91±¬ÁÏ

Generally, faculty cannot receive additional payments to their salary for community engagement activities unless the activity is unrelated to their normal academic or teaching work and they are 100FTE. Faculty under 100FTE may be able to have their FTE increased for their community engagement activities, including if it is related to their work. If the activity is happening while the faculty is on leave, on a break in appointment, or in an unpaid appointment, allow additional time for HR review.

One-Time or Sporadic Activities

Example: A faculty member is a guest speaker to talk about 91±¬ÁÏ opportunities to community partners at a 91±¬ÁÏ hosted event.

When the activity is not related to the faculty member’s teaching or research work, it may be approved for additional compensation. The payment can be spread out over multiple pay periods if the sporadic activities extend beyond one pay period. An activity description with explanation on how this is different from normal duties needs to be included in the comments of the compensation change submission. Any 91±¬ÁÏ program may pay for this additional compensation and will need to provide their program worktags to the faculty’s departmental HR staff (see Costing Allocations section below).

FTE Increase

Example: An 80FTE faculty member is invited to share their research findings from WA rural communities at 91±¬ÁÏ outreach events.

If a faculty member is less than 100FTE at the time of the activity, their FTE may be increased to pay for the additional effort and the 91±¬ÁÏ department providing funds may pay for the additional FTE through costing allocations during the activity pay periods (see Costing Allocations section below).

Costing Allocations

Example: As part of an interdepartmental partnership, a faculty member is going to spend 5% of their time during the month supporting a collaborative community engagement initiative on behalf of another 91±¬ÁÏ department.

This situation is not additional payment for the faculty member, but the ability for another 91±¬ÁÏ program other than their employing department to pay for a portion of their salary.Ìý This may be called a ‘buy-out’ for faculty effort. The paying program will provide their worktags to the 91±¬ÁÏ supervising department for Workday entry during the activity’s pay periods.

Note: Adding an additional temporary position may be possible if the faculty member’s total FTE with all positions will not exceed 100FTE and additional positions will not impact the performance of their primary appointment. If a Faculty member wants to learn more about adding non-academic positions, they should start the conversation by talking with their departmental academic HR partner and see faculty resources in Downloads and Useful Links.

Note: There are also several compensation options for faculty with additional duties to their appointments, but these responsibilities would either be administrative or within their clinical setting, not community-engaged activities specifically.

There generally are not additional compensation options but community engagement activities that will enhance job performance may be considered training or other regular paid job duties. Classified staff should talk with their supervisor about community engagement competencies which can enhance their fulfillment of job duties.

One-Time Payment

Example: A classified staff member is giving a series of presentations to other staff in their unit on how their office can modify processes to better engage the extended 91±¬ÁÏ community using their services.

Whether or not an additional activity with additional pay is allowable will be determined by their collective bargaining agreements (CBAs) and will also need their supervisor’s approval. Departmental HR staff can assist with checking for allowability and directions for time/absence.

These activities are not normal job duties but are related to the staff member’s expertise. Payment should be entered after the completion of the activity. If the activities are recurring, plan with departmental HR staff to see if One-Time Payment is the best fit. Since the activity is not part of normal job duties, the activity should happen while the staff member is not being paid by their regular wages. This may mean that the activity is happening outside of the normal work schedule, or that absence hours are entered for an activity during normal work hours. An activity description with explanation on how this is different from normal duties needs to be included in the comments of the compensation change submission. Any 91±¬ÁÏ program may pay for this additional compensation and will need to provide their program worktags to the staff member’s departmental HR staff.

Temporary Salary or Hourly Increase

Example: A higher-level position that supports community partnerships in a program is temporarily vacant, so a classified staff member takes on a portion of those duties for a month.

These pay increases are for temporarily assuming more work or higher-level work.Ìý Generally, this would happen when the classified staff member is assuming the duties for a limited duration from another staff member and those duties happen to be community-engaged activities.

Costing Allocations

Example: A classified staff member and their program are spending a portion of their time/effort for several months to focus support on a community-engaged project which has funding coming from another department.

This situation is not additional payment for the classified staff member, but the ability for another 91±¬ÁÏ program other than their employing department to pay for a portion of their wages. The paying program will provide their worktags to the 91±¬ÁÏ supervising department for Workday entry during the activity’s pay periods.

Note: Adding an additional temporary position may be possible if the classified staff member’s total FTE with all positions will not exceed 100FTE and scheduled hours stay within allowed limits on their weekly timesheets. If a classified staff member wants to learn more about adding temporary positions, they should start the conversation by talking with their departmental HR staff and see classified staff resources in Downloads and Useful Links.

There are several options for compensating staff for community engagement activities. Which option is used will depend on how closely the activity aligns with regular work duties, the length and duration of the activities, and the position type and FTE of the staff member.

One-Time Payment

Example: A professional staff member is an invited panel speaker to talk about their previous community volunteer work to 91±¬ÁÏ students at an program information session.

These activities are not normal job duties but are related to the staff member’s expertise.Ìý A payment will be entered into Workday as a One-Time Payment, but can still be for a variety of reasons. Payment should be entered after the completion of the activity.Ìý If the activities are recurring, plan with departmental HR staff to see if One-Time Payment is the best fit. Since the activity is not part of normal job duties, the activity should happen while the staff member is not being paid by their regular wages.Ìý This may mean that the activity is happening outside of the normal work schedule, or that absence hours are entered for an activity during normal work hours. An activity description with explanation on how this is different from normal duties needs to be included in the comments of the compensation change submission.Ìý Any 91±¬ÁÏ program may pay for this additional compensation and will need to provide their program worktags to the staff member’s departmental HR staff (see ‘Costing Allocations’ section below).

FTE Increase

Example: A 75FTE professional staff member who does community-engaged programming will be doing an extra 5 hours of work each week for 3 months.

If a staff member is less than 100FTE at the time of the activity, their FTE may be increased to pay for the additional effort. If the work is for another 91±¬ÁÏ department, check with HR to see if an FTE increase or adding a temporary position would be correct for the situation.

Temporary Pay Increase

Example: A professional staff member is asked to complete a community engagement project as part of a special university initiative and the estimated time commitment will be 4 hours a week for 5 months.

There are other reasons for a temporary pay increase, but the most common reason a professional staff member would have an increase for community engagement would be for their work on a specialized project in addition to their normal job duties. Unlike a One-Time Payment, these activities are ongoing. If the staff member is not a full-time employee (under 100FTE), FTE may be adjusted instead. Depending on the nature of work and supervision needs, an additional temporary position may be added instead.

Additional Temporary Position

Example: A full time (100FTE) professional staff member is hired for a nonpermanent hourly position to do community-engaged programming for another 91±¬ÁÏ unit. The position will last for 10 months and it is estimated to have 2 to 6 hours of work each week.

Staff may not exceed 100FTE but may have multiple jobs.Ìý If each of those jobs has FTE, then all the FTE added together must be no more than 100FTE. If the staff member has a 100FTE position, they may have hourly nonpermanent or intermittent positions since those do not have FTE. These temporary positions are for no more than 12 months, need to be approved by supervisor and HR, and may have a pay cap. Most common in community engagement scenarios, an additional position is used instead of temporary pay increases when the new activities are supervised work with a job description rather than a project deliverable.

Period Activity Pay

Example: A professional staff member is providing extra operational and logistic support for a 91±¬ÁÏ community-engaged course and will be paid an additional $500 paid during the academic quarter while the class is in session.

Period Activity Pay is tied to academic quarters and is generally for activities that tie to academic activity. Period activity pay will always have the same amount paid for each pay period within the activity start and stop date. The total payment amount is divided into equal payments, distributed over the pay periods within the activity period.

Costing Allocations

Example: As part of an interdepartmental partnership, a professional staff member is going to spend 10% of their time during the month supporting a collaborative community engagement initiative on behalf of another 91±¬ÁÏ department.

This situation is not additional payment for the staff member, but the ability for another 91±¬ÁÏ program other than their employing department to pay for a portion of their salary. The paying program will provide their worktags to the 91±¬ÁÏ supervising department for Workday entry during the activity’s pay periods.

Student compensation and student positions are handled differently than regular staff positions, although students may have one of the position types listed above. Some student positions will require another hourly student position to be created for a one time payment to be submitted while other student positions can take a one time submission immediately. The supervisor of the community engagement activity should meet with their unit HR staff before the activity to see if the activity is approved for payment and if another position needs to be created. The paying program will provide their worktags to the 91±¬ÁÏ supervising department for Workday entry.

If the community engagement activity is ongoing, the supervising department can hire the student into a new student hourly position or into a temp staff position, depending on the nature of the activity. Students are limited to the number of hours they can work while attending classes, so supervisors will need to plan work hours accordingly.Ìý

Generally, only researcher’s effort will be covered by research funds but administrative staff may be supported in exceptional situations. Funding is provided through costing allocation on the worker’s position. In addition to funded support, effort is also reported.Ìý Effort may also be unpaid when the research sponsor does not provide funding for the effort but effort is still required as a condition of the award.

Contingent workers are not 91±¬ÁÏ employees but they are entered into 91±¬ÁÏ’s Workday Payroll system. If a community partner will need access to certain 91±¬ÁÏ systems during a longer-term activity, the 91±¬ÁÏ program may set up individuals as Contingent Workers..Ìý These roles are unpaid and the community partner should not be providing goods or services, just partnering with the 91±¬ÁÏ program in a cooperative relationship for a longer-term project. Occasionally, paid contractors will need to be entered as contingent workers instead of granting access to 91±¬ÁÏ systems through other methods.

Note: Contingent workers do not need an SSN for entry into Workday Payroll unless they are a US citizen. Non-US citizens have other identification document instructions. See Downloads and Useful Links for 91±¬ÁÏ HR resources on contingent workers.

Example: The staff member will analyze data for an external community partner as a specialized subject matter expert for payment to their 91±¬ÁÏ program.

This situation is a Service Agreement, where the 91±¬ÁÏ program’s financial and administrative staff will work with them to create the agreement, ensure the rates and costs are correct, and assist with authorizations and signature collections. Rates are calculated to recover all costs and internal overhead (unless waived as an approved exception), but not to collect more than needed to reimburse business expenses. Incoming revenue must be used to only support the program expenses needed to deliver the billed services. Allowed services cannot include research or activities intended to develop IP or innovations. If the entire 91±¬ÁÏ program is being created as a self-sustaining enterprise, consult with to verify if the situation should still be handled through a Service Agreement or if a Service/Recharge Center is a better fit.

Example: A staff or faculty member is paid as a consultant or for their participation on an advisory committee by a non-profit.

All outside activities need to be reviewed and approved to show the activity will not impact the 91±¬ÁÏ position or create a conflict of interest. If the activity is approved, any earnings do not go through the university or university tax reporting, though employees can update their 91±¬ÁÏ withholding to reflect additional earnings.

Example: A staff member participates in a 91±¬ÁÏ research study gathering information on professionals who came from the rural WA community where they grew-up.Ìý

Staff and faculty can participate in research as subjects and receive incentives for participation when their professional work at 91±¬ÁÏ is not the information that is being gathered for the research. If the information gathered would be part of their professional work, then the work may be eligible for payroll compensation instead (see payroll sections for faculty and staff above). Since participation in the research is unrelated to 91±¬ÁÏ position duties, staff should participate outside of work hours or while on absence hours. 91±¬ÁÏ will create a 1099 for earnings over reporting thresholds and research incentives are included in these tracked earnings. If the research is conducted and incentivized by a non-91±¬ÁÏ group, then that group may report incentive payments if they exceed 1099 thresholds.

Example: A 91±¬ÁÏ staff member receives a branded coffee mug from a non-profit their program works with to host student volunteer opportunities. The non-profit gave a mug to every individual that works with their organization.

91±¬ÁÏ staff are public employees and are under the policies of Washington’s Ethics in Public Service (RCW 42.52). The RCW covers limitations on gifts so that gifts from external services are not a conflict of interest and gifts from internal sources are neither unethical or a misuse of state resources. Before accepting any gift, 91±¬ÁÏ staff should consult the RCW or their assigned 91±¬ÁÏ HR Service Team member for questions.

Example: A 91±¬ÁÏ staff member receives paid airfare and lodging to attend a conference and give an unpaid talk, or they volunteer position on a non profit board or professional organization which pays travel expenses for their meetings.

All outside activities need to be reviewed and approved to show the activity will not impact the 91±¬ÁÏ position or create a conflict of interest (see RCW 42.52).Ìý If the activity is approved, any reimbursements or purchasing will not go through 91±¬ÁÏ.

• Learning: Scholarships, fellowships, stipends, awards, and programming.
• Research: Wages, scholarships, fellowships, stipends, and materials/supplies.
• Work: Wages, work expenses, and other tax reportable earnings.

• Teaching and Programming: Wages, community-engaged courses, outreach, presentations.
• Research: Wages, effort, and administrative support.
• Operational and Administrative: Wages, work expenses, managing payments to and from community partners, and managing agreements with community partners.

• Educational Partnership: Sponsor for scholarships, fellowships, stipends, and awards; guest speakers and instructors; unpaid academic appointments and contingent work; committee and program participation.
• Research Partnerships: Sponsor, consultants, vendors for goods and services, grant subrecipients, and participants.
• Business Partnerships: Consultants, vendors for goods and services, customers, and unpaid collaborations.

Community partners have varied situations and may not have the same access to resources needed to initially find, then participate, and have the same post-activity support with engagement opportunities.

Some payments, either because of the amount or the type, will require the collection and reporting of the recipient’s permanent address (and mailing address, if different).Ìý Community partners without addresses cannot receive these payments and those that move often may miss mailed payments or tax reporting forms. Staff and faculty should familiarize themselves with the payments which require address collection versus parts of the payment process which require mailing. If address collection is required, that is inflexible. If a payment needs to be mailed, 91±¬ÁÏ programs can often receive the payment through campus mail or pick-up and then distribute it to the community partner.

Community partners may not have consistent access to the internet and email. Several payment methods and secure document/form completion tools require both email and internet connectivity. 91±¬ÁÏ programs should verify with partners that they will be able to have access and let partners know how these online steps will work. Forms and documents can also be completed in person with paper copies, and e-signatures can be accessed via URL (91±¬ÁÏ employee brings the electronic device to access the document/form) instead of sent to the participant’s email.

Most forms and online instructions from 91±¬ÁÏ and other agencies are only in English.Ìý Accessible files and webpages can be read by screenreaders, but translational readers may not always be available or accurate. 91±¬ÁÏ programs can anticipate the audience of different communications and contact 91±¬ÁÏ Procurement for assistance with finding translational support services. 91±¬ÁÏ’s various offices and centers that support international students or international collaborations may also have recommendations. Connect with them through Downloads and Useful Links.

Taxable payments impact recipients differently based on their residency and citizenship status, as well as the data collection needed for tax reporting may limit community partner participation.

91±¬ÁÏ will not create tax reporting until earnings have crossed certain annual thresholds but will check for legal name and tax ID number matching at a different threshold (for instance, 91±¬ÁÏ checks name/ID match for 1099 reportable earnings for US residents over $1500 but does not report the earnings until they exceed $2000 from all 91±¬ÁÏ sources in a year). 91±¬ÁÏ programs need to collect recipient information to ensure funds have not been misused, but can let community partners know that their information is not shared outside of the program’s records unless earnings exceed certain amounts.Ìý

Payments, except for reimbursements, are taxed at different rates for residents and foreign nationals (individuals and businesses). If 91±¬ÁÏ programs may utilize tax gross-ups with payments so all community partners net similar payment amounts. If programs have available funds for gross-ups, then work with community partners before processing payments to determine if there are any applicable tax treaties and to collect ID documentation needed to process payments.

There is not a single payment pathway that both works and is ideal for all community partners. Rather than committing to one pathway, programs may be able to plan multiple payment pathways that all have the same partnership outcome. Consider the community engagement end goals and then work backwards to identify what types of payments and support would be necessary for community partners to reach activity completion.

Community partners are often individuals or small businesses that will not have large amounts of financial resources to cover extensive business or personal expenses.

Most 91±¬ÁÏ payments will come to an individual or business after the expense has happened or the activity is completed. Community partners may not be able to wait extended amounts of time or sustain large expenses without recovering these costs. To enable participation of all community partners, 91±¬ÁÏ programs can try to design opportunities that reduce costs and reduce unnecessary payment wait-times.

If the community partner is an activity participant or partner that is not being compensated,the 91±¬ÁÏ program should try to pay for the expenses directly through approved 91±¬ÁÏ payment methods rather than waiting for reimbursement.

When the community partner is a business or an individual who is being paid for services/goods, expenses like travel or fees will need to be invoiced as business expense reimbursements. 91±¬ÁÏ programs can plan for multiple invoices over the course of the activity, including invoice payments early in the project, so the community partner will not have extensive costs and wait-times before payment.

Current 91±¬ÁÏ procurement processes do not allow for invoiced payments to individuals to go through ACH, only check, and all invoiced payments are paid by 91±¬ÁÏ at net-30 days after invoice date. This is additional wait time for payment and individual community partners will have the longest wait. Plan payment timing with activity benchmarks so community partners can decide if the activity will work with their financial situation.

Community partners may decide to invoice all business expenses as part of their hourly/item rates rather than as itemized business expenses for reimbursement. This would increase the rate costs and may be helpful for cashflow earlier in billed activities. Alternatively, community partners may invoice business expense reimbursement so the revenue can be claimed as business expenses. 91±¬ÁÏ programs should consider all of the costs that go into a community partner completing the activity when budgeting the planned costs and scope of activity with invoicing.

Note: If the payments relate to research participation, there are additional pathways to cover expenses and incentivise participation. See Research payment resources.

Public procurement and 91±¬ÁÏ-specific processes can be lengthy and confusing with the multiple steps that take community partners between many different registrations and form submissions. Additionally, the increased opportunities for businesses have financial barriers for entry.

Community partners can find opportunities to work with 91±¬ÁÏ by bidding on public solicitations and taking steps to increase their visibility with 91±¬ÁÏ Procurement for 91±¬ÁÏ contract searches. Otherwise, community partners only have opportunities to work with 91±¬ÁÏ programs when program staff search for community partners as part of their research for best value vendors. 91±¬ÁÏ programs can increase opportunities for community partners by including these businesses and individuals for purchased goods and services rather than always utilizing large business suppliers.

Generally, public solicitation opportunities and registrations are for businesses only, so individuals would need to pay licensing fees and other expenses to participate. Some purchases are required for public solicitation or the vendor to have specific registration, like small business. If this is not required, 91±¬ÁÏ programs and 91±¬ÁÏ Procurement can search for vendors, knowing individuals may not be present on registrations only available to businesses.

Most payment pathways require setting up the community partner with a profile in Workday. In order for these profiles to be completed as quickly as possible, 91±¬ÁÏ programs can share what information needs to be gathered and the timeline for registration when planning with the community partner.

Timelines and compliance requirements are inflexible but timewaste and risks can be minimized by clear communication and planning by 91±¬ÁÏ programs.

Even before payment submissions and processing, 91±¬ÁÏ processes to set up the activity are slower than many similar pathways with private businesses. The slow speed is often necessary for 91±¬ÁÏ to complete all the needed review and compliance steps. 91±¬ÁÏ programs should be mindful of timelines and share these with community partners early in planning conversations or in the initial communications calling for submissions/participation.

There are many agreements, acknowledgements, and forms that cover risks and responsibilities for the activity and protect the rights and assets of 91±¬ÁÏ, community partners, and other participants. Document completion itself can be time consuming, but reviewing terms and coming to an understanding can also be time consuming and will need to happen first. 91±¬ÁÏ programs can prepare templates and instructions for many of these documents to streamline the process.

Partnerships without payment also require agreement documentation. Like with payment pathways, 91±¬ÁÏ programs can prepare templates with instructions and share timelines when planning activities with community partners.