintaining quality and access with limited resources and a growing student enrollment demand. The underlying premise of the budget review was that campus allocations should be evaluated in total and not as individual components. Also, programmatic funding requirements should be addressed in an equitable and consistent manner.

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Highlights Status of the 2008 Operating and Capital Budget The recommended FY 2008 Budget for UWT is submitted for approval pending final approval by the Board of Regents at their June 2007 meeting. Development of the UWT Operating Budget is based on the following outcomes of the last legislative session:

Operating Budget Salaries: The 2007-09 State budget includes a state-funded pool of 3.2% for faculty and professional staff salary increases for FY 2007-2008 and an additional 2% pool for 2008-2009, effective September 1 of each year. The university holds the option to add funds to the state allocation and will consider merit, salary compression and market equity in determining individual adjustments. The following proposal is included in the UW Proposed FY 2008 Operating and Capital Budgets submitted to the UW Board of Regents for approval at their June 2007 meeting:

For faculty: a 2% regular merit increase effective September 1, 2007; a 2.5% additional merit/compression/inequities increase effective September 1, 2007; a 1% increase for unit adjustments for selected colleges or departments whose salaries are most significantly behind those at comparable institutions; funding of promotions; and a recruitment allocation. For teaching and research assistants: a 3.2% increase effective July 1, 2007. For professional staff and librarians: a 4.5% increase, based on merit, effective September 1, 2007 and a recruitment and retention allocation. For represented classified staff: a 3.2% cost of living increase effective July 1, 2007; in addition to this cost of living increase, market adjustments are provided for job classifications below 80% of market; and note that classified staff who are not at the top step of their classification receive annual two-step (5%) pay increases in addition to the cost of living increase. For non-represented classified staff: a 3.2% cost of living increase effective September 1, 2007; in addition to this cost of living increase, market adjustments are provided for job classifications below 80% of market. Note that classified staff who are not at the top step of their classification receive annual two-step (5%) pay increases in addition to the cost of living increase.

Enrollments: The State allocated 270 FTE for each year of the 2007-09 biennium. The Provost’s proposal for allocation of new enrollments for FY 2008 is distributed as follows: UG Math, Science + Engineering 15 full-time FTE $ 139,500 UG General Enrollments 225 full-time FTE 1,305,000 Graduate Enrollments

30 full-time FTE 450,000

UW Tacoma State Total 270 full-time FTE $ 1,894,500

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Campus Annual Budget Process

Overview The Budget Committee exists to allocate funds in a way that best supports the mission of the University. The FY 2008 is a transition year in the development of the University’s budget process. In this proposed budget, some allocations represent the continuation/fulfillment of prior investment decisions. Other allocations are commitments associated with new academic leadership. In addition, many allocations are in response to previously discussed goals and objectives as well as the update to the goals developed as part of the University’s strategic planning process.

The campus Budget Committee advises the Chancellor on the annual allocation of operating funds. This is accomplished through an open budget review process, which focuses on an annual overview of the budgetary and financial status of campus programs and functions. New initiatives or topics with significant financial impact may also be brought to the Committee.

The FY 2008 operating Budget is produced based on the latest actions taken by the State Legislature during its recently completed session and the tuition setting decision of the 2007-08 academic year for undergraduate non-resident, graduate and professional students to be approved by the Board of Regents.

Principles The following funding principles guide the Budget Committee in its deliberations:

• Alignment with strategic planning goals and objectives. • New funding priority is concentrated on support for new student FTE allocated by the State. • Administrative functions must receive sufficient support to meet organizational goals of

accountability, efficiency and effective stewardship. • Vice chancellors are delegated maximum discretion to allocate funds within their areas, along

with the accountability to follow all applicable policies. • Allocation methodologies should:

Be clear, logical and consistent from year-to-year to facilitate long-term planning by the vice chancellor areas.

Consider performance incentives where appropriate. Consider mitigation of significant negative fluctuations on a single-unit and avoid

unintended consequences. Provide for permanent solutions to permanent problems.

• The budget review process and resulting resource allocations should be open and transparent. • Every effort should be made to reach allocation decisions by consensus.

Process Since this was the first year to launch a new budget review process, the Budget Committee met regularly during the autumn, winter and spring quarters. The committee spent time during the autumn quarter to establish the process and recommend funding for the 2006/07 equipment awards and new

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academic program pre-proposals. The majority of Committee’s work during the winter and spring quarters was focused on identifying and evaluating data for use in the budget process, conducting budget presentations from all the vice chancellor areas and preparing the final operating budget recommendations to the Chancellor. In an effort to maintain transparency, members of the Budget Committee held open forums to assist those members of the campus community who hold responsibility for budget development in their respective areas. Budget requests submitted to the Budget Committee are also posted on the Budget website at: http://www.tacoma.washington.edu/finance/budget/. This includes the budget requests from all functional areas. Data such as the UW Tacoma Faculty, Staff, Student Ratios and Student Retention Autumn Quarter 2006 is included on the same website.

Committee members also provided updates to various campus constituencies such as the Staff Association and Faculty Assembly. Opportunities for additional discussion regarding the budget occurred with campus group meetings including the Chancellor’s Leadership Council, Academic Directors and Admin Junque. In addition, the committee members fielded many informal questions and inquiries received via email and impromptu discussions.

Open budget presentations were held with each of the vice chancellor functional areas. These sessions were scheduled during March and April and attended by members of the campus community as observers. Strategic Planning and Goals The campus Strategic Planning Steering Committee, with representation from all areas of the university community, began its work in December, 2006 with the immediate goal of presenting a draft strategic plan to the campus for review and consideration by the end of spring 2007. The framework of the plan includes statements of institutional vision, values and goals.

The campus intends that strategic planning will become a permanent concern in the future which will be reflected in the structure of shared governance at the university and will guide its strategic investments. The goal of these activities is to support decision-making by fostering alignment and effective communication about the key goals, priorities, and outcomes of UW Tacoma activities. It also serves as a vehicle for communication and makes operations and outcomes transparent.

As a result, UW Tacoma has made a commitment to link institutional budgeting and future planning with the strategic planning efforts of the institution. This link is intended to facilitate planning, to make strategic resource allocations, to promote greater efficiencies and higher productivity, to establish expectations where improvements are needed, and to be outcome-oriented.

At the writing of the budget recommendations, the campus continues to engage in the strategic planning process and development of institutional goals. In an effort to begin to link the budget process to the strategic planning and goal setting process, the Budget Committee used the assumptions of the draft value statements to help form allocation recommendations.

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Assumptions from the Strategic Planning Draft Values Statement:

Our fundamental purpose is to educate students for life in the 21st century.

UW Tacoma is a distinctive expression of the University of Washington that provides access to a UW education for citizens who choose to live and learn in the South Puget Sound region.

We recognize that an excellent education connects knowledge across disciplines.

Our community of learners is strengthened by a diversity of voices.

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Recommendation Summary

PROPOSED INCREASES IN EXPENDITURES (THOUSANDS)

Fixed Costs

$ 1,574

Compensation and increases for faculty and staff for incremental merit, and employee benefits

Debt Service, Utilities, UWS Overhead Workload and Program Growth

Enrollment growth of 270 FTE Strategic Goals

Excellence in Education/Access ($1,389) Diversity ($331) Community ($124)

Budget Set-Aside ($972)

2,816

TOTAL INCREASE IN FIXED COSTS AND WORKLOAD/PROGRAM GROWTH $ 4,390

PROPOSED INCREASES IN REVENUES (THOUSANDS)

State General Operating Funds for enrollment growth $ 1,894Operating Fees 2,212Interest/Indirect/Fund Balance 284TOTAL INCREASE IN STATE GENERAL FUNDS AND OPERATING FEES $ 4,390

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Proposed Distribution of Incremental Operating Funds by Program

2006-07 Permanent Budget

Instruction54%

Primary Support Services

12%

Libraries7%

Student Services7%

Institutional Support3%

Debt Service0%

UWS Overhead6%

Plant Oper & Maint11%

2007-08 Proposed Permanent Budget Allocations (Exluding Salary & Benefit Increases)

Instruction54%

Libraries2%

Student Services10%

Institutional Support2%

Plant Oper & Maint9%

UWS Overhead13%

Debt Service5%

Primary Support Services

5%

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Budget Development Planning New Enrollments New Enrollments: The State General Fund allocation includes $1,894,500 for 270 new enrollments for each year of the 2007-09 biennium for UW Tacoma. This includes 225 new undergraduate enrollments during each of the next two academic years; 15 new undergraduate enrollments per year in math, science, engineering and other high-demand fields; and 30 new graduate enrollments per year. Total Campus Enrollments

Data Analysis: UW Tacoma’s targeted (budgeted) total FTE enrollments for 2006-07 was 1,869 FTE compared to an actual annual average of 1,788.8 FTE – a four percent shortfall for the year. However, because of over-enrollments in the first year of the biennium, the campus did reach its FTE targets for the 2005-07 biennium.

Actual FTE vs. Budget Target: With the addition of 270 new FTE for 2007-08 to the 1,869 FTE target, the total target FTE is 2,139. However, based upon new student applications and expected retention of current students, and factoring in an annualized FTE attrition rate, the projected actual annual average FTE for 2007-08 is estimated at 1,974.9 – a 7.7% percent shortfall from the budget target.1 By comparing the actual annual average FTE for 2006-07 (1,788.8) to the projected FTE target for 2007-08 (2,139), this assumes a growth rate of approximately 19%, which exceeds the prior year growth rate by 12 percent.

Financial Ratios To assist decision-making and long-range planning, the Budget Committee recommends that the campus begin to track key performance metrics to help drive the University’s mission and assess performance. The Committee discussed these metrics to assist in assessing the overall financial health of the campus2. A key metric for the campus is the primary reserve ratio as shown below. This ratio was selected because it represents a measurement of institutional risk that must be consistently addressed. Additional metrics will be identified and analyzed in future work of the Committee.

Primary Reserve Ratio: This ratio measures the amount of time during which the campus can pay its expenses without relying on additional net assets.

Primary Reserve Ratio = Expendable Net Assets = 16,365,456 = 0.46

Total Expenses 35,693,037

Expendable net assets equal total net assets less permanently restricted net assets (property, plant and equipment less long-term debt.) Total expenses are all expenses on the report.

1 UWT Office of Institutional Research. See Figure 10 - page 43. 2 Based on the 2005-06 financial report filed with IPEDS (Integrated Postsecondary Education Data System).

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For UWT, the 0.46 ratio means that the University can cover about 5.5 months of expenses and is an acceptable range. In prior years, the primary reserve ratio was 0.47 (FY 2005) and 0.59 (FY 2004). Institutional Reserves The primary reserve ratio discussed in the prior section represents one metric to analyze the financial health of the institution. The measure of financial health provides a means to assess the campus’ financial capacity to successfully carry out its current programs and its continuing financial capacity to carry out its intended programs. With a growing campus, this flexibility is critical. Adequate capacity to create resources will not ensure successful completion of mission because issues critical to institutional mission often involve factors that are non-financial. However, insufficient resources will create a barrier to achieving institutional goals. Because the long-term future of the institution depends on its ability to replace and enhance its capital base, managing its funding streams is essential to achieving the institution’s mission. As stewards, members of the Budget Committee must, therefore, be mindful of diversions that subvert progress toward achieving the University’s mission.

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Revenue Projections Summary The context for the FY 2008 core University Budget is primarily set by two factors: the outcome of the recently completed State legislative session and the tuition setting decisions for the 2007-08 academic year for undergraduate non-resident and graduate students that the Board will make in June 2007. Operating fee revenues reflect authorized increases by the Legislature of 7 percent for resident undergraduates and pending fees to be acted on for graduate, professional and non-resident students by the Board of Regents. Total new revenues are projected at $4.21 million. A detailed summary is provided in Figure 1 (page 27).

State General Fund The State General Fund revenue for FY 2008 reflects actions taken by the State Legislature in the adoption of the 2007-09 biennial budget. The increased funding available in FY 2008 is dedicated to specific purposes – salary and benefit increases and new enrollments.

Tuition Operating Fee The proposed FY 2008 Operating Budget assumes that the proposed tuition increases for the 2007-08 academic year are adopted.

For undergraduate resident tuition, the State legislature sets the maximum tuition increase in each academic year in the biennial budget bill. For the 2007-09 biennium, tuition increases of 7 percent are authorized for resident undergraduate students. For undergraduate non-resident, graduate and professional tuition, the Board of Regents has local authority over tuition rate setting.

For the 2007-08 academic year, the increases are projected in the budget: Undergraduate Resident tuition increase of 7%; Undergraduate Non-resident tuition increase of 7%; Graduate Tier 1 Resident and Non-Resident tuition increase of 7%; Nursing Masters remains at Tier II; and Business Masters Resident and Non-Resident tuition increase of 7%

Policy Statement on Revenue Projections As a guide, the Committee recognizes that the Legislature funds new student FTE at a specific dollar amount for lower- and upper-division FTE and graduate FTE; and, the Board of Regents authorizes the rates for tuition and operating fees per FTE. Therefore, the institution’s cost, on average, for undergraduate and graduate FTE should closely align with the State allocation per FTE in addition to tuition and fees per FTE. The committee recommends that revenue projections for the initial allocations be based on a 10 percent growth rate to support new student FTE, address mission critical needs and strategic goals. The Budget

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Committee recommends a moderately optimistic approach based on the projection of Actual FTE vs. Budget Target discussed in the Budget Development Planning section. Therefore, although the growth in 270 new student FTE (19 percent student FTE growth) represents a new revenue increase of $4.26 million, the Committee recommends that the initial allocation recommendation be based on a 10 percent growth rate, or an increase to the operating budget of $3.29 million. The remaining $972,091 shall be set aside with allocation pending meeting enrollment targets. Budget Set-Aside As noted in the previous section, an unallocated balance of $972,091 is recommended as a set-aside pending the campus’ ability to achieve the additional new enrollment target of 270 FTE. During the summer and prior to the fall quarter, the Committee requests that enrollment trends be monitored by Institutional Research and Planning and be reported to the Budget Committee. If enrollments begin to exceed the 10 percent base allocation, the Committee will provide additional allocation recommendations for the additional growth, as appropriate and proportional to the increase. Tuition Waiver Temporary Funds The UW is required to budget tuition waivers as outlined in the Washington State RCW 28B.15.910. On an annual basis, the campus receives temporary funds based on the difference of the annually budgeted (or anticipated) percentage of tuition waivers and the experienced (actual) tuition waivers for the year. The actual tuition waivers generated for need, merit, reciprocity, graduate students, etc., are typically less that the budgeted waiver rate; thus, this source generates approximately $900,000 per year.

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Budget Expenditure Summary Overview As previously noted in this proposed budget, some allocations represent the continuation/fulfillment of prior investment decisions. Other allocations are commitments associated with new academic leadership. In addition, many allocations are in response to previously discussed goals and objectives as well as the update to goals developed as part of the University’s strategic planning process. Campus-wide programs and departments funding requests for FY 2008 totaled $4.3 million. Of this amount, approximately $3.1 million was ranked as highest priority for funding (5 scale) by these individual units in their recommendation to the Budget Committee. The following provides an overall summary by functional area:

TOTAL REQUEST PRIORITY 5

Academic Affairs $3,308,557 $2,529,259Advancement $203,959 $119,705Enrollm't Svcs/IR $346,747 $227,106Student Affairs $173,177 $138,063Admin. Services $220,347 $96,621Chancellor $48,000 $0

TOTAL $4,300,787 $3,110,754

Policy Statement Allocation recommendations are based on the projected enrollment growth of 10 percent as discussed in the Budget Planning section under “Total Campus Enrollments.” The Budget Committee views this funding level target as moderately optimistic. Also, the Committee will monitor progress made throughout the summer and will stand ready to make additional allocations based on enrollment growth that exceeds the 10 percent rate after adjustments are made to account for the budget items that should be moved from the temporary source of funding to the permanent budget. Vice Chancellor Area Responsibility: In line with the Budget Committee’s principle that vice chancellors are delegated maximum discretion to allocate funds within their respective areas, funding allocations for staffing and operating funds (including travel) are recommended in a block allocation format. The Committee based its allocation recommendations both upon requests made from all departments and the proportion of a division’s budget to the total campus budget. With the allocation of block funds to the vice chancellor areas, the Budget Committee acknowledges the latitude that must vest within these functional areas to the make required allocations to meet the strategic goals of the operating units. The Committee recognizes that organizational needs and budget priorities are not static and units need to stay flexible to respond and adjust to this changing climate. By recommending this delegated authority, the Committee hopes to facilitate and streamline overhead in the allocation approval processes.

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While the Committee supports the discretion of funds allocation to the vice chancellor areas, a corresponding accountability to meet organizational strategic goals exists as well. Further, the Budget Committee wishes to stress that such accountability exists at all levels of the organization with those that hold responsibility to administer their respective budgets. Finally, in an effort to maintain transparency throughout all levels of the budget process, it is incumbent upon the vice chancellor areas to ensure that organizational decisions on the allocation of resources within the unit are shared with members of the unit in line with the Allocation Methodology described in the section on the Budget Committee’s Principles statement.

Methodology A summary of recommended allocations is provided in Figure 1 (page 27). Fixed Costs: These costs total $1,574,239 and include an operating overhead cost to UW Seattle, increases in employee salaries, benefits, utilities/custodial and debt service. Faculty: New lecturer lines are authorized for 2007-08 based on the rationale and recommendation for new faculty lines as provided in Figure 2 (page 28) and approved April 20, 2007. This allocation totals $240,000. New faculty tenure-track lines total $411,500. This distribution reflects approximately 14.4 percent from available new funds. Staffing: The distribution recommended for Staffing totals $473,000 or approximately 12.3 percent from available new funds. In addition, the Committee recognizes the need to earmark funds for allocation to support critical reclass needs for the campus. Over the past several years and on an annual basis, units have spent between $75,000 and $90,000. A pool of $25,000 is recommended help offset staffing issues related to reclass studies and similar structural problems. Recommendations for new staffing were driven by the University’s priority to provide resources to support new student FTE and, additionally, to support campus strategic goals. The Committee provides recommendations for staffing lines that will support new student FTE and strategic goals, but wishes to underscore the discretion of each vice chancellor area to make the specific allocations to fulfill the strategic needs of each organization. Also, in its deliberations to make recommendations to allocate new staffing, the Committee expressed the importance of also reviewing current staffing levels. To help evaluate staffing levels across institutional functional areas, the Budget Committee attempted to identify benchmark institutions. However, given unique factors such as UWT’s relationship with UWS and its current transition to 4-year status, appropriate peer institutions are not yet identified. The Committee, however, remains optimistic that the campus will work toward identifying appropriate peers.

Pending the outcome of establishing benchmark peers to help evaluate current staffing levels, the Committee took into account data provided from NACUBO, Comparative Financial Statistics for Small Public Four-Year Institutions (Figure 3, page 31) that included a national sample. Although the Committee did not directly tie funding recommendations from this data to requests made, the information provides a data point for evaluating the campus’ staffing levels. A comparison of these data to UW Tacoma indicates that many staffing levels are close to the median of the sample taken.

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Campus Planning Initiatives: The Committee recommends allocation and support of the following priority planning items:

Campus Planning Items Recommendation

Supplemental Instruction $50,000Lower Division Start-up $100,000Technology Infrastructure $50,000Port of Tacoma Chair $32,164Soil Remediation $45,000Campus Art Gallery $14,876Equipment Reserve $30,616

TOTAL: $322,656

Library Acquisitions: For 2007-08, the recommended allocation to support library acquisitions is $18,229.

Operating Funding (including Travel): The distribution recommended for Operations and Travel totals $148,676, or approximately 4 percent from available new funds. The Budget Committee recommends that a block allocation from available funds be made to vice chancellor areas based on the area’s same percentage share of the overall campus operating budgets for operating and travel. The Committee retains the discretion to adjust this proportional share for vice chancellor areas that may require additional operating funds to support new programs demands and/or to bring on-line services to support new student FTE. Equipment Funding Permanent equipment funding is budgeted annually at $250,000. From this, $66,000 is routinely allocated to Information Technology for campus-wide desktop computer replacements leaving a remaining balance of $184,000.

The Budget Committee recommends that the following one-time allocations be made to divisions to support UWT strategic planning assumptions identified:

Total Request

Priority 5 Request Diversity Community Total

Academic Affairs $112,000 $63,000 $36,000 $36,000Advancement $4,700 $4,700 $4,700 $4,700Enrollm't Svcs/IR $34,970 $34,970 $19,220 $15,750 $34,970Student Affairs $4,200 $4,200 $4,200 $4,200Admin. Services $14,561 $14,561 $14,561 $14,561Chancellor $0 $0 $0

TOTAL $170,431 $121,431 $59,920 $30,311 $4,200 $0 $94,431

Excellence/Access

Based upon the vice chancellor area recommended allocations by goal which total $94,431, the Budget Committee recommends that the remaining balance of $89,569 be allocated to Information Technology to address top priority needs listed in Figure 12 (page 45). Information Technology’s Top Priority items

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total $106,450 for campus wide initiatives. Additional information on Information Technology funding is provided in the Academic Affairs section. Therefore, the following summary provides a recap of the equipment allocations recommendation:

RequestsPriority 5

Request

Total Equipment Budget $250,000

Annual Desktop Replacements ($66,000)Total Vice Chancellor Requests ($94,431)

Subtotal $89,569

TOTAL $89,569

Temporary Funding Although the Budget Committee’s primary charge is to make recommendations relating to the operating budget, the Committee determined in its review that some items funded from the annual temporary funding source (tuition waiver funding) should be moved to the operating budget. Because of the temporary nature of these funds, the Budget Committee recommends that two expenditures should be moved to the permanent budget: sabbaticals ($96,360) and academic directors’ summer salaries ($309,939) if additional funding becomes available. For FY 2008, approximately $500,000 supports Academic Affairs program areas and the remainder supports institutional priorities (emergency planning, infrastructure development and staffing priorities).

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Budget Request Summary For the 2007-08 FY, the division has made the following request with line item requests summarized in Figure 4 (page 32).

ITEM TOTAL REQUEST PRIORITY 5

Prior Commitments $467,600 $467,600Faculty $665,233 $509,233Buyouts/Summer $647,356 $577,653Staff $940,188 $677,961Operating $362,566 $214,988Travel $28,072 $18,824Equipment $112,200 $63,000Not Catergorized $85,342TOTAL $3,308,557 $2,529,259

Prior Commitments: Five tenure track positions were authorized during FY 2007 for recruitment and hiring in FY 2008. In addition, one opportunity hire position paid previously by the Seattle campus will be paid permanently by UWT beginning 2008 FY. Total: $411,500 Faculty Buyouts / Releases / Summer Salaries: Requests for this category totaled approximately $660,000. This represents a range of requests. The Committee recommends continuing the funding for academic directors’ summer salary and defers evaluation of requests until more guidance can be provided. The Committee recommends that efforts be made to establish policies and guidelines to administer activities related to faculty course buyouts, releases and summer salaries to ensure the equitable application throughout Academic Affairs. (Temporary Funds) $309,939 Faculty: The rationale and recommendation for new faculty lines are provided in Figure 2 (page 26) and approved April 20, 2007. This allocation totals $240,000. To allow the Vice Chancellor with flexibility to convert the lecturer lines and authorize tenure-track faculty lines for 2008-09 recruitment – potentially for new academic programs, the Committee will not make a recommendation to convert lecturer lines for tenure-track recruitment at this time. $240,000 Mission Critical Needs: The core requirements to support the new allocation of 270 student FTE are the addition of new faculty and the academic support resources to meet the needs of a new class of sophomores and a growing class of freshmen. New academic support programs include resources for General Education to build supplemental instruction program and address additional lower-division startup needs to help increase retention and ensure student success. In addition, developing and

Academic Affairs Total Request: $3,308,557

Total Allocation: $1,695,274 Recommended Total Permanent Allocation: $899,406 Recommended Total Temporary Allocation: $769,868 R d d T t l E i t All ti $26 000

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growing programs require additional support as with the Environmental Sciences’ need for a lab coordinator. Academic counselors are also critical to student success but with increasing loads, and without the necessary level of support, service is becoming compromised. Information Technology critical needs are discussed in the following separate section. Funding Priority Recommendation Staffing: $165,000• Block allocation: $147,000 (highest priority to support new lower-division

program, lab assistants, counselors, and testing center coordinator) (UWT Goal: Excellence in Education/Access)

• Block allocation: $18,000 (highest priority to support increase in staff for IT Helpdesk, and Academic Affairs Office)

(UWT Goal: Excellence in Education/Access)

Operating and Travel: • Increase to base budget $77,906• Travel for 5 new tenure-track lines

$5,000

Exceptional One-Time Item funding (see below): (temp funds) $244,360

Equipment: • Smart board ($21,000); Gen. Ed. new hires equipment ($4,800);

Global Honors small equipment ($200); (UWT Goal: Excellence in Education/Access)

(temp funds) $26,000

Exceptional One-Time Funding

Instruction - Sabbaticals $ 96,360Lower Division Startup (*) 50,000Faculty Searches 65,000Faculty/Executive Administration Recruitment 25,000Arts & Lecturers 8,000

Total Temporary/One-Time Expenditures $ 244,360

(*) Coordinate with Student Affairs as appropriate Information Technology (temp funds) $215,569 UWT faces several obstacles in providing the range and types of technology resources that are critical to support our existing and planned academic program offerings. Being part of the University-wide information technology network provides some efficiency, but there are still several major areas of need and development, including campus infrastructure, technology renewal and upgrades for hardware and software, disaster recovery and continuity, technology support for new programs and new technology initiatives and technical support. (See “Summary of Technology Budget Submission” - Figure 12, page 45.) For the campus infrastructure, the ability to deliver technology services rests on the ability to

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provide a robust and reliable network. As the campus continues to expand into new physical locations, providing network access will remain a resource-intensive activity. This is particularly challenging since the build-out of the physical infrastructure is limited as UWT expands to the west and “up the hill.” The Budget Committee recognizes the need to provide the resources and infrastructure to support computing technology and its recommendation is summarized in the following table. Request Funding Available Annual Equipment Funding Balance 89,569 IT Budget Top Priority List Software Licenses 5,000 Data Backup System 33,500 File Server 5,450 TurnItIn subscription 3,500 Collaborative Learning Classroom 30,000 Online Exam Software 2,117 Disaster Recovery / Continuity 1,950 Subtotal 81,517 IT Requests from VCAA Priority 5 Data Projectors 15,000 IT Total One-Time Requests 96,517 89,569 GIS Lab Upgrade (funded in F 2007) 20,000 Annual Desktop Replacements 66,000 Campus Planning - Tech Infrastructure 50,000 (a) Supplement to IT Operating for equipment 10,000 Total IT Funding $ 215,569 Note (a): Projects to be coordinated with Administrative Services/Facilities.

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The division’s programs are comprised of the following program/department areas: Advertising, Commencement, Government Relations, Public Information, Public Relations, Constituent Relations and Development. The central unit is comprised of the Vice Chancellor for Advancement, Executive Assistant to the Vice Chancellor, and Fiscal Specialist/Advancement Services Specialist. The three subordinate divisions include Constituent Relations, Development and Public Relations. Constituent Relations functions include Alumni Relations, Commencement, Parent Relations, and Community Relations.

Budget Request Summary For the 2007-08 FY, the division made the following request with line item requests summarized in Figure 5 (page 38):


Staff $119,381 $60,580Operating $76,303 $55,500Travel (a) $3,575 $3,625Equipment $4,700 $4,700TOTAL $203,959 $124,405

(a) Reflects adjustments based on budget realignment Mission Critical Needs The division’s top priority includes staffing need for one (1) full-time FTE development officer. This will allow the campus to extend the reach of its development efforts to the Gig Harbor and Kitsap Peninsula areas where UWT has little connection and has outstanding potential as a source of donors. Additionally, the division recognizes a high need to supplement the graphic design staff, division support staff and increase in travel funds for Public Information. Funding Priority Recommendation Staffing: $42,500• Development Officer (UWT Goal: Community) • Hourly-Temp. Advertising Funds (UWT Goal: Excellence in Education/

Access) Operating and Travel: $5,650• Increase to base budget • Exceptional Item funding: Commencement (temp

funds) $15,000Equipment: • Computer laptops (UWT Goal: Excellence in Education/Access) $4,700

Institutional Advancement Total Request: $203,959 Total Allocation: $67,850

Recommended Total Permanent Allocation: $48,150 Recommended Total Temporary Allocation: $15,000

R d d T t l E i t All ti $4 700

22.

The division is comprised of the following department areas: Enrollment Services, Institutional Research and Planning, and the Office of the Special Assistant to the Chancellor. The Enrollment Services area includes the Office of Admissions Advising and Outreach, the Office of Admissions, the Office of the Registrar, and the Office of Financial Aid, Scholarships and Veterans' Affairs. Budget Request Summary For the 2007-08 FY, the division has made the following request with line item requests summarized in Figure 6 (page 39).


Staff $262,615 $138,974Operating $45,262 $45,262Travel (a) $15,400 $12,400Equipment $34,970 $34,970TOTAL $358,247 $231,606

Mission Critical Needs Primary needs exist in both areas – Institutional Research and Planning (IRP) and Enrollment Services. Top priority in IRP includes the upgrade of the research analyst position with responsibility for development and tracking of enrollment statistics and assessment/student outcome reporting. Equipment funding is also critical to support a more robust system. Enrollment Services’ primary programmatic needs include the expansion of its recruitment resources to develop more pipeline recruiters to reach out to more high schools and community colleges. In addition, permanent staff to handle front desk functions for the Admissions Advising area is critical. Funding Priority Recommendation Staffing: $88,000• New lines: $76,000 (UWT Goal: Excellence in Education/Access) • Staffing: $12,000(UWT Goal: Excellence in Education/Access) Operating and Travel: • Increase to base budget $14,868Equipment: $34,970• New staff equipment ($4,300); Call-center start-up ($14,920)

(UWT Goal: Excellence in Education/Access)

• Data Warehouse start-up (15,750)

Enrollment Services/Institutional Research Total Request: $358,247

Total Allocation: $137,838 Recommended Total Permanent Allocation: $102,868 Recommended Total Temporary Allocation: none Recommended Total Equipment Allocation: $34,970

23.

The division includes the Career Development Center, Student Life Office, Student Counseling Center, Disability Support Services and the Office of the Associate Vice Chancellor. Student Affairs provides the following services, programs and activities: new student orientation and peer advising, student life activities, counseling and disability support services; career development; recreation and fitness; off-campus housing resources, health and wellness services for students and administration of the Student Conduct Code.

Budget Request Summary

For the 2007-08 FY, the division has made the following request with line item requests summarized in Figure 7 (page 40).


Staff $163,712 $132,463Operating $3,000 $1,400Travel (a) $2,265 $0Equipment $4,200 $4,200TOTAL $173,177 $138,063

Mission Critical Needs The division articulates a critical need to maintain core services that have a direct and immediate impact on students. The division supports student success inside and outside the classroom by providing resource for services, program and activities. Because of current staffing limitations, concern exists regarding reliability of services, continuity during change, risk management and reputation. Therefore, critical funding requests for the division focus on new staff in specific areas of expertise.

Funding Priority Recommendation Staffing: $152,250• Block allocation: $147,000 (highest priority to support psychologist,

disability support services and career development services) (UWT Goal: Diversity)

• Hourly staff – Student Affairs: $5,250 (UWT Goal: Excellence in Education/Access)

Operating and Travel: • Increase to base budget $7,434• * Exceptional Item funding: Lower Division start-up funding of $50,000

(Academic Affairs) shall be coordinated with Student Affairs as appropriate

Equipment: • New staff equipment (UWT Goal: Diversity) (temp

funds) $4,200

Student Affairs Total Request: $173,177

Total Allocation: $163,884 Recommended Total Permanent Allocation: $159,684 Recommended Total Temporary Allocation: see note *

24.

The division includes the following department areas: Campus Safety, Finance, Facilities Services and Human Resources. The division also liaisons regularly with the UW Seattle campus to coordinate a variety of administrative operational areas, some of which include: real estate, capital and space planning, and environmental health and safety.

Budget Request Summary

For the 2007-08 FY, the division has made the following request with line item requests summarized in Figure 8 (page 41 ).

ITEM TOTAL REQUEST PRIORITY 5Staff $193,431 $82,015Operating $9,775 $4,245Travel $2,580 $0Equipment $14,561 $10,361TOTAL $220,347 $96,621

Mission Critical Needs The division’s highest priorities center on serving the broad range of administrative needs of the campus. Given the current and anticipated demands, top priorities include staffing for campus safety programs (enhancement to the crime prevention program), increased staffing in Human Resources to provide services Monday through Friday during regular business hours and a purchasing agent (buyer) authorized to execute purchasing for the campus housed in the Finance area. The unfunded soils remediation mandate and building renewal - deferred maintenance backlogs represent an increasing liability for the campus. Campus-wide Planning: • Soils Remediation / Building Renewal – Deferred Maintenance $45,000• Human Resources – Campus-wide Staff Reclasses and Professional Development $45,000• Plant Funds – Leases; design services $32,000

Funding Priority Recommendation Staffing:

$65,500

• Campus Safety Officer (UWT Goal: Excellence in Education/Access) • Increase .50 HR Sr. Asst. to 1.0 (UWT Goal: Excellence in Education/Access) • Finance – reorg for Buyer (UWT Goal: Excellence in Education/Access) Operating and Travel: $38,061 • Increase to base budget • Extend building lockdown system (temp

funds) $65,000Equipment: • Campus Safety (UWT Goal: Respect-Student-centered services) $14,561

Administrative Services Total Request: $220,347

Total Allocation: $183,122 Recommended Total Permanent Allocation: $103,561 Recommended Total Temporary Allocation: $65,000 R d d T t l E i t All ti $14 561

25.

Budget Request Summary For the 2007-08 FY, the office has made the following request with line item request summarized in Figure 9 (page 42).


Staff $48,000 $48,000Operating $0 $0Travel (a) $0 $0Equipment $0 $0TOTAL $48,000 $48,000

Staffing: Funding is requested for two .75 positions to staff campus events and to support the Chancellor’s office. • Campus Events/Assembly Hall Staff – to provide consistent event support for central administration

sponsored events, high-profile events and as the Assembly Hall comes on-line. • Office Staff – to support increased workload to maintain necessary level of service expected by all

constituencies served. Mission Critical Needs Staffing positions are important to support growth and effectively respond to campus community needs. Funding Priority Recommendation

Staffing: $24,000• Staff position at .75 (UWT Goal: Community) Operating and Travel: $4,460• Increase to base budget

Chancellor Total Request: $48,000

Total Allocation: $28,460 Recommended Total Permanent Allocation: $28,460 Recommended Total Temporary Allocation: none

26.

Recommendations

Over the period of the 2006-07 academic year, the Budget Committee reviewed, discussed and evaluated key elements under the purview of the group related to campus allocation methodologies and options to establish a transparent, strategically-driven budget development process. Additionally, the Committee reviewed financial information and metrics related to the overall campus financial perspective, but not typically part of the Committee’s allocation process. As a result of this intensive review, several institutional issues and needs were observed that the Committee wishes to underscore. The Committee understands that not all of these recommendations have direct impact on the allocation recommendations for the FY 2008 budget, however, longer term and left unaddressed, these matters could have potentially detrimental financial impacts to the campus. Further, the Committee recognizes that some recommendations may be in various stages of evaluation/review and in these cases wishes to highlight their importance from the Committee’s perspective.

• Long term: Develop alternate goal-driven funding sources that can be coordinated with the State general operating or capital funding, to include grant funding (state and federal) and fundraising activities to help diversify funding streams for the institution.

• Establish a campus work group to identify, discuss and evaluate key funding components of the campus, including: enrollment workload for student growth, faculty recruitment and retention, indirect cost recovery, operations and maintenance, general departmental operating budget price increase, information technology, energy assessment and deferred maintenance.

• As provided previously in the recommendation for new faculty lines (to evaluate class size and impact on the University-wide student/faculty ratio), Academic Affairs should consider establishment of minimum and maximum class size targets. The policy on Summer Quarter courses (approved October 13, 2006 - Figure 11, page 44) provides a potential resource to assist in establishing guidelines.

• Investigate options to establish a financial aid office with the responsibility to manage all financial

aid functions for the campus, including award packaging and scholarship management.

• Move two expenditures currently funded from an annual temporary fund source to the permanent budget: sabbaticals ($96,360) and academic directors’ summer salaries ($309,939) when additional funding becomes available.

• Establish policies and guidelines to administer activities related to faculty course buyouts, releases and summer salaries to ensure the equitable application throughout Academic Affairs.

• Study and confirm funding requirements, including timeline, required to support new academic

programs.

• Pursue further the initiative to provide a health care center on campus that could provide basic student health clinic services.

• Assess the process for award of professional development funds to determine whether operational improvements may be made to improve effectiveness.

27.

Figure 1 – Revenues/Expenditures FY 2007 Adopted FY 2008 Proposed Revenues (12/20/06) State General Fund $ 1,688,000 $ 1,894,500 Operating Fee 1,812,000 2,211,922 Use of Fund Balances (Unallocated FY 07) 143,981 Total State And Tuition Revenues 3,500,000 4,250,403 State Funded Salary/Benefit Increases 350,173 ** State Funded Faculty Salary Settlement 106,175 ** Interest Income 3,295 3,286 Indirect Cost Recovery 60,000 100,000 Use of Waiver Funding for Temporary Expenses 932,021 967,019 Use of Fund Balances 261,790 37,101 Use of Fund Balances for Temporary Expenses 500,000 Total Revenues 5,713,454 5,357,809 Expenditures Permanent Salary & Benefit Increases 1,217,137 378,016 Instruction 1,352,444 1,545,468 Research 95,000 150,000 Primary Support Services 473,580 146,710 Library 146,802 43,970 Student Services 282,622 299,049 Institutional Support 238,500 60,475 Plant Operations and Maintenance 347,852 273,700 UWS Overhead 265,805 373,311 Debt Service 148,000 Hold for Potential Enrollment Shortfall 972,091 Total Permanent Expenditures 4,419,742 4,390,790 Temporary/One Time Expenses Instruction 118,661 96,360 Primary Support Services 2,771 90,650 Student Services 14,500 Institutional Support 135,000 180,070 Plant Operations and Maintenance 3,637 32,000 Lower Division Startup 500,000 50,000 Faculty Searches 104,800 65,000 Academic Director's Summer Salary 296,343 309,939 Professional Development Subsidy 10,000 20,000 Faculty/Executive Administration Recruitment 100,000 25,000 Arts & Lecturers 8,000 8,000 Emergency Preparedness 65,000 Staff Reclasses 25,000 Total Temporary/One Time Expenditures 1,293,712 967,019 Total Expenditures 5,713,454 5,357,809 **State funding for salary increases has not yet been determined. This amount will be offset by the expenditures for Salary Increases.

28.

Figure 2 - Recommendation for New Faculty Lines

UNIVERSITY OF WASHINGTON TACOMA

BUDGET COMMITTEE FY 2008

To assist in expediting the requests from the Academic Directors for FY 2008 faculty hiring, the Budget Committee agreed to review the requests for new faculty lines and recommend authorizations to recruit to the Chancellor in advance of finalizing the FY 2008 campus-wide budget. FACULTY FTE ALLOCATION RECOMMENDATION The Budget Committee recommends that 5.0 Lecturer FTE and a corresponding total not to exceed $200,000 in salaries be allocated to Academic Affairs based on the most likely allocation of 240 FTE new student enrollments. Further, the Committee is mindful that we are in the midst of a biennial budget process and the possibility exists for the final FTE budget for UWT to be adjusted. The following adjustment should be made for a change in the final FTE allocation:

240 FTE New Student Enrollment: Authorize 5.0 Lecturer FTE 270 FTE New Student Enrollment: Authorize 6.0 Lecturer FTE 220 FTE New Student Enrollment: Authorize 4.0 Lecturer FTE

The request for staff support will be reviewed and evaluated as part of the regular budget review process. RATIONALE The primary intention of the allocation was driven by the new 200 Freshmen FTE, a new Sophomore class of 125 FTE and 40 upper-division FTE. Based upon the assumptions noted under Methodology below, 3.0 FTE are recommended for allocation to support the new lower division enrollments and 2.0 FTE are recommended for allocation to support upper-division new enrollments. The Committee took a University-wide perspective as well in determining the overall allocation of new faculty FTE based on the expected increase in new budget student FTE. This approach is particularly important as we consider our current University-wide student/faculty ratio of 14:1 (Fall 2006). The Committee believes that the final allocation of FTE to individual academic programs should vest in Academic Affairs. Although some modifications to the Freshmen Cohort Model may be underway, this FTE allocation assumes that the program will be structured similarly but with a reduced ratio of 23:1 (headcount to FTE faculty).

29.

METHODOLOGY An analysis was prepared using a staffing model to determine the number of faculty needed to serve Freshmen and Sophomores. Total faculty previously authorized for the Freshmen Cohort (7.0 FTE) and new faculty lines authorized for hire beginning Fall 2007 (5.0 FTE) were factored into the analysis. The following assumptions were used to determine the required faculty FTE to authorize for FY 2008:

Freshmen Cohort teaching load at 23 headcount; Sophomore teaching load at 26 FTE Freshmen budgeted student FTE is 200; Sophomore budgeted FTE is 125 Retention rate for Freshmen is .70; retention rate for Sophomores is .75 Full-time/part-time ratio of Freshmen is .75/.25; Full-time/part-time ratio of Sophomores is

.80/.20 Annualized target rate for Freshmen and Sophomores is 1.20 Annualized headcount target for Freshmen is 1.71; annualized headcount target for sophomores

is 1.60 ISSUES As noted previously, the University-wide student/faculty ratio of 14:1 falls well below the historical 20:1 ratio used as a ‘rule of thumb’ at UWT. To provide another context, the Committee also considered a survey conducted of small public four-year institutions that identified credit FTE students per FTE faculty. The following table provides the faculty FTE by quartile. Credit FTE Students3 1st Quartile Median 3rd Quartile N UWT 4 Credit Instruction Faculty 15 17 19 25 14 As UWT looks to future growth and expansion of new academic programs, the Committee believes that our current University-wide student/faculty ratio cannot be sustained at the same level and we must make efforts to increase this ratio. The allocation of 5.0 FTE faculty for FY 2008 will increase our University-wide ratio to 15.48. The Budget Committee recognizes that the Freshmen Cohort Model will evolve. The challenge from a budgetary point of view will be how to sustain a program that builds in a lower-than-normal faculty/student ratio. (The normal teaching load of a faculty member responsible for 20 FTE is 30 students per class, while the normal teaching load of a faculty member teaching a freshman core class is 24 students per class—assuming that we retain the team-teaching and linked-course model for the freshman core.) Over time, the nature of the core may well change, in which case the funding model will change as well. POLICY RECOMMENDATIONS

3 NACUBO (National Association of College and Business Officers) 1998 Survey of Small Public Four-Year Institutions – enrollment of less than 4,000 FTE students; 54 participating institutions. 4 Fall 2006 Student FTE/Faculty FTE (1860.4 / 135.65 = 13.71)

30.

• For future budget allocations cycles, the Committee recommends that Academic Affairs study the

institutional and program credit FTE students per FTE faculty to determine the most effective strategy to balance existing programs and the new academic programs as they come on-line to achieve the appropriate ratio.

• Academic Affairs in collaboration with the Budget Committee should study and recommend

strategies that can be put in place to incentivize academic programs that support additional student credit hours.

• To support the Freshmen Model in its current structure, Academic Affairs should establish the

necessary policies to ensure that the needed faculty support is committed from existing FTE allocations by all academic program areas.

• Because class size may have an impact on the University-wide student/faculty ratio, Academic

Affairs should evaluate the option of establishing minimum and maximum class size targets.

31.

Figure 3 - UWT Students per Staff - Autumn 2006 Credit FTE Students per FTE Staff

Staff by Function 1st Quartile Median3rd

Quartile N UWT Autumn

2006Total Staff 6 7 8 25 6Instruction In: Credit instruction faculty 15 17 19 25 14 In: All other (nonfac; noncredit instruction) 70 149 195 21 40Public Service 247 438 712 16 448Academic Support AS: Academic Administration 147 418 682 24 404 AS: All other (faculty, nonfaculty) 88 123 138 21 65Student Services SS: Student services administration 144 409 911 25 237 SS: Counseling and career guidance 323 615 809 24 547 SS: All other 65 93 134 20 78Institutional Support 35 48 74 25 40Plant operation and maintenance * 38 56 77 25 52 Data from NACUBO: Comparative Financial Statistics for Small Public Four-Year Institutions (enrollment of less than 4,000 FTE students); FY 1998 National Sample involving 54 institutions

The median college reported seven credit FTE students per staff member. Fifty percent of participants had a credit instructional faculty to credit FTE student ration between 15 and 19 to 1. The ratio of academic administration staff to credit FTE students was 418 to 1 at the median college, and the ratio of student services administration to credit FTE students was 409 to 1. Institutions averaged one credit

instructional staff member for every 18 credit FTE students, one counseling and career guidance staff member for every 704 credit FTE students, and one institutional support staff member for every 73 credit FTE students.

FTE Students per Staff Mean UWT Credit instruction faculty 18 14Counseling and career guidance 704 547Institutional Support 73 40

Autumn 2006 Actual UWT Student FTE: 1860.4

* UWT FTE includes estimates for custodial and groundskeeping FTE based on monthly contract payments divided by estimated salaries (estimated average salary for custodians is $2500/mo, estimated salary for gardener is $2530/mo)

32.

Figure 4 – Academic Affairs Line Item Request Summary

Item Description Program/Department

Priority

Rank 2007-2008

Directors Summer Salary Permanent funding for Academic Directors summer salary (3 Mo.) Academic Affairs 5 $ 239,372.00

Office Assistant 3 .75 FTE Office Assistant 3 for Academic Affairs Office Academic Affairs 5 $ 24,408.00

Travel Funds Travel funds for the Coordinator of Community College Relations Academic Affairs 5 $ 1,750.00

Operations Budget Operating money for Community College Relations Academic Affairs 4 $ 1,400.00

VCAA Salary Line Increase in Vice Chancellor for Academic Affairs salary line Academic Affairs 4 $ 10,342.00

01-20 Pool Increase

An increase to Academic Affairs' 01-20 pool to cover salary increases of the Associate Vice Chancellors Academic Affairs 3 $ 3,000.00

Community College Guest Lectures

Mileage reimbursement for the community college guest lecturers Academic Affairs 3 $ 300.00

Sabbatical Pool Pool to cover the replacement costs of faculty on sabbatical Academic Affairs 3 $ 75,000.00

Total $ 355,572.00

5 $ 265,530.00

Hourly Funds For lower division support and increased math offerings CTLT 5 $ 10,000.00

ESL Specialist 1.0 FTE staff CTLT 4 $ 45,288.00

Lower Division Consultant .6 FTE staff CTLT 4 $ 25,054.00

Operations Budget An increase in operating funds CTLT 3 $ 7,500.00

Total $ 87,842.00

5 $ 10,000.00

Equipment Smart white board, Apple mobile learning lab, furniture Education 5 $ 21,000.00

Field Supervisors Increased field supervision Education 5 $ 15,257.00

Major Gift Officer Shared with Nursing and Social Work Education 5 $ 60,000.00

New Positions 2.0 FTE new faculty in 2008-2009 Education 5 $ -

Operations Budget Increase in operating funds Education 5 $ 1,000.00

Part Time Lecturers Additional part time lecturers Education 5 $ 15,000.00

Travel Funds Increase in travel funds Education 5 $ 4,074.00

Total $ 116,331.00

5 $ 116,331.00

New Position 1.0 FTE Environmental Science Environmental Science ? $ -

33.

Faculty

New Position 1.0 FTE Lab Coordinator Environmental Science 6 $ 40,000.00

Faculty Buyout Environmental Science Coordinator (2 courses) Environmental Science 5 $ -

Hourly Funds Environmental Science Environmental Science 5 $ 15,500.00

New Position Physics Environmental Science 5 $ 44,000.00

New Position 07-08 approved Assistant Professor Env Chemistry Environmental Science 5 $ 61,000.00

Operations Budget Increase in operating funds Environmental Science 5 $ 16,153.00

Research Quarter Release One course Environmental Science 5 $ 5,500.00

Research Quarter Release One course Environmental Science 5 $ 5,500.00

Total $ 187,653.00

6/5 $ 187,653.00

Course Releases For Faculty Assembly chair and vice chair Faculty Assembly 5 $ 8,460.00

Line Supplement For Office Assistant II Faculty Assembly 5 $ 23,796.00

Summer Salary For Faculty Assembly chair and vice chair Faculty Assembly 5 $ 9,000.00

Total $ 41,256.00

5 $ 41,256.00

Course Buyouts For 1.0 FTE Director of the Core Curriculum General Education 5 $ 33,000.00

Course Buyouts For faculty teaching in the core General Education 5 $ 55,000.00

Equipment For new hires General Education 5 $ 4,800.00

Hourly Funds For hourly studio assistant and staff General Education 5 $ 14,600.00

Line Supplement Increase .5 FTE academic counselor to 1.0 FTE General Education 5 $ 22,464.00

New Position Testing center coordinator General Education 5 $ 17,064.00

New Position 1.0 FTE program administrator General Education 5 $ 54,000.00

Operations Budget Increase in operating funds General Education 5 $ 11,000.00

Part Time Lecturers Funding to offer Math 98 General Education 5 $ 30,000.00

Part Time Lecturers Funding to offer pre-college reading and writing instructional support General Education 5 $ 30,000.00

New Position .5 FTE Academic Counselor General Education 4 $ 22,032.00

Line Supplement Increase .5 FTE program coordinator to 1.0 FTE General Education 3 $ 20,480.00

Travel Funds Increase in travel funds General Education 3 $ 1,000.00

Total $ 315,440.00

5 $ 271,928.00

.5 FTE Program Administrator Increase in the % FTE of the Program Administrator Global Honors 5 $ -

Course Buyouts For Global Honors faculty and Director Global Honors 5 $ 15,000.00

Director's 10th Month Salary For the Global Honors Director Global Honors 5 $ 9,217.74

Director's Stipend Permanent funding for Global Honors Director Stipend Global Honors 5 $ 5,000.00

34.

Hourly Funds Increase in funds for hourly staff Global Honors 5 $ 771.00

Travel Funds Increase in travel funds Global Honors 5 $ 1,000.00

Operations Budget Increase in operating funds Global Honors 4 $ 2,000.00

Equipment Funding for small equipment Global Honors 3 $ 200.00

Total $ 33,188.74

5 $ 30,988.74

New Position Staff person for the Helpdesk Information Technology 5 $ 45,000.00

New Position Academic technology Information Technology 5 $ 60,000.00

Operations Budget Increase in operations funds for site licenses Information Technology 4 $ 5,000.00

Student Assistant Additional student assistant funds Information Technology 4 $ 9,089.00

Equipment Increase in funds for equipment for 07-08 and 08-09 Information Technology 3 $ 10,000.00

Travel Funds Increase in travel funds for 07-08 and 08-09 Information Technology 3 $ 3,448.00

Small Equipment Replacements Replacement of data projectors - Media Svcs Information Technology 3 $ 15,000.00

Total $ 147,537.00

5 $ 105,000.00

New Position 1.0 FTE Professor, CES Program Institute of Technology 5 $ 105,000.00

Summer Salary and ADS For Associate Director (10 mo.) Institute of Technology 5 $ 17,642.00

Equipment New program equipment needs Institute of Technology 4 $ 24,000.00

New Position 1.0 FTE Professor, Information Systems Institute of Technology 4 $ 105,000.00

Start up For 3 new faculty Institute of Technology 4 $ 26,000.00

Line Supplement Lecturer Institute of Technology 3 $ 27,000.00

Travel Funds For 3 new faculty Institute of Technology 3 $ 4,500.00

Total $ 309,142.00

5 $ 122,642.00

New Position Assistant Professor, Environmental Policy

Interdisciplinary Arts and Sciences ? $ -

New Position Assistant Professor, Communications Interdisciplinary Arts and Sciences ? $ -

New Position Assistant Professor, Music Interdisciplinary Arts and Sciences ? $ -

New Position Assistant Professor, Art Interdisciplinary Arts and Sciences ? $ -

New Position Assistant Professor, International China Studies


New Position Assistant Professor, History Interdisciplinary Arts and Sciences ? $ -

New Position Assistant Professor, Non Profit Studies


New Position 1.0 FTE Academic Counselor Interdisciplinary Arts and Sciences 6 $ 44,064.00

Advertising Funds For program advertising Interdisciplinary Arts and Sciences 5 $ 4,000.00

Art Operating funds Interdisciplinary Arts and Sciences 5 $ 10,000.00

Communications Operating funds Interdisciplinary Arts and Sciences 5 $ 10,000.00

Computers For new hires Interdisciplinary Arts and Sciences 5 $ 19,200.00

35.

Faculty Buyout For 3 Associate Directors of IAS Interdisciplinary Arts and Sciences 5 $ 49,500.00

Faculty Buyout For TMIAS Director Interdisciplinary Arts and Sciences 5 $ 11,000.00

Faculty Buyout Psychology Concentration Coordinator- 1 course

Interdisciplinary Arts and Sciences 5 $ 5,500.00

Faculty Buyout Junior Faculty Research Quarter (5) Interdisciplinary Arts and Sciences 5 $ 27,500.00

hourly salaries increase Interdisciplinary Arts and Sciences 5 $ 36,000.00

Language Operating funds Interdisciplinary Arts and Sciences 5 $ 5,000.00

Line Supplement For tenure track faculty line currently occupied by 1 year lecturer

Interdisciplinary Arts and Sciences 5 $ -

New Position

Statistics: 1.0 FTE lecturer in 2007/2008 and 1.0 FTE assistant professor in 2008/2009


New Position 1.0 Office Assistant III for Science Admin


New Position .5 FTE Visual Resource Center Curator


New Position .5 FTE Art Lab Assistant Interdisciplinary Arts and Sciences 5 $ 20,000.00

New Position .5 FTE Language Lab Assistant Interdisciplinary Arts and Sciences 5 $ 20,000.00

New Position .5 FTE Communication Lab Assistant Interdisciplinary Arts and Sciences 5 $ 20,000.00

New Position .5 FTE Program Development Coordinator


New Position 07-08 approved Assistant Professor, Writing Interdisciplinary Arts and Sciences 5 $ 56,500.00

New Position 07-08 approved Full Professor, Mathematics and Math Curriculum Coordinator


Office space For new hires Interdisciplinary Arts and Sciences 5 $ -

Operations Budget Increase in operating funds Interdisciplinary Arts and Sciences 5 $ 107,265.00

Operations Budget Operating funds for new hires Interdisciplinary Arts and Sciences 5 $ 18,000.00

Opportunity Hire Funding for position that was previously paid by UWS


Start up 1 month start up salary for math and writing hires


Start up 1 month start up salary for new hires Interdisciplinary Arts and Sciences 5 $ -

Summer Salary For Writing Across the Curriculum Coordinator


Summer Salary For TMIAS Director Interdisciplinary Arts and Sciences 5 $ 7,367.00

Summer Salary 10th Month Salary for Math Curriculum Coordinator


Summer Salary and ADS (10 months) For Associate Director


Summer Salary and ADS (10 months) Vacant Associate Director Position


Summer Salary and ADS (10 months) Vacant Associate Director Position


Travel Funds Travel funds for new hires Interdisciplinary Arts and Sciences 5 $ 5,000.00

New Position 1.0 FTE Office Assistant Interdisciplinary Arts and Sciences 4 $ 36,000.00

New Position .5 FTE Recruiter Interdisciplinary Arts and Sciences 4 $ 22,032.00

New Position .5 FTE Internship Coordinator Interdisciplinary Arts and Sciences 4 $ 22,032.00

36.

Total $ 883,302.00

5 $ 803,238.00

Assistant Librarian 1.0 FTE Assistant Librarian Library 5 $ 46,000.00

Operations Budget Increase in operations funds Library 5 $ 00

Student Assistant Replenishing student assistant funding Library 5 $ 5,067.00

Support For New Staff Administrative and professional travel support for new staff Library 5 $ 2,500.00

Library Technician III 1.0 FTE Library Technician III Library 4 $ 35,220.00

Library Acquisitions An increase to the Library acquisitions budget Library 3 $ 82,678.00

Total $ 200,257.00

5 $ 82,359.00

New Position 07-08 approved Economics - ASTP Milgard School of Business 5 $ 84,000.00

New Position 07-08 approved Accounting -- TT rank open Milgard School of Business 5 $ 125,000.00

Equipment One time start up for new faculty Milgard School of Business 5 $ 8,000.00

Equipment One time start up for new staff Milgard School of Business 5 $ 8,000.00

Line Supplement Line supplement for existing faculty line

Milgard School of Business 5 $ 10,966.16

Line Supplement Line supplement for existing faculty line


New Position 1.0 FTE Academic Counselor Milgard School of Business 5 $ 40,000.00

Part Time Lecturers Increased funding for part time lecturers


Travel Funds Travel funds for permanent new faculty


New Position 1.0 FTE Office Assistant 3 Milgard School of Business 4 $ 25,000.00

Operations Budget Increase in operating funds for current faculty and staff lines


Operations Budget Increase in operating funds for new faculty and staff lines


Summer Salary Research support Milgard School of Business 4 $ 24,140.34

Summer Salary and ADS For Associate Dean (10 mo.) Milgard School of Business 4 $ 16,563.00

Total $ 447,791.84

5 $ 343,088.50

New Position 1.0 Senior Lecturer Nursing 5 $ 51,000.00

Position Supplement Combination of two lines and addition of funds Nursing 5 $ 2,397.00

Start up New faculty computer and travel Nursing 5 $ 2,000.00

Start up New faculty computer and travel Nursing 5 $ 2,000.00

New Position .5 FTE Lecturer Nursing 4 $ 24,000.00

Operations Budget Increase in operating funds Nursing 4 $ 10,000.00

37.

Total $ 91,397.00

5 $ 57,397.00

10th Month Salary For practicum coordinator Social Work 5 $ 6,090.00

New Position 1.0 full time lecturer Social Work 5 $ 50,490.00

Staff Salary .25 classified staff salary Social Work 5 $ 9,223.00

Total $ 65,803.00

5 $ 65,803.00

10th Month Salary For GIS coordinator Urban Studies 5 $ 6,242.40

Hourly Funds For GIS TAs and Urban Studies hourly staff Urban Studies 5 $ 3,500.00

Line Supplement Increase OA III to full time Urban Studies 5 $ 12,024.00

New Position Faculty to participate in lower division Urban Studies 5 $ -

New Position Adviser/Recruiter/Internship Coordinator Urban Studies 5 $ -

Operations Budget Increase in operating funds Urban Studies 5 $ 3,778.00

Travel Funds For the increased number of faculty Urban Studies 5 $ 500.00

Total $ 26,044.40

5 $ 26,044.40

Grand $ 3,308,556.98

38.

Figure 5 – Advancement Line Item Request Summary

Item Description Program/

Department Priority

Rank 2007-2008 Staff Support Hourly/Temp Limited Term Prof Staff Advancement $ 267 Hourly/Temp Student Assistants Public Information $ 1,000 Hourly/Temp New budget Advertising $ 2,500 Hourly/Temp New budget Publications $ 2,500 New Classified Staff Office Assistant Constituent Rel. 5 $ 35,220 Hourly/Temp Limited Term Prof Staff Constituent Rel. $ 267 Hourly/Temp New budget Commencement $ 2,000 New Pro Staff Development officer Development 5 $ 50,000 New Pro Staff Development officer Development 5 $ 25,360 Hourly/Temp Limited Term Prof Staff Development $ 267 Total $ 119,381 5 $ 60,580 Operating Operating Funds Budget Adjustment Advancement $ (6,543) Operating Funds Increase Operating Public Information $ 25,402 Operating Funds Terrain Publication Public Information 5 $ 30,000 Operating Funds New budget Advertising $ 9,500 Operating Funds New budget Publications $ 12,500 Operating Funds Budget Adjustment Constituent Rel. $ (6,217) Operating Funds New budget Commencement 5 $ 25,500 Operating Funds Budget Adjustment Development $ (13,839) Total $ 76,303 5 $ 55,500 Travel Travel Funds Increase Travel Public Information 5 $ 3,625 Travel Funds Budget Adjustment Constituent Rel. $ (1,025) Travel Funds New budget Commencement $ 2,000 Travel Funds Budget Adjustment Development $ (1,025) Total $ 3,575 5 $ 3,625 Equipment Computers Laptops-2; 1 MAC Public Information 3 $ 4,700 Total $ 4,700 5 - Grand $ 203,959 (a) Current budget of $95,000 reside in Enrollment Services; request represents increase. (b) Current budget of $85,000 reside in Enrollment Services; request represents an increase.

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Figure 6 - Enrollment Svcs/Institutional Research Line Item Request Summary


Department Priority

Rank 2007-2008 Staff Support

Line Supplement Increase FTE - Admin. Asst 3 Enrollment Svcs 5 $ 2,832

New Staff - Admin Office Assistant 3 Enrollment Svcs 5 $ 32,544 New Staff Office Assistant 3 Admissions 5 $ 32,544 New Staff Admissions Specialist Admissions 5 $ 40,694 New Staff Office Assistant 2 Admissions 5 $ 30,360

Line Supplement Upgrade Research Analyst Instit. Research 5 $ 12,000

Hourly/Temp Student Assistant Strategic Plng 3 $ 3,277 Hourly/Temp Hourly Staff Enrollment Svcs 3 $ 25,064 Hourly/Temp Student Assistant Admissions 3 $ 8,800 Hourly/Temp Call center staff Admissions 3 $ 32,500 Hourly/Temp Student Assistant Instit. Research 3 $ 2,000

New Prof Staff International Advisor/Counselor Enrollment Svcs 1 $ 40,000

Total $ 262,615 5 $ 138,974 Operating

Operating Funds Excelsius forecasting s'ware Strategic Plng 5 $ 8,000

Operating Funds Increase Operating Enrollment Svcs 5 $ 15,784

Operating Funds Increase for Call Center Admissions 5 $ 5,478

Operating Funds Increase for Training RAMP Instit. Research 5 $ 16,000

Total $ 45,262 5 $ 45,262 Travel

Travel funds Advisory Cmtee member Strategic Plng 5 $ 500

Travel funds Travel for recruiter/int'l adviser Enrollment Svcs 5 $ 4,400

Travel funds Increase travel funds Admissions 5 $ 7,500 Travel funds Increase travel funds Instit. Research 3 $ 3,000 Total $ 15,400 5 $ 12,400 Equipment Equipment funds Start-up for new staff Enrollment Svcs 5 $ 4,300 Equipment funds Call Center start-up Admissions 5 $ 14,920

Equipment funds Data Warehouse; computer upgrades Instit. Research 5 $ 15,750

Total $ 34,970 5 $ 34,970 Grand $ 358,247 5 $ 231,606

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Figure 7 – Student Affairs Line Item Request Summary

STUDENT AFFAIRS BUDGET REQUEST

Item Description Program/ Department Priority

Rank 2007-2008 Staff Support New Prof Staff Psychologist Student Counseling Ctr 5 $ 53,000

New Staff Accommodations Specialist Disabbility Support Svcs 5 $ 30,797

Reclass Student Affairs Coordinator Student Affairs 5 $ 2,616 Hourly/Temp Hourly staff Student Affairs 5 $ 5,250 New Prof Staff Career Counselor Career Development Ctr 5 $ 40,800 New Staff Pgm Support Supervisor II Student Life 4 $ 22,884

Career Counselor/Manager Career Development Ctr 4 $ 3,115

Hourly/Temp Hourly staff Student Life 3 $ 5,250 Total $ 163,712 5 $ 132,463 Operating Operating Funds Increase Operating Student Affairs 5 $ 1,400 Operating Funds SAFC funded telecomm Student Affairs 4 $ 1,600 Total $ 3,000 5 $ 1,400 Travel

Operating Funds Student conference fees for Advisor Student Affairs 4 $ 1,000

Operating Funds Training/conference fees Student Affairs 4 $ 1,000 Operating Funds NACA Membership Student Life 3 $ 265 Total $ 2,265 5 -Equipment Computer/printer New FTE - Psychologist Student Counseling Ctr 5 $ 1,400 Computer/printer New FTE - Accom. Spec DSS 5 $ 1,400

Computer/printer New FTE - Career Counselor Career Development Ctr 5 $ 1,400

Total $ 4,200 5 $ 4,200 Grand $ 173,177 5 $ 138,063

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Figure 8 – Administrative Services Line Item Request Summary

VICE CHANCELLOR - ADMIN. SERVICES


Department Priority

Rank 2007-2008 Staff Support Safety Officer 1.0 Campus Security Officer Safety 5 $ 40,000 Maint. Mechanic 2 1.0 - Tradesman Facilities 5 $ 43,951 Line Supplement Reorg of department Finance 5 $ 5,809 Line Supplement Increase .50 HR Sr Asst to 1.0 HR 5 $ 22,255 Line Supplement Increase .50 OA3 to 1.0 Safety 5 $ 10,000 Overtime Overtime - campus safety Safety 4 $ 5,000 Maint. Mechanic 2 1.0 - Waste Mgt./Support Svcs Facilities 4 $ 43,951 Fiscal Specialist 1 .50 - Receptionist/Data Input Facilities 4 $ 22,465 Total $ 193,431 (5) $ 82,015 Operating Operating Funds Crime Prevent Pgm costs Safety 5 $ 1,605 Operating Funds Training (RAD); add'l training Safety 5 $ 2,640 Operating Funds Increase in Operating budget Facilities 4 $ 2,696 Operating Funds New staff - Increase Operating Finance 4 $ 2,100 Operating Funds New staff - Increase Operating HR 4 $ 734 Total $ 9,775 (5) $ 4,245 Travel Travel funds Travel for new prof. staff HR 4 $ 500 Travel funds Travel for buyer Finance 4 $ 2,080 Total $ 2,580 (5) $ - Equipment Door Alarms Campus door alarm system Safety 5 $ 4,200 Safety equipment Radios, first aid supplies, etc. Safety 5 $ 6,000 Safety officer equipment Start-up equipment for officer Safety 5 $ 1,361 First Aid supplies Start-up equipment for suites Safety 5 $ 3,000 Total $ 14,561 (5) $ 14,561 Grand $ 220,347 (5) $ 100,821

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Figure 9 – Chancellor Line Item Request Summary

CHANCELLOR

Item Description Program/ Department Priority

Rank 2007-2008 Staff Support

New Staff Campus Events Coordinator (.75)

Campus Events-Assembly Hall $ 24,000

New Staff Office Assistant (.75) Chancellor's Office Support $ 24,000 Total $ 48,000 5 $ 48,000 Operating None Total $ - 5 $ - Travel None Total $ - 5 $ - Equipment None Total $ - 5 $ - Grand $ 48,000 5 $ 48,000

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Figure 10 - Total FTE Enrollments by Academic Term

University of Washington Tacoma

Academic Year Autumn Spring Winter Average (3 QTR)1999-2000 1079.9 1030.2 1080.3 1063.472000-2001 1260.7 1256.6 1281.1 1266.132001-2002 1554.9 1554.4 1567 1558.772002-2003 1714.1 1609.2 1677 1666.772003-2004 1605.8 1518.9 1620.8 1581.832004-2005 1694.6 1566.5 1643 1634.702005-2006 1753.7 1581.9 1687.2 1674.272006-2007 1860.4 1813.1 1692.9 1788.8

University of Washington Tacoma Actual and Target FTE: 1998-2006

Academic Year Actual Target Actual Target Actual Target Term Autumn Autumn Winter Winter Spring Spring

1998-1999 948.3 962 965.4 974 941.1 9601999-2000 1079.9 1093 1080.3 1093 1030.2 1186.642000-2001 1260.7 1286 1281.1 1310.8 1256.6 1320.22001-2002 1554.9 1330 1567 1330 1554.4 13302002-2003 1714.1 1484 1677 1484 1609.2 14842003-2004 1605.8 1494 1620.8 1494 1518.9 14942004-2005 1694.6 1524 1643 1524 1566.5 15242005-2006 1753.7 1644 1687.2 1644 1581.9 16442006-2007 1860.4 1869 1813.1 1869 1788.8 1869

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Figure 11 – Policy on Summary Quarter Courses and Faculty Appointments

45.

Figure 12 - Information Technology Budget Submission 2007-09

Summary

2007-08 2008-09 Remarks

Campus Infrastructure

Fiber, Utilidor, MDF/IDF for the Artist Loft

• Replace T-1 lines with Fiber to Longshoremen’s Hall and Carlton Building

• Install fiber, MDF/IDF for Assembly Hall

Capital Project Funding

Campus Software Licenses

Software licenses will go up between 10 and 25% annually, due to inflation and FTE growth

($5,000*) 1

Software licenses will go up between 10 and 25% annually, due to inflation and FTE growth ($5K + $6K = $11,000* in 2008-09, accumulative Year 1 and 2)

Computer Renewal • Need to replace 100 PC, Mac and laptops ($75,000, minimum $30,000*)2

• Data backup system

($33,500*) 3

File server 1 ($5,450*) 4

• Need to replace up to 100 PC, Mac and laptops ($75,000, minimum $50,000*)

• Network storage ($6,700*)5

• Firewall ($12,000*)6 File server 2 ($6,905*)7

On-going, replace all computers older than 4 years

Classroom Technology Renewal

Need to upgrade three classrooms ($21,000, minimum $9,000*)8

Need to upgrade three classrooms ($21,000, minimum $9,000*)

On-going, replace all projectors older than 6 years

New Initiatives and New Programs

• TurnItIn subscription

($3,500*) 9

• One Collaborative Learning Classroom

($30,000) 10

• Online Exam Software

($2,117) 11

• TurnItIn subscription ($3,700*)

• One more Collaborative Learning Classroom ($32,800)

• Online Exam Software ($2,350)

New Building Facilities

Equipment for the Artist Loft

Equipment for the Assembly Hall

Capital Project Funding

Disaster Recovery Business Continuity

Mirror UW Tacoma Web

Site ($1,950) 12 • Mirror UW Tacoma

Web Site ($1,950) and ship backup data to

46.

Spokane weekly ($1,800) Programmatic/ Departmental Needs

• GIS Classroom ($20,000*)13

• Advancement Mac • Science Labs

• Education Mac Lab • Broadcast Studio • Smart Conference

Room ($15,000)14

Submitted by IT and/or individual units

*Top Priorities15 $106,450 $100,305 TOTAL $197,517 $190,205

Note: $99,999 Highlight indicates item recommended for funding,

1 The cost of software site licenses has gone up every year by 10 to 15%. With the growing FTE, we also have to pay for some of software licenses. IT is asking for a small increase in the Departmental Budget Submission. 2 IT has been allocated a total of $66,000 to replace campus computers on a four-year cycle, but more money is actually needed for the computer replacement. IT recommends that $30,000 of the first year (07-08) be used to replace office and classrooms and $20,000 to replace some of the GIS classroom computers. The balance should be used for other replacement items such as classroom equipment. 3 IT has been backing up all the network data (i.e. S and H drive, Blackboard) of all data stored and used by UW Tacoma faculty, staff and students. The current tape backup system has been in use for almost seven years and is out of warranty. Currently, we have a grand total of nine tape drives, including five from Bothell Campus, when they upgrade their backup system. Among the nine tape drives, only three drives are functioning. Even these drives will be worn out and become obsolete in the next year or two. The replacement cost for each of the tape drive is $8,000. IT must replace the current system with a new one immediately. IT has found a relatively low cost solution that will keep the campus network backup going. The estimate for is $33,500 for 07/09. If we do not purchase this new system, it will cost just as much to replace the individual tape drives. 4 Several of the UW Tacoma File Servers are old and out of warranty. The file server IT must replace in 2007-08 includes all the data in share drive data, plus GIS and other academic data. 5 Our FTE is growing every year and so are the number of faculty and staff. The average size of the institutional and instructional data files is much larger than before. Each and every employee is depending on the network storage. IT has increased the individual storage from 1 Gb to 3 Gb in this past year. Hence, we must expand the network storage capacity. 6 The current firewall devise used for IT security is out of warranty and is a discontinued product. The vendor will no longer produce new firmware updates. We cannot purchase an additional maintenance contract with the vendor. All repairs, when needed, would be billed by time and material (e.g. $150 per hour, plus travel time and air freight spare parts to our campus). 7 Several of the UW Tacoma File Servers are old and out of warranty. The file server IT must replace in 2008-09 includes all the data in the home directory (i.e. H drive) for all UWT employees. 8 The majority of our classrooms are older than seven years. The Phase 2A classrooms in Science and Keystone are five years old. The newest classrooms completed in Phase 2B three years ago are in Cherry Parkes and Mattress Factory. We must start replacing and upgrading classroom equipment in the Academic Building and Dougan. IT would like to have funding to upgrade three classrooms annually. 9 The Budget Committee has allocated funding in December 2006 for UW Tacoma faculty to use TurnItIn. IT is currently implementing this initiative. It started with Diane Kinder and a group of faculty discussing academic integrity issues. The group evaluated several plagiarism prevention software products. It is recommended from this group of faculty to subscribe to the Plagiarism Prevention Module of the TurnItIn software. The annual license fee of this module is $3,500 in 2007-08 and is projected to be $3,700 in 2008-09.

47.

10 Several Freshmen Core instructors have urged IT to renovate additional collaborative learning classrooms. Through the Founders Endowment Grant, IT converted CP-105 to be our first collaborative learning classroom with portable tables and nine computers with wireless keyboard/mouse, as well as two data projectors to encourage team works among students and flexible teaching methodologies. In view of the heavy demands for using this classroom in Fall Quarter 06 and Winter Quarter 07, IT is requesting funding to set up two more Collaborative Learning Classrooms. These classrooms will be available through Room Scheduling. IT recommends that CP-106 and CP-108 be converted from conventional classrooms to collaborative learning classrooms. 11 IT has helped several instructors with their special requirements for online examinations. Since the requirements are to not connecting to the Internet and the network drives, IT has to put lots of extra efforts to turn a computer classroom into a secured and isolated test environment and turn it back when the online examination is finished. IT request for the Respondus LockDown Browser software license that would help us to achieve the test environment easily. The annual license fee of this module is $2,117 in 2007-08 and $2,350 in 2008-09. 12 Every university must formulate a plan to deal with disaster recovery and business continuity, should there be any major disaster (e.g. Katrina to New Orleans). IT studied and estimated three levels of measures as follows: (1) Mirror UWTacoma web server with 25 Gb storage. The mirror server would be a nightly FTP of the duplicate data. In

case of disaster, we will still be able to update our web pages everyday to make new announcements (much like the snow storm happened in late November). The cost will be $150 setup fee and $150 monthly charge. ($150 setup and then $1,800 per year).

(2) Pickup and store of backup tapes (up to 14 tapes per week) in Spokane for $1,800 per year. (3) Co-location of 25 servers and up to 1 Tera bite of data to SAN in Seattle $1,000 per month. IT understands all three levels are expensive with low return of investment unless any disasters should occur. IT recommends the implementation of the first level (mirror web site) in 2007-08 and second level in 2008-09, respectively. IT has been using a low cost off campus storage solution to ship backup tapes to Bellevue for the past five years. 13 IT has discussed with Urban Studies to upgrade one of the Science classrooms for GIS applications. IT, along with Urban Studies, is requesting funding to upgrade SCI-109 (with 20 GIS workstations and 20 regular PC with the same CPU to maintain compatibility). 14 IT has been asked by some faculty in the Education Program to upgrade Conference Room WCG-322 to a SMART Conference Room. The scheduling of conference room are frequently for Education, Social Work and other programs/ departments in WCG. 15 The requests marked “*” are all top priorities.

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