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MINUTES OF THE REGULAR MEETING
of the
BOARD OF REGENTS OF THE UNIVERSITY OF WISCONSIN
SYSTEM
Madison, Wisconsin
Held in room 1820 Van Hise Hall
Friday August 23, 1996
8:00 a.m.
- President Grebe presiding -
PRESENT: Regents Barry, Benson, Boyle, Brandes, Brown,
DeBraska, DeSimone, Grebe, Hempel, James,
Krutsch, Lubar, MacNeil, Orr, Randall, Smith,
and Steil
ABSENT: None
APPROVAL OF MINUTES
Upon motion by Regent MacNeil, seconded by Regent
Hempel, minutes of the meeting of the Board of Regents
held on June 7, 1996, were unanimously approved as
distributed.
- - -
The Reports of the Presidents of the Board and of the
UW System followed the above portion of the meeting.
- - -
REPORT OF THE EXECUTIVE COMMITTEE
Minutes of the July 1, 1996 meeting of the
Executive Committee had been distributed to the Board,
and were unanimously approved on a motion by Regent
Randall, seconded by Regent Lubar.
- - -
The reports which follow the Regular action of the
Board of Regents include:
Report of the Business and Finance Committee
Report of the Physical Planning and Development
Committee
Following the conclusion of the Report of the Physical
Planning and Development Committee, the meeting was
adjourned at 10:00 a.m.
The minutes of the July 1, 1996 Meeting of the
Executive Committee follow:
BOARD OF REGENTS OF THE UNIVERSITY OF WISCONSIN
SYSTEM
EXECUTIVE COMMITTEE
Minutes of the Meeting
July 1, 1996
4:00 p.m.
Held by telephone conference
Executive Committee participants: Regent President
Grebe, Regent Vice President Lubar, Regent Krutsch,
Regent Hempel, Regent Steil
Other Participants: Regent Barry, Regent Boyle, Regent
Brown, Regent DeBraska, Regent James, Regent Randall,
President Lyall, Senior Vice President Ward, UW-Madison
Vice Chancellor Torphy, Secretary Temby
Upon motion by Regent Hempel, seconded by Regent
Steil, the following resolution was adopted unanimously:
Resolution 7247: That, upon recommendation of the
Chancellor of the University of Wisconsin
Madison and the President of the
University of Wisconsin System and
pursuant to section 36.09(1)(gm)(3.),
Wis. Stats., the Board of Regents
approves changing the name of the School
of Family Resources and Consumer Science
to the School of Human Ecology.
It was moved by Regent Lubar, seconded by Regent
Hempel, and unanimously carried that the following
resolution be adopted:
Resolution 7248: That, upon recommendation of the
Chancellor of the University of Wisconsin
Madison and the President of the
University of Wisconsin System, the
Chancellor be authorized to recruit for
an Associate Professor or Professor,
Department of Preventive Medicine,
Medical School, UW-
Madison (at a salary that may exceed the
Salary Group Six maximum).
Upon motion by Regent James and seconded, the
following resolution was adopted unanimously:
Resolution 7249: That, upon recommendation of the
Chancellor of the University of
WisconsinWhitewater and the President of
the University of Wisconsin System, the
Chancellor be authorized to recruit for
a Dean, College of Arts and
Communication.
-2
The following resolution was adopted unanimously,
upon motion by Regent Steil, seconded by Regent
Hempel:
Resolution 7250: That, upon recommendation of the
Chancellor of the University of Wisconsin-La Crosse
and the President of the University of Wisconsin
System, the Chancellor be authorized to recruit for a
Provost/Vice Chancellor for Academic Affairs.
At 4:10 p.m., it was moved by Regent Lubar that
the Executive Committee recess into closed session,
as permitted by s.19.85(1)(c), Wis. Stats., for
action on appointment of a Chancellor, UW-
Platteville. The motion was adopted on a roll-call
vote, with Regents Barry, Boyle, Brown, DeBraska,
Grebe, Hempel, James, Krutsch, Lubar, Randall, and
Steil voting in the affirmative. There were no
dissenting votes and no abstentions.
The Committee arose from closed session at 4:35
p.m., at which time the meeting was adjourned.
Announcement was made of the following action taken
in closed session.
Resolution 7251: That David J. Markee be appointed
Chancellor of the University of Wisconsin-Platteville
effective August 1996, at an annual salary of
$105,000.
[SIGNATURE]
Judith A.
Temby
Secretary
July 19, 1996
Report Of The President Of The Board Of Regents Of The
University Of Wisconsin System, August 23, 1996
This report was preceded by items found in the “Regular
Actions of the Board of Regents” subdocument.
- - -
Welcome to New Regents
Patrick Boyle
Regent President Grebe began his report by welcoming two
new regents to the Board. He introduced Regent Patrick Boyle,
who received a Bachelor’s degree from UW-Platteville and
Master’s and Ph.D. degrees from UW-Madison; he later served as
the Chancellor of UW-Extension for 10 years (1983 to 1993).
Thanking the Board and System Administration staff for the
warm welcome he had received, Regent Boyle also took this
opportunity to thank Governor Thompson for nominating him for
this “very important role.” He added that he has “great
respect” for the Board of Regents, which he believes performs
an essential function for higher education as they represent
the people of the State in making major policy decisions.
*
JoAnne Brandes
Regent Grebe then introduced Regent JoAnne Brandes, a
graduate of UW-Eau Claire who holds a law degree from
Willamette University College of Law; she is the Vice
President for Corporate Communications Worldwide with S.C.
Johnson & Son in Racine. Observing that it was “nice to be
involved in a System which you’ve been committed to for so
long,” she commented that this appointment was “like coming
home.” She was involved in the United Council at the time of
the merger of the UW System and has visited every campus in
the System, and is looking forward to serving on the Board,
which will be, for her, particularly meaningful given her
background in participating in the study of shared governance.
-
Regent Standing Committee Assignments
Regent Grebe noted that the next item on the agenda
regarded restructuring the standing committees of the Board,
and that final committee assignments had not been determined
pending restructuring and Regent assignment requests.
-
Amendment of Board of Regents Bylaws pertaining to
committee structure
Regent Grebe introduced Resolution 7252, which was moved
by Regent Krutsch, seconded by Regent Steil, and was
unanimously approved by the Board.
Resolution 7152: That Chapter III,
Sections 1.c., 1.d, 3 and 4, and Chapter V,
Section 3, of the Bylaws of the Board of
Regents be amended as set forth in the
attached document.
(See Exhibit A.)
-
Report on Educational Communications Board meeting of
June 14 and August 9, 1996
Noting that reports of the June 14 and August 9 meetings
of the Educational Communications Board had been distributed,
Regent Grebe asked Senior Vice President Sanders to respond
questions concerning those reports. He added that Regent Pat
Boyle had been appointed to serve as a member of that Board.
-
Report of the Regent member of the Wisconsin Technical
College System Board meeting of June 17, 1996
Regent Grebe invited Regent Barry to comment on his
report of the Wisconsin Technical College System Board meeting
of June 17, 1996. Calling attention to the WTCS Board’s
request for biennial budget that includes a 4.5% increase in
each year of the biennium and previous action of that Board
that approved a 6.5% tuition increase, Regent Barry explained
that these requests follow several years of low requests and
added that this system is supported by property taxes, which
may also be reflected in the request. Regent MacNeil added
that Ed Chin had been appointed as the new director for the
system.
- - -
The reports which follow the Regular action of the Board of
Regents
include:
Report of the President of the System
Report of the Business and Finance Committee
(1997-99 Biennial Operating Budget Request)
Report of the Physical Planning and Development Committee
(1997-99 Biennial Capital Budget Request)
At the conclusion of the Report of the Physical Planning and
Development
Committee, the meeting adjourned at 10:00 a.m.
Report Of The President Of The University Of Wisconsin System,
August 23, 1996
This report was preceded by items found in the “Regular
Actions of the Board of Regents” and “Report of the President
of the Board of Regents” subdocuments.
- - -
REPORT OF THE PRESIDENT OF THE SYSTEM
Greetings to the New Regents and Chancellors
President Lyall began her report by offering her
congratulations to and welcoming the new Regents; she added
that three new chancellors were attending the meeting as well,
introducing Chancellors Julius Erlenbach (UW-Superior), David
Markee (UW-Platteville) and Thomas George (UW-Stevens Point).
-
Introduction to the UW System
President Lyall noted that the annual Introduction to the
University of Wisconsin System had been distributed,
explaining that this publication helps the UW System
communicate with high school students and their parents about
UW System institutions and the opportunities they offer for
students all across the state. Calling it a “concise
compendium of information,” she listed a variety of details
Introduction contains: admission requirements for each
institution, statistical profiles of campuses and their
student bodies, information about locating and applying for
financial aid, and tips on paying for college. She added
that, in addition to the full color photos and modern design
of the document -- a significant advance over the black and
white, newsprint first edition of 1971, the greatest signal of
the current day is that the 1996-97 edition contains World
Wide Web and E-mail addresses for resources and campuses.
-
Change in WSJ Coverage
President Lyall concluded her remarks by welcoming
Jennifer Galloway of the Wisconsin State Journal, who will be
replacing Phil McDade, the reporter who covered the university
for several years.
- - -
The reports which follow this report include:
Report of the Business and Finance Committee
(1997-99 Biennial Operating Budget Request)
Report of the Physical Planning and Development Committee
(1997-99 Biennial Capital Budget Request)
At the conclusion of the Report of the Physical Planning and
Development
Committee, the meeting adjourned at 10:00 a.m.
Report of the Business and Finance Committee (1997-99
Biennial Operating Budget Request), August 23, 1996
This report was preceded by items found in the “Regular
Actions of the Board of Regents” and the Reports of the
President of the Board of Regents and of the President of
the UW System subdocuments.
- - -
1997-99 BIENNIAL OPERATING BUDGET REQUEST
Regent Grebe asked President Lyall to introduce the
199799 Biennial Operating Budget Request. She began by
explaining that the budget is “Student-Oriented,” retaining
the highest priority for the UW System, the teaching of
students, striving to meet their needs by investing in
today's technology, and by improving advising and career
planning services. Since most of the tools sought for this
initiative already exist, she added that “it's time we put
those tools in the hands of the people who need them.” The
result will be students and faculty who are “undaunted” by
computers, who use the Internet as easily as others use
library cards, and who will see the classroom to be bounded
only by the imagination.
President Lyall observed that this budget request comes
at a critical moment in the history of the state and the UW
System; fortunately, she noted, the request is being made at
a time when Wisconsin's economy is robust, unemployment is
low, personal income is increasing, and annual growth in tax
revenue exceeds 5%. In light of these factors, and while
recognizing that the state must also maintain its commitment
to provide two-thirds of the cost of school aids and will
face other important demands, she called the request for a
3% budget increase over two years is “both urgent and
reasonable.” Noting that both the state and public higher
education would be celebrating their sesquicentennial
anniversaries, she observed that the successful partnership
between the state and its university system during those 150
years has helped “make Wisconsin what it is today.”
The state and university share a common purpose: “to
change and improve the lives of everyone they serve,
wherever they happen to be, throughout Wisconsin.” The
proposed budget re-emphasizes that partnership, seeking to
enhance already strong academic programs while preserving
access to UW System institutions at affordable tuition
levels. To effect this, new technologies will be used in
traditional classrooms as well as in distance education
programs; Wisconsin will be a national leader in the
effective use of technology, both on the UW System campuses
and in "seamless" partnerships with K12 schools across the
state. (President Lyall noted that this budgetary goal is
derived from recommendations of the Board of Regents' Study
of the UW System in the 21st Century.) She added, however,
that the UW System will end the current biennium with a
permanent reduction of $33 million in state support, as well
as 527 fewer faculty and staff; she stressed that it is
“essential that the state fund costs-to-continue and, as its
share of this partnership, also maintain our base, fund
these modest new initiatives, and provide a market-based pay
plan for faculty and staff.”
On behalf of the UW System, President Lyall pledged
that it will serve more students and serve them better. In
this budget, targeted investments will help students plan
their academic programs and careers more efficiently,
stretch the
reach and effectiveness of the remaining faculty and staff,
and knit the UW System more closely to the K-12 schools and
the public libraries. This budget requests a renewal of the
partnership with the state to help students learn in new and
different ways, enable them to complete their studies
promptly, maintain the integrity of a college degree, and
ensure the affordability of college opportunity; it also
preserves access to the UW System for 4,000 additional
qualified students who will be seeking admission, provided
the state fully funds costs-to-continue and offers a
compensation package that is competitive with peer
institutions. President Lyall added that additional state
dollars will not be sought to fund access for these
students; rather, they will be accommodated through
productivity increases and base reallocations.
Summarizing other aspects of this budget proposal,
President Lyall noted that it proposes modest increases (3%
over the biennium) in GPR funding for new initiatives,
applies available new learning technologies to update and
improve the quality of educational programs, and continues
administrative streamlining. (Observing that the UW System
is the low-cost provider of quality higher education among
its peers, spending 20% less per undergraduate on
instruction-related expenses, and 33% less per student on
administration, compared to the national average, she
concluded that this budget request will continue this
efficiency.) The budget request contains six major
initiatives which, in the spirit of partnership, requested
GPR increases with base reallocations and private sector
contributions. These initiatives range from investments in
technology, advising and program improvement to maintaining
the commitment to diversity, student aid and affordability.
President Lyall highlighted the following:
1. Instructional technology and distance education: $31.7
million in GPR/fees is requested for these purposes and for
a new Regents' Incentive Fund. Institutions will also
contribute an annual matching base investment of $6 million.
Observing that these efforts are already under way,
President Lyall stated that these investments will provide
access to the university and its resources wherever there is
a fiber optic connection or satellite downlink, in homes, K-
12 schools, libraries and workplaces throughout Wisconsin.
However, she added that while significant advances have been
made, thanks to a special student fee assessed for this
purpose, students should not be expected to pay the entire
bill for this essential infrastructure. The instructional
technology/distance education request seeks support for new
curricula, upgraded campus computer networks, site support
for distance education, a World Wide Web-based Student
Information System to serve the needs of current and
prospective students, and asks for funding to place all of
UW System campuses on the state's new fiber
telecommunications network for voice, video and data
traffic. Achieving this goal will require an investment in
infrastructure, equipment and training, all of which will
help prepare students for the high-tech workplace they will
encounter when they graduate.
2. Extending the UW System’s assets to the K-12 system:
The proposed budget initiatives respond to Governor
Thompson's challenge to extend the university's assets
statewide through instructional technology, K-12 access to
library materials, online admissions applications, and
computer-assisted distance education. President Lyall noted
that improvements in instructional technology (including
ensuring faculty and staff access to current technology)
will bring teaching techniques in line with a generation of
students accustomed to computers and their new learning
styles.
3. Improving advising and career planning: $4 million in
GPR and fees are being sought to add advisers and to update
the training of existing advisers in order to expand pre
college advising, improve general education and transfer
advising, and start career advising with freshmen and
sophomores. These improvements will help implement four-year
graduation contracts and a reduction in average credits-to
degree while also lowering students’ costs and maximizing
their academic and career success. Students, who
contributed to this initiative by demanding better advising
through their participation in the Board of Regents Study of
the UW System in the 21st Century, are being asked to help
identify "best practices" that can be applied throughout the
UW System.
4. Increasing the number of graduates from Physical and
Occupational Therapy Programs: $2.25 million in GPR and
fees is being sought to increase the number of graduates
from our physical therapy and occupational therapy programs
at UW-La Crosse and UW-Milwaukee; this will help meet an
identified statewide shortage of these skills that are
needed in order to help injured workers return to work
sooner and help the growing number of elderly citizens
remain self-sufficient longer.
5. Diversity: This budget continues the UW System’s
commitment to diversity by seeking $2.15 million in state
funding for the Lawton Undergraduate Minority Retention
Grant program and the Advanced Opportunity Program. These
funds would cover tuition increases and enable new awards,
thus reducing the financial aid burden for minority and
disadvantaged students. A separate request seeks $450,000
to provide minority and disadvantaged youth with a year-
round follow-up to existing pre-college programs that are
now offered in the summer at all UW System campuses.
Maintaining advising and other contacts with these students
throughout the school year will enhance their chances for
college entrance and success.
6. Student Aid and Maintaining Affordability: Finally, a
separate resolution urges increases in GPR-funded financial
aid that match tuition increases and reflect the growing
number of aid-eligible students. President Lyall noted that
federal support for student financial aid is uncertain while
the increasing student reliance on loans makes this request
both timely and imperative. In addition, preserving
affordability was a goal defined in the Board of Regents
Study of the UW System in the 21st Century; this budget
proposes a state investment that keeps tuition increases
moderate and resident UW System tuition among the lowest in
the country.
President Lyall noted that, using the traditional 65/35%
funding formula for state and student contributions, the
current budget initiatives would increase tuition by an
average of about 3.2% each year, exclusive of compensation.
The tuition share of any increase in compensation will add
roughly 0.7% for every 1.0% increase in compensation. (The
compensation request will be presented to the Board of
Regents in November, for submission to the Secretary of
Employment Relations.) The anticipated increase for faculty
and academic staff is somewhat above the overall state pay
plan, since the 1995-97 increases of 1% and 2% were well
below the market. Turning to the costs-to-continue portion of
the budget, President Lyall explained that it is based on DOA
instructions
and covers full funding of the current pay plan and benefits.
Overall, this budget seeks an average, annual, GPR increase
of 2.1%, which is well below the 5% projected increase in
state revenues; of the total proposed increase, it is
important to note that only 17% would come from State Tax
funds. Tuition and fees provide 16%, while two thirds of the
total requests would be raised or earned in non-tax dollars
by the UW System institutions.
This budget addresses more than money, President Lyall
added, since it includes recommendations for a number of
changes in statutory language that would increase the
management flexibility of the UW System and enable it to move
more quickly in making changes that better serve the needs of
the state. Currently, the UW System has the lowest
administrative costs among its peers while it has one of the
highest levels of state regulation and reporting
requirements. Noting that most comparable institutions can
spend tuition dollars as they are earned without further
appropriation; most operate their own unclassified personnel
systems; most lack separate constraints on continuing
education revenues and positions, and that no other
institution in the Big Ten has position control, she argued
that these are examples of 20th century management tools that
need to change as the system enters the 21st Century.
Furthermore, the UW System has cut its already low
administrative costs significantly during the current
biennium; changes in statutory language would do much to help
manage the impact of those cuts, and position the UW System
to adopt "best practices" from around the nation while
maintaining accountability for outcomes and results.
President Lyall concluded that a budget represents decisions
made about the choices and directions, and that this budget
was determined “within the limits of what is possible,
desirable and prudent,” in order to invest in technology,
focus on instruction, enhance the success of students and
society, maintain access and affordability, and seek the
management flexibility that will help make all the rest
possible. These choices, President Lyall stated are good for
the students, good for the institutions, and good for the
state.
Regent President Grebe reminded the board that it had
had significant involvement in shaping this budget. He
believes that this budget reflects recommendations of the
Board of Regents Study of the UW System in the 21st Century,
noting, in particular, that it reflects the Board’s sense of
the need to reconfirm the commitment to the 150 year old
partnership between the State and its public university
system and calls upon the State to recommit to that
partnership, in part, through a significant investment in
infrastructure and the improvement of technology. This
budget also focuses on essential items, such as the
investment in technology, commitment to improving advising
for students, and the need for significantly greater
management flexibility. Regent Grebe expressed his belief
that the requested increase is reasonable, modest and
urgently needed to permit the system to move ahead and meet
the needs of a greater number of Wisconsin high school
students who are earning the right to college opportunity.
Regent Grebe then called on Regent Hempel, Chair of the
Business and Finance Committee, who expressed her strong
support for these budget requests. This budget, she noted,
acknowledges the importance of technology to the future of
the UW System. She also expressed her belief that, the
parents of most of the students that the system will see over
the next few years would prefer to pay for the enhanced
benefit of knowing how technology will help them meet the
21st Century than for making up for a state budget cut.
Calling this budget “creative and effective,” Regent Hempel
praised the way it addresses issues raised in the Board of
Regents Study of the UW System in the 21st Century, including
efficiency, access and distance education, and moved the
adoption of Resolution 7253. Her motion was seconded by
Regent Steil, and was unanimously adopted following
discussion in which regents expressed support for the overall
budget, as well as for particular aspects of it.
1997-99 UW SYSTEM BIENNIAL OPERATING BUDGET REQUEST
Resolution 7253: In compliance
with directives issued by the State
Department of Administration and upon
recommendation of the President of the
University of Wisconsin System,
the biennial operating
budget increase request (over a total all
funds base of $2,492.9 million) for new
Initiatives, Cost-to-Continue, and other
Program Revenue funded items be approved
for submission to the Governor, Department
of Administration, and the Legislature:
Average Annual
Budget Category Biennial Increase
Amount
GPR $54,465,700 2.1%
Academic $51,886,900 4.2%
Fees/Tuition
Subtotal GPR/Fees $106,352,600 2.7%
Other Program $206,928,400 4.6%
Revenue
TOTAL BIENNIAL $313,281,000 3.7%
INCREASE
Regent Lubar called this a “very fiscally
responsible budget” which was also “ambitious,” containing
the innovative aspects of management flexibility, revenue
bonding and concern for student financial aid; “anything
less,” he suggested, “would really be depriving the State of
a large part its future.” Regent Smith was impressed by the
attention paid to improving advising, noting that the
implications of these changes are great, particularly as
programs to reduce creditsto-degree and offer opportunities
for four-year graduation agreements are brought forward,
since these are driven by proper advising. Regent Boyle
asked whether the budget request will satisfy the needs for
improvements in instructional technology; President Lyall
responded that this request will help the System arrive at a
point where it can begin to use faculty resources with
maximum effectiveness across the System, as it has been
designed to help faculty be more productive by using those
resources more broadly between campuses, from the campuses to
K-12 system, and throughout the state. Regent Krutsch also
praised the fiscal responsibility and focus of this budget,
stressing the importance of management flexibility and of
increasing the rate of graduation within four years as a way
to increase access and affordability for all students.
Regent Orr reminded his colleagues that the instructional
technology initiative proposed in the last biennium was
deleted in the Legislative process, which he believes
inhibited the UW System’s ability to effectively utilize its
limited resources; he also reminded the Board that it had
heard testimony from knowledgeable professionals on
instructional technology regarding its potential, as well as
from citizens who understand that it has great potential and
who want the UW System to employ it. “If this initiative is
approved through the Legislative process,” he concluded, “it
will enable a very talented faculty to provide even more
effective education for our students and will enable us to
employ limited resources much more effectively.” Adding that
the Board should commit itself to furthering this budget,
Regent Barry noted that it should also support the
compensation plan which will be introduced in November, so
that salaries can “keep pace” and not fall behind. Regent
Benson concluded this discussion by expressing his
appreciation, on behalf of the K-12 system, for the budget
initiatives that improve the relationship between the UW and
K12 systems, and reiterated the fact that students who enter
the UW System do, indeed, earn their places there.
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Regent Hempel introduced Resolution 7254, which was
seconded by Regent Lubar. Prior to voting on this
resolution, Regent Krutsch inquired whether financial aid
increases should keep up with increases in the full cost of
college attendance, which often was less than tuition
increases on a percentage basis. President Lyall noted the
Board policy which states that “financial aid should increase
at a rate no less than that of tuition while staying
commensurate with increased student budget needs”; thus, if
student costs rise faster than tuition, increases in
financial aid would be sought at a rate higher than tuition.
Resolution 7254 was then voted on and was unanimously
adopted.
1997-99 UW SYSTEM BIENNIAL OPERATING BUDGET SUPPORT FOR
FINANCIAL AID
Resolution 7254: The Board of
Regents reaffirms current Board policy that
“GPR financial aid and graduate assistant
support should increase at a rate no less
than that of tuition while staying
commensurate with the increased student
budget needs of students attending the UW
System. In addition, support should also
reflect increases in the number of aid
eligible students” in recognition of the
important role financial aid plays in
keeping college affordable for Wisconsin
students and families and encourages the
Governor and Legislature to adequately fund
state-supported financial aid programs.
In addition to increasing
funds in UW System minority and
disadvantaged student grant programs, it is
also recommended that the Governor and
Legislature increase the Wisconsin Higher
Education Grant (WHEG) program
(administered by the Higher Education Aids
Board) by the proposed percentage increases
in 1997-99 tuition. Similarly, we
encourage the Governor and Legislature to
consider increasing program funds to
reflect 1995-97 tuition increases since the
program did not receive additional funding
in that budget to be used to fund
additional students and/or increase the
amount of awards.
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Presentation on Student Information System
Senior Vice President Ward was asked to introduce the
presentation on the Student Information System which will be
launched this fall. He noted that it demonstrates the
application of some of the technology principals just
approved in the budget, of which one of the most important is
the student information system (SIS), which will soon provide
access to information and services available to current and
future students via the Internet. Dr. Ward stressed three
points about SIS: first, it provides a flexible, expandable
platform for cooperation and partnership with K-12 schools,
providing information to help guidance counselors give
consistent and current advice to K-12 students as well as
give UW System institutions an opportunity to begin its
advising process to help prepare future students for success
in the university; second, SIS responds to Governor
Thompson’s challenge to the UW to use technology
to link its campuses and create a system which offers
citizens a wide range of services and educational
opportunities, including electronic application; finally, SIS
captures the energy and advantages of the state wide UW
System of higher education, beginning with the cooperative
partnership between UW-Extension and UW System Administration
and extending to all of the campuses. Using this state-wide
information and service network, students will be able to
view and contact every UW institution in the state.
Larry Rubin (System Administration) and Kris McGrew (UW
Extension) then provided an overview and demonstration of
SIS, highlighting a number of services offered. Among these
are hypertext links to all UW System institution homepages,
as well as to information on Admission to the UW System,
paying (and saving) for College, the Transfer Information
System, as well as an on-line application form. SIS also
offers students assistance in selecting which UW System
institution best meets their needs, provides them with
information on majors offered, helps them learn about and
gain access to pre-college opportunities, and facilitates
planning for college and making career choices. Many
elements are interactive, allowing students, parents, and
counselors to seek answers to their particular questions;
where necessary, e-mail addresses are provided for individual
advising and response forms are supplied for ordering
additional materials. Among the benefits offered to parents,
students and counselors by this “one-stop-shop” of
information is access to timely, current information; in
addition, SIS offers greater access to a broad spectrum of
students, including distance learners,
multicultural students, pre-college students, and adult or
nontraditional students. UW System institutions will also
benefit from increased exposure to prospective students and
the enhanced partnership with both K-12 and WTCS colleagues
through this “efficient and professional method” of
integrating information for students.
Report of the Physical Planning and Development Committee
(1997-99 Biennial Capital Budget Request), August 23, 1996
This report was preceded by items found in the “Regular
Actions of the Board of Regents,” the Reports of the President
of the Board of Regents and of the President of the UW System,
and the Report of the Business and Finance Committee (1997-99
Biennial Operating Budget Request) subdocuments.
- - -
1997-99 BIENNIAL CAPITAL BUDGET REQUEST
Regent Barry, Chair of the Physical Planning and
Development Committee, presented the Resolutions forming the
1997-99 Biennial Capital Budget Request. In his overview, he
reminded the Board that, a year ago, they had established
specific criteria for ranking projects for the 1997-99
biennium. Those criteria focused on better use of existing
space, rehabilitation, safety improvements, code improvements
as a priority over new space, and on integrating the capital
budget with academic needs. Special emphasis was given to
projects which support the Regents’ goals for improved
instructional technology. He stated that this budget
addresses this issue, and added that it will be a “challenging
task” to address the needs of the approximately 1,800
classrooms throughout the UW System, many of which lack the
technological assets of a reasonably modern high school
classroom. Adding his consideration that, in addition to
being “prudent and responsible,” this budget is also
“forthright,” Regent Barry reiterated his belief that it
expressed the need for the partners in the shared
responsibility for the UW System “to recommit.” Noting that
this budget was developed with the Department of
Administration and that it has been discussed with Secretary
Klauser, he expressed his belief that there has been a
developing partnership in the discussion of this budget and in
its forthright nature.
Raising the subject of its connections with the Board of
Regents Study of the UW System in the 21st Century, Regent
Barry said that this budget reflects the study’s conclusion
that improvements in the efficiency of the system and the
development of cost effective measures to preserve and enhance
the quality of our educational experience are necessary, and
that there is an “over-arching need” for the system to have
flexibility in effecting and implementing capital budgeting.
After the evaluation of numerous projects and alternatives,
the best solutions had been proposed, with continuing emphasis
on maintenance, and new or replacement spaces recommended only
when no viable alternative exists. Regent Barry added that
the addition of a defined mechanism for funding the
university’s capital budget will enhance the system’s ability
to coordinate academic changes with the facility changes
needed to support them. With the infrastructure in place, the
UW System will be able to move forward academically;
furthermore, the proposed conversion to revenue bonding offers
signal advantages both for the UW institutions’ prospective
partners as well as for the state.
Regarding maintenance funding, Regent Barry reported that
the budget requests $82.3 million in all-agency funds. Noting
that, of last year’s request only $35 million was received, he
raised the issue of the backlog of deferred maintenance
projects. The current request is for about 1% of the value of
the infrastructure, the amount considered the “rule of thumb”
for annual maintenance. In addition, he added that the month
to month approval process is “cumbersome” and has a negative
impact on academic planning; therefore, in planning for needed
maintenance the budget requests a “block grant approach” from
the Department of Administration and the Building Commission;
thus, projects that are typically below $250 thousand may be
addressed by planned use of pre-approved all-agency funds.
After again expressing his support for this budget’s prudent
and forthright nature, Regent Barry asked President Lyall to
provide an overview of this budget request.
President Lyall, agreeing that this budget reflects the
goals and supports policy decisions made in the Board’s Study,
added that it also reinforces the operating budget request by
focusing on quality instruction, research and public service.
The Capital Budget request improves efficiency by maximizing
utilization of existing space, prepares facilities for
increased application of contemporary instructional
technologies including distance education, and increases
management flexibility by proposing to establish the capital
budget as a revenue bonding program. This budget also helps
implement existing policies related to lateral reviews of
academic programs, enrollment management and various
accountability measures that are reported every year to the
public. Finally, it underscores specific steps taken by the
Regents regarding facilities in the recent past, such as the
elimination of the deferred maintenance backlog, the review of
long-range development plans for all campuses, and the
requirement for comprehensive space use planning to make
better use of existing space. Observing that the UW System has
a “stewardship responsibility” for about 1600 facilities with
a replacement value in excess of $4.7 billion, President Lyall
commented that this is a complex investment portfolio that
must be managed in a way that will protect the state's
investment and foster progress.
Facilities that provide a safe and contemporary learning
environment are needed; however, 70% of the UW System’s
facilities are over 25 years old and 30% are over 35 years
old. The 1997-99 Capital Budget request is focused on
providing appropriate facilities to meet the educational needs
of the growing number of students, working professionals,
businesses and industries that are vital to Wisconsin. This
comprehensive approach allows buildings and space to be used
at maximum efficiency in an era of very scarce resources.
President Lyall noted that there are a number of different
funding sources for state capital projects: some state funding
is provided through bonding authority assigned to a particular
agency for specific projects (such as academic facilities);
some state funds are set aside in a pool for which all
agencies can compete (mostly maintenance projects); user fees
and other program revenues are used to fund some facilities
(such as food service, residence halls, and student unions);
and grants and private gifts are raised by the institutions
for projects requiring an outside match.
Explaining that, like the operating budget, the capital
budget request is designed to leverage investment of non-tax
dollars, President Lyall explained that it requires
institutions to generate $1 in non-tax contributions for every
$4 of state investment in university facilities. In addition,
the Regents have placed a high priority on making better use
of existing space, and a lower priority on building new space.
The projects proposed in this budget are aimed at satisfying
those priorities, in addition to supporting increased
application of instructional technologies and distance
education initiatives throughout Wisconsin. Finally, this
budget will continue to meet the accountability goal calling
for the elimination of the deferred maintenance backlog by the
year 2000.
Summarizing the budget expenditures, President Lyall
reported that over 80% of the GPR dollars in this request will
be spent on fixing or replacing existing facilities; new space
has been recommended only after exhaustive evaluation of all
alternatives, and its cost will be offset with outside
funding. This Capital Budget request also includes a Revenue
Bonding Program, an important new initiative endorsed by the
Board of Regents as part of the Study of the UW System in the
21st Century. This program offers a way to reduce future UW
System demands on the state's increasingly tight General
Obligation bonding cap while simultaneously streamline the UWS
capital process and priority setting. Explaining that,
currently, the state seeks to maintain a cap on total General
Obligation Bonding authority to ensure its credit rating,
President Lyall predicted that future competition for those
funds will intensify as UW System buildings age and require
more dollars for maintenance and renovation, while research
and other specialized space needs increase, and other state
borrowing needs grow. Citing the disparity between General
Fund Supported Borrowing target amounts and the amounts
received as an example of the intensified competition for
funds, President Lyall noted that this growing uncertainty in
current state capital budget allocations makes it difficult to
plan for academic program changes and new technologies that
require space modifications. There is a need for a capital
planning process that can track and assist these changes in an
orderly and predictable fashion. In that regard, she argued,
a Revenue Bonding Program could:
• Stabilize UW System capital resources
• Keep private matching opportunities
alive (because the Regents and campuses could
tell donors when a project could be built with
some certainty)
• Enhance long-term academic and facilities
planning
• Shorten project turnaround time by
about 2 years (and thus reduce costs
significantly)
• Relieve pressure on overall state debt
President Lyall summarized the key components for the
establishment of a UW System revenue bonding program. The
Board of Regents would be authorized to determine priorities
and undertake projects within its overall ability to pay for
them. The state would cap its GPR contribution to university
system debt service at the amount needed to pay off existing
debt (plus debt authorized but not yet issued), and continue
to provide that amount of GPR in future years. The
legislature would establish a statutory Revenue Bonding limit
for the UW that could not be exceeded without additional
legislative approval. The Board of Regents would then
establish capital budget priorities within that limit and
schedule the projects as our academic planning suggests and
requires. The Board would not request additional GPR for debt
service purposes above the established cap. Finally, the
Regents would determine private matching requirements and
opportunities for projects, and verify the availability of
revenues to amortize bonds. The State Building Commission and
DOA would review Board of Regents Capital Budget priorities,
authorize construction, and issue revenue bonds for UW System
projects. Any debt service obligations for academic purposes
above the continuing GPR allocation of $65 million would be
funded from other university sources, including gifts, grants
and contracts.
Concluding that this proposal comes at a good time for
both the UW System and the State, President Lyall noted that
the state gains a predictable debt service level for the UW
System and frees up approximately $100 million per year in
General Obligation Bonding, while the UW System gains a stable
capital planning environment that assists academic program
changes, lowers costs, and enhances its ability to attract
private matching funds.
President Lyall then called on Vice President Paul Brown
to present details on the Capital Budget request. He noted
that the recommended projects fall into four major areas:
Maintenance which is funded from all-agency funds, GPR major
projects which are generally using GPR bonding, the WISTAR
program which used GPR bonding and gifts and grants the non-
GPR projects which are funded by program revenues and gifts.
Regarding the first of those areas, Vice President Brown
reviewed the history of the deferred maintenance backlog,
noting that UW System’s stewardship of its substantial
investment in facilities is “challenged” by this sizable
backlog, defined in 1990 as about $364 million. In the 1991-
93 biennium, the Board of Regents established a 10-year plan
to eliminate that backlog. In the six years since then, about
$194 million in GPR has been directed toward the backlog, with
about $170 million remaining unfunded, while new maintenance
needs have been accruing. Over the next biennium, a method
for reevaluating all facilities and determining maintenance
needs will be developed to address this ongoing concern. The
budget under consideration continues to emphasize the Regents'
high priority on the stewardship of its facilities by
recommending over $126 million GPR for maintenance projects.
Vice President Brown noted that, like other state agencies,
the UW System must get funding approved on a project-by-
project, monthly basis. The current budget proposes UW System
projects recommended for funding, through all-agency
appropriations, a total of $82.3 million (about 1% per year of
the $4.7 million replacement value of our facilities) to be
used for hundreds of smaller projects (generally under
$250,000) related to maintenance of existing buildings and
utilities, as well as code compliance issues. To assist in
the UW System’s planning efforts, there is a request to be
advanced to the Building Commission to consider providing
these all-agency funds -- if approved -- as a “block grant.”
With regard to GPR major projects, Vice President Brown
explained that State Statutes require the specific enumeration
of new construction, remodeling and improvement projects with
estimated costs exceeding $250,000. The Department of
Administration requires that each state agency prioritize
major projects that would use GPR funding. System
Administration has ranked all 1997-99 GPR major project
requests consistent with priorities established in October
1995 by the Board of Regents (including evaluating existing
conditions, benefit to students, academic significance,
operating efficiencies, improved space use, instructional
technology, previous action, and institutional priority) and
in context of the guidance received from the Division of
Facilities Development, both of which emphasize maximizing the
life of existing facilities. Fourteen projects have been
defined and prioritized; of these, nine were supported by the
Regents during the 1995-97 biennium but were not approved by
the Building Commission; seven involve comprehensive
renovation to undertake needed major maintenance and
remodeling to improve existing space; two are for replacement
of obsolete facilities; and one provides needed utility
support. Three of the 14 projects involve additional space,
because no reasonable alternative exists.
Of the 14 GPR projects, one (a recommended $10 million
request for a Classroom Renovation and Instructional
Technology Improvement) has a significant System-wide impact;
this request complements the operating budget request for
improved technology, and is a continuation of an initiative
launched in the 1995-97 biennium. At that time, the Board of
Regents requested $25 million to upgrade classrooms, purchase
equipment for distance education, and complete in-building
telecommunications wiring. However, only $8.5 million of that
$25 million request was approved, $4.6 million of which was
used to complete telecommunication wiring and leaving only
$3.9 million to begin the classroom modernization. An
extensive system-wide survey of existing and desired level of
technology in classrooms has determined that 81% of the UW
System's 1,800 classrooms have very little, if any, advanced
technology, while the institutional goals are that only about
21% of the 1800 classrooms should be at this minimum level of
technology; 12% of the classrooms have some video capability
and in-room control of lighting and HVAC systems, and campuses
want to increase this to 47%; 6% of existing classrooms have
high levels of technology, with instructor controls at a
teaching station, and the goal is to increase that category to
25%; finally, only 1% of current classrooms are capable of
video and distance education, and there is a need to increase
that level to 7%. Thus, 84% of the general assignment
classrooms need equipment enhancements to enable contemporary
teaching and learning to take place; in addition, the survey
indicated that nearly half of the classrooms need remodeling
to upgrade seating, lighting, acoustics, and/or room
configuration. Vice President Brown stressed that this high
priority must be given to providing funding in each of the
next several biennia to undertake this task.
Noting that the Department of Administration has
continued the practice begun in 1993-95 of placing a limit on
the amount of GPR bonding each agency may request for major
projects and that there is no assurance that the state will
provide the targeted amount, Vice President Brown observed
that, under the 1997-99 bonding limit of approximately $71
million, only the first six projects listed in Resolution 7256
would be funded, and there would be no known time frame for
implementing the other eight. Under the proposed revenue
bonding program, the entire list of $122 million could be
advanced with a schedule for implementing the projects in
priority order, and within the bonding level established by
the legislature. Under this proposal, Chancellors would have
a known time frame for the availability of appropriate
facilities needed to support academic changes and meet the
needs of students. Vice President Brown also noted that
System Administration recommends the deferral (for a variety
of reasons) of 17 other major project requests totaling over
$104 million; the 14 projects proposed in Resolution 7256 are
those considered to be of highest priority.
Regarding Resolution 7257, Vice President Brown then
introduced the “extremely successful” Wisconsin Initiative for
State Technology and Applied Research (WISTAR) program,
established in 1991 as an 8-year partnership between the state
and the University to provide needed facilities to support
state technology and applied research. State bonding has
enabled the institutions to raise over $112 million in outside
funds to match the state's contribution of $150 million. When
the program was established, the State required only $75
million in outside funds; however, since that time, many
projects have been added to the WISTAR program without
additional state funding, and the list of projects for the
program exceeds available state funding. While it has been
concluded that other funding will be sought for the majority
of those projects, $13.6 million is required in 1997-99 to
fund projects already in design. Two projects in particular
are being supported: a request for $15 million to supplement
the $30 million approved in 1995-97 for a new School of
Pharmacy at UW-Madison, and a request for $15.6 million to
remodel the Biotron at UW-Madison to provide plant and animal
biocontainment areas, improve utilization and reduce energy
consumption in that facility. With funding in place to cover
the existing shortfall and these other two projects, the
WISTAR program will conclude at the end of the 1997-99
biennium, as initially envisioned in 1991. On behalf of the
UW System, Vice President Brown expressed gratitude to the
State, Governor Thompson, the Building Commission, and the
Legislature for the strong support the WISTAR program has
received.
Concluding his discussion of the 1997-99 Capital Budget,
Vice President Brown discussed the non-GPR projects, which are
funded entirely by gifts, grants and Program Revenues. There
are 16 projects in this category, totaling nearly $39 million
and including facilities for a variety of programs, including
academic, food service, parking and site development, student
center renovation; recreation and other student programs.
There is also a placeholder for state construction or purchase
of student housing at UW-Eau Claire, in case the Request for
Proposals for private development and ownership is
unsuccessful. $20 million in Program Revenue Supported
Borrowing has been included, to continue maintenance and
renovation efforts in these self-supported facilities.
Overall, the Non-GPR funds in the proposed capital budget
total about $61 million, or about 20% of the total.
President Lyall the introduced the final component of the
budget, a UW-Madison initiative to address serious problems
related to the quality and quantity of facilities for various
interdisciplinary health education and research programs. The
Healthstar initiative proposes raising $100 million in outside
funds to match a $50 million state contribution. Healthstar
projects which normally would have gone through WISTAR now
need to be considered on their own; she added that Chancellor
David Ward and Dean Farrell would be available to respond to
questions about the Healthstar initiative.
-
At this time, Regent Barry moved that Resolutions 7255 -
7260 be adopted; his motion was seconded by Regent DeSimone,
and, following discussion, passed unanimously.
Authority to Seek Legislative Approval of a Revenue Bonding
Program for the UW System Capital Budget
Resolution 7255: That, upon
recommendation of the President of the
University of Wisconsin System, and
consistent with the conclusions reached by
the Board of Regents in its Study of the
University of Wisconsin System in the 21st
Century, that System Administration be
authorized to pursue legislative
establishment of a revenue obligation
bonding program for the capital budget of
the University of Wisconsin System.
Approval of Academic Major Projects, listed in priority order,
for 1997-99 Construction Funding, UW System
Resolution 7256: That, upon the
recommendation of the President of the
University of Wisconsin System and the
several Chancellors, the following academic
major projects, to be funded by revenue
obligation bonds in the priority order
listed, be approved and System
Administration be authorized to submit the
requests to the State Department of
Administration and the State Building
Commission as part of the 1997-99 Capital
Budget:
RANK INST PROJECT EST. COST
1 MSN Utility Upgrades $14,950,000
2 SYS Classroom Renovation/Instructional Tech. Imprv. 10,000,000
3 PLV Russell Hall Remodeling 8,494,000
4 GBY Academic Building 15,379,000
5 STO Communication Center Replacement 9,117,000
6 OSH Halsey Science Center Renovation 13,185,000
7 MIL Sabin Hall Remodeling 6,950,000
8 PKS Phy. Ed. Fieldhouse Addition - Phase 2 5,494,400
(Total $6,464,000, includes $969,600 Gifts/PRSB)
9 LAC Wing Communication Center Remodeling 6,400,000
10 MIL Lapham Hall South Wing Renovation 7,800,000
11 RVF Dairy Science Teaching Facility 2,862,000
12 EAU Phillips Hall Renovation 10,551,000
13 SUP Old Main Systems Renovation and Upgrade 2,726,000
14 WTW Williams Center Fieldhouse Addition 7,650,000
(Total $9,000,000, includes $1,350,000 PRSB)
TOTAL ACADEMIC MAJOR PROJECTS: GFSB: $121,558,400
Gift/Grant: $ 484,800
PRSB: $ 1,834,800
Approval of WISTAR Major Projects, listed in priority order,
for 1997-99 Construction Funding, UW System
Resolution 7257: That, upon the
recommendation of the President of the
University of Wisconsin System and the
several Chancellors, the following items,
listed in priority order to be funded as
increases in General Fund Supported
Borrowing under the Wisconsin Initiative
for State Technology and Applied Research
program (WISTAR), be approved and System
Administration be authorized to submit the
requests to the State Department of
Administration and the State Building
Commission as part of the 1997-99 Capital
Budget:
INST PROJECT AMOUNT
SYS Program Shortfall $13,600,000
MSN School of Pharmacy Completion $15,000,000
MSN Biotron Remodeling 15,600,000
TOTAL WISTAR PROJECTS: $44,200,000
Approval to Seek an Allocation of All-Agency Funding for 1997-
99 Construction, Based on Projects Totaling
$82.3 million, UW System
Resolution 7258: That, to enhance
the ability of the University of Wisconsin
System institutions to plan, schedule and
prioritize maintenance and other
infrastructure needs, and upon the
recommendation of the President of the
University of Wisconsin System and the
various Chancellors, that System
Administration be authorized to seek an up-
front allocation of funds from the various
All Agency appropriations as part of the
1997-99 Capital Budget.
That, to demonstrate need,
System Administration be authorized to
advance to the Department of Administration
lists of projects totaling approximately
$82.3 million, as prioritized by the
various Chancellors.
Deferral of Major Projects, UW System
Resolution 7259: In recognition
of fiscal constraints and other planning
considerations, the following academic
major projects, totaling $104,662,100, are
deferred from further consideration in the
1997-99 biennium, and will not be
reconsidered unless resubmitted in future
biennia by the respective Chancellors:
INST PROJECT DEFERRED
EAU Hibbard Hall Capital Renewal $ 3,577,000
EAU Boiler Capacity Increase 2,924,000
MSN Utilities Distribution Upgrade 5,000,000
MIL EMS Building Addition & Remodeling 18,200,000
MIL Klotsche Center Addition/Remodeling 14,000,000
MIL Christian Science Church Acq./Restoration 8,000,000
MIL Cogeneration Facility 8,000,000
MIL Greene Museum Remodeling 850,000
PLV Karrmann Library Addition 9,245,000
STP Fine Arts Remodeling & Addition 8,808,000
STP Nelson Hall Occupant Relocation - Phase 2 1,500,000
SUP Gates P.E. Remodeling & Addition 9,070,000
SUP Holden Fine & Applied Arts Capital Renewal 1,732,000
WTW Upham Hall Capital Renewal 8,572,000
EXT Radio Hall Capital Renewal 717,000
EXT Geological Survey Storage Facility 467,100
SYS GLRF Challenger Learning Center 4,000,000
TOTAL DEFERRED PROJECTS: $104,662,100
Approval of Gift/Grant and Program Revenue Projects for 1997-
99 Construction Funding, UW System
Resolution 7260: That, upon the
recommendation of the President of the
University of Wisconsin System and the
several Chancellors, the following projects
be approved using Gift/Grant funding and
Program Revenue Supported Borrowing; and
System Administration be authorized to
submit the requests to the State Department
of Administration and the State Building
Commission as part of the 1997-99 Capital
Budget:
UNIV PROJECT GIFT/GRANT
PROGRAM
REVENUE
BONDING
EAU Student Residence Hall $11,
198,000
EAU Crest Wellness Center Rmdlg.
557,000
GBY Housing Service Center Addn.
450,000
LAC Student Life Center Addn.
2,837,000
LAC Whitney Center Dining Room Rmdlg.
1,287,000
LAC Parking Lot C7 Improvements
478,000
MSN Crew House Renovation $ 1,100,000
MSN Softball Grandstand Facility 3,043,000
MSN WARF Remodeling for Med School 4,950,000
MSN Psychiatric Inst./Clinics Rmldg. 700,000
MSN Eagle Heights Comm. Ctr. Addn. 1,603,000
MSN CSC Parking Ramp Addition
3,426,000
PLV Auxiliary Storage/Maint. Fac.
772,000
STP Univ. Ctr. Renovation & Addn.
3,900,000
WTW Esker Dining Hall Remodeling
1,895,000
WTW Campus Info. Ctr. & Site Devel.
426,000
TOTAL GIFT/GRANT AND PRSB PROJECTS: $11,396,000
$27,226,000
-
After the motion and second to approve these Resolutions,
Regent Krutsch asked if other members of the Board would offer
their views on the Revenue Bonding Program. Regent Lubar
stated his belief that it is “a necessary step” that offers
significant financial savings by “shortening the cycle of
building by two years.” He concurred with President Lyall’s
assessment of this strategy as one that creates a “win-win”
situation for the state and the UW System, since the AA rating
is limited to $200 million of bonding annually, of which the
UW System will receive $100 million which will eventually go
to the State for its own use; at the same time, the university
gains flexibility and ability to move projects forward.
Overall, he anticipates that it will have an “enormously
positive impact.” Regent Barry said that his attention had
been captured by the “give and take” between the State and
System, adding that the ability to cap debt service at the
present $65 million and retire it will make a difference;
while it won’t allow every project to be achieved, it will
provide stability and enhance academic planning. Regent Lubar
stressed that the availability of Revenue Bonding would not
foster spending, which had been one of Regent Krutsch’s
concerns; instead, UW System projects could move more promptly
and benefit from improved long-term planning. Regent Orr
added that he had investigated the Revenue Bonding issue with
independent investment advisors who assured him that, “given
this state and this university,” the cost penalty will “be
very minimal.”
Regent Krutsch expressed concern that there would be
“some lean years;” Regent Barry noted that bonding capacity
could be spaced to cover those years and that fundraising
would be added. Overall, the figures indicate a “reasonable
level of bonding ability.” Regent Smith stated that he found
the proposal to be “very interesting” and agreed that the long
term effects could be positive, but noted that it will need to
be carefully presented to the State. He also felt it is
uncertain how the bonding authorities will rate this new
bonding. Regent Orr cited assurances he had received from
people who sell and rate such bonds that “this isn’t a
problem.” Regent Smith concluded this discussion by noting
that this proposal has a strong, positive influence for the
System.
-
UW-Madison: Approval to pursue establishment of a Healthstar
Program
Regent Barry then made a motion to approve Resolution
7261; his motion was seconded by Regent Steil and carried
unanimously.
Resolution 7261: That, to
support the ongoing vitality of the
University of Wisconsin-Madison Medical
School, to promote interdisciplinary
research and education needed to advance
health care in the 21st Century, and to
facilitate fundraising efforts to offset
the costs of providing needed facilities,
System Administration and the UW-Madison
Chancellor be authorized to pursue
legislative approval of a multi-year
Healthstar Program, which would utilize $50
million in state funding and at least $100
million in outside funding.
-
No other business being before the Board, the meeting was
adjourned at 10:00 a.m.
Submitted by
Judith A. Temby, Secretary
4 September 1996
