Board of Regents
A. Appointment and Authority of Committees
The Board of Regents has standing committees, as identified in subsection d. Their purpose is to support the mission and goals of the Board. While these committees are considered to be working groups of the Board, any actions or votes taken by the Board’s committees do not constitute action or approval by the full Board of Regents. Standing committee appointments and designation of committee chairs are made by the Board president, subject to ratification by the Board of Regents.
The President of the Board may also recommend that the Board create time-limited ad hoc committees or a task force to undertake a specific mission. Appointment of members and chairs of such ad hoc committees and task forces is also subject to ratification by the Board.
B. General Committee Responsibilities
Each committee, within its designated area of jurisdiction, is responsible for the following activities:
1. Preparing an annual committee plan that defines the scope of the committee work, establishes benchmarks, and identifies performance indicators of committee progress
2. Gathering information on issues and policies pertinent to the committee’s work, which may include directing the work and considering the reports of special and interinstitutional committees of the Board of Regents
3. Developing short-term and long-term recommendations to the Board of Regents after thoughtful consideration of relevant issues and policies
4. Regularly reporting to the Board of Regents regarding the status of the Committee’s assignments and accomplishments
C. Operation of the Committees
In order to conduct business, a quorum of the committee must be in attendance. A quorum of a committee consists of a majority of the committee members. Each committee of the Board of Regents shall follow Roberts Rules of Order and shall meet in open session as required by law. This includes:
1. Providing appropriate public notice of committee meetings
2. Providing the basis and rationale of decisions
3. Recording the decisions of the committee
4. Keeping minutes that include:
a. the date, time, and meeting place
b. the members present
c. the action taken at each meeting
d. the results of each vote taken
sufficient to indicate the vote of each
Generally, committee minutes shall be available for public inspection, except for those portions of the minutes that are otherwise exempt from inspection pursuant to state or federal law.
D. Standing Committees of the Board of Regents
The Board of Regents standing committees and their responsibilities, are as follows:
Audit/Compliance and Investment Committee. This committee is primarily responsible for:
and reviewing information about internal and external audit
· Oversight of security planning across the Regent enterprise
· Evaluating the annual audit plans proposed by internal auditors, with emphasis on financial control systems, mitigation of major risks, operational efficiencies, and compliance matters
· Reviewing all reports prepared by internal auditors of the Regent institutions
continued evaluation, improvement, and adherence to all Board
an open avenue of communication among the independent
the preservation of principal, sufficient liquidity for anticipated
institutional investment and treasury management practices
· Reviewing investment reports
· Ensuring compliance with Board investment policy
· Developing the broad investment strategy to be followed and the general limitations on the discretion granted to internal and external investment managers
· Making recommendations to the Regents on the hiring, retention, and review of investment advisors and managers
Education and Student Affairs Committee. This committee is primarily responsible for:
· Providing oversight and policy recommendations related to
· academic affairs student life and academic achievement
· diversity in educational endeavors
· intercollegiate athletics
· Monitoring and developing appropriate responses to state, regional and national policy initiatives regarding higher and special education
· Establishing positive, collaborative relationships with other education sectors
· Directing the work of special Board committees, such as the Council of Provosts, the 2 + 2 Council, and the ad hoc Radio Station Planning group, each of which will initially report their findings and recommendations to the Education Committee
Economic Development Committee. This committee is primarily responsible for:
· Providing oversight and advice on economic development initiatives and activities involving the Regent institutions or Regent enterprise
· Providing oversight and direction for accomplishing the statutory mandates defined in Chapter 262B of the Iowa Code, “Commercialization of University Based Research”
· Identifying opportunities to promote the value of Regent institutions in research, outreach, and economic growth
· Prioritizing potential new initiatives
· Directing the work of the Regent Interinstitutional Committee on Economic Development and Technology Transfer
Human Resources Committee. This committee is primarily responsible for:
· Evaluating and providing oversight concerning compensation and benefit issues
· Assessing and making recommendations on matters related to employee relations at the Regent institutions, including collective bargaining
· Providing advice and gathering information concerning evaluation systems
· Providing information and options for Board self-evaluations and training
· Providing oversight and making recommendations regarding affirmative action and diversity in the workplace
· Directing the work of the Interinstitutional Committee on Affirmative Action and Equal Opportunity
Property and Facilities Committee. This committee is primarily responsible for:
· Receiving, reviewing and making recommendations to the Board regarding institutional requests for approval of:
· The purchase and sale of property including any necessary financing.
· The disposal, transfer and sale of buildings; and
· Leases and easements
· Naming of campus facilities
· Receiving, reviewing and commenting upon institutional long-range development plans for the campus in total or specific areas and master plans for specific campus enterprises, such as residence systems, student service facilities and utilities.
· Receiving and making recommendations to the Board on all institutional capital register items, except for UIHC items.
· Receiving the Facilities Governance Report and the Institutional Roads program and special reports regarding property and facilities, including those on the status of major capital projects and annual capital plans, and Five Year Building Programs, including capital appropriations requests, except for UIHC.
· Monitoring institutional design guidelines and space standards and developing Board standards, as appropriate.
· Evaluating the financing for construction, and operation and maintenance of capital projects.
· Examining current processes or bidding and award of construction contracts and possible alternative construction delivery systems.
· Monitoring capital issues including fire and environmental safety and deferred maintenance deficiencies and energy conservation opportunities.
· Reviewing and making recommendations regarding the duties of the Board, Board Office and institutions for capital improvement projects.
· Fostering institutional cooperation and coordination among the institutions in facilities management.
University of Iowa Hospitals and Clinics Committee. This committee is primarily responsible for:
· Providing strategic direction and focus to the UIHC
and coordination with open communication and
· Evaluating and providing an appropriate level of oversight of the UIHC
· Monitoring planning, opportunities, and achievements
· Reviewing, monitoring, and recommending long-range capital plans
· Assessing recommendations related to the UIHC