We have made significant progress during the past few years in these areas.

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "We have made significant progress during the past few years in these areas."

Transcription

1 Introduction This form is used to capture information to be discussed in the annual budget meetings with the Provost and each School or College. The questions are aimed at gathering data in regard to strategic plans, process improvements and efficiencies, and to offer each unit a chance to submit any other data of importance. Complete the questions below and submit to the appropriate subject area folder in the documents section of the Planning and Budgeting PEI SharePoint site. Instructions will be available on the site to assist in the submission of your files. Administrative Unit: UW Educational Outreach Person submitting material: Vice President/Vice Provost: Dave Szatmary Phone # of person submitting material: Dave Szatmary Strategic Planning and Reporting 1. What are the strategic priorities, plans and goals for your unit? UWEO exists to enable our campus partners to expand student access to their high-quality educational resources and to serve the needs of diverse, global communities of learners through innovative, self-sustaining programs. To support the objectives of our mission, we hope to create additional access to the resources of the UW for people not normally served by the current degrees at the University of Washington. As a result, we hope to increase the number of fee-based degrees (3 per year), certificates (8 per year) and international student enrollments. We also want to engage in several innovative projects with the Provost and President that might substantially increase the number of undergraduate degreecompleters who are working adults. As a by-product of this additional access, we have generated significant net revenue for the institution. We hope to increase this net revenue by at least 5% annually. In addition to our core access mission, we hope to contribute to the environmental goals of the UW, develop additional partnerships with businesses, nonprofits and other universities and increase the work climate for our staff. 2. What is your progress toward these goals? We have made significant progress during the past few years in these areas. Regarding access, we have helped to develop seven new degree programs last year and a half dozen new certificate programs. We have launched a new program that combines content and ESL for students who hope to attend college in the U.S. We also have significantly increased the financial return to the AdministrativeNarrative.docx Office of Planning & Budgeting (Rev. 10/2011) P a g e 1

2 university for programs administered by UWEO. Budget Review Narrative Form Administrative Units We have made significant inroads into environmental stewardship with an active and award-winning Green Team and a Green competition. We have instituted several new employee recognition strategies and have clarified job descriptions in a number of our internal units. 3. What metrics do you use to measure your progress? (Please give specific examples and explain how you use them.) We measure access by the number of students attracted to UWEO-administered programs in the different categories (e.g. degrees, credit certificates, noncredit certificates, short courses, ESL offerings, online courses, etc.) Obviously, we look at the growth in the return of revenue to the central and decentralized units at the UW as another metric. As mentioned above, we look at accomplishments in our other strategic priorities by the different programs (e.g. employee reward and retention programs) that we have instituted. 4. Describe other strategic accomplishments by the unit during the last year. UWEO engineered and deployed an enterprise-class UW Summer Quarter program budgeting and reporting system. This new system provides course-level revenue and expense tracking of nearly 2,000 summer quarter sections and is used by 200+ UW staff members across all UW schools and colleges. We have completed a comprehensive evaluation of our students experiences across the spectrum of the student lifecycle. This work is guiding a strategic roadmap to improve our students learning outcomes, augment the services we provide to them and to enhance our students overall experience when interacting with UWEO. We implemented a best-in-class constituent relationship management system (CRM) to more effectively engage and interact with our students throughout their relationship with the UW. Core Services 1. What are your core services? UWEO s core services are most succinctly described within our mission statement: University of Washington Educational Outreach provides broad access to and expands the high-quality educational programs of the University of Washington by serving the needs of diverse, global communities of learners through innovative, self-sustaining programs. We create value and goodwill for the UW in flexible and creative ways. AdministrativeNarrative.docx Office of Planning & Budgeting (Rev. 10/2011) P a g e 2

3 Our core program are: Fee-based degree programs Professional certificate programs International programs UW Summer Quarter Contract learning offerings Standalone course offerings Conference management Online learning programs How do you measure them? (Examples: turnaround time, cost per service, customer satisfaction scores, etc.) Our key indices tracked include: UW partner relationships Engagements with interested prospect students Enrollments and student headcount Number of programs initiated and administered External partnerships and collaborations The innovative nature of our program activity Organizational sustainability initiatives implemented Revenues and net returns to our campus partners Student outcomes Year-to-year improvement in student satisfaction as measured in multiple survey instruments UWEO employee satisfaction and employee retention Control of labor expense as a % of gross revenue Employee professional development activity 2. What are your trends? UWEO has recently experienced a rapid growth of fee-based degree programs, but we expect to help our academic partners administer an additional two to three new degree programs per year. Our ESL programs have stabilized at all-time record enrollments, which we achieved last year. Last year, we have developed six new professional certificate programs, and student enrollments in these certificates have increased by 6% in spite of declining employer contributions and other economic factors. Contract offerings and single course offerings continue to expand at a 5% annual rate. Summer quarter enrollments have remained stable for the past three years, but continue to generate significant increased revenues with tuition increases. Online learning enrollments have grown and will continue to grow with an expansion of the UW Online Pilot Program. AdministrativeNarrative.docx Office of Planning & Budgeting (Rev. 10/2011) P a g e 3

4 UWEO s gross revenue trend: FY08 - $73.6M FY09 - $81.7M FY10 - $93.7M FY11 - $108.4M FY12 - $123.8M (forecasted) UWEO s return to the UW and our campus partners trend: FY08 - $23.4M FY09 - $26.2M FY10 - $33.4M FY11 - $39.7M FY12 - $46.6M (forecasted) Process Improvements 1. What process improvements have been implemented in the last 12 months that have made the unit more effective? UWEO completed a comprehensive strategic planning and process improvement project last year to fully document our strategic vision, desired outcomes and objectives and supporting business processes. This program is referred to as Master Process and has been adopted by the College of Engineering, the Foster Business School, the School of Nursing, the UW Real Estate Office and by various departments within the School of Medicine. From this exercise, an implementation roadmap has emerged and placed the focus of our process improvement efforts upon student services and student satisfaction, employee recognition and retention, and business process efficiencies. 2. How has this improved process impacted your budget? What was the dollar amount saved? What were the implementation costs? Other than consulting fees to kick-start the Master Process program, all work has been accomplished by existing staff. As a result of our Master Process work and other initiatives, over the past two fiscal years, our operating expenses as a percent of revenue have been declining while student and employee satisfaction has been improving. AdministrativeNarrative.docx Office of Planning & Budgeting (Rev. 10/2011) P a g e 4

5 3. What impact has your process improvement had on your customers? Recent student focus group work and student satisfaction surveys reveal that overall, our students are very pleased with our programs and services, and our market research data measuring student satisfaction trends supports this fact. In addition, the recharge fees we charge our campus partners have declined slightly over the past two years. 4. What key initiatives will your unit work on in the next 12 months to decrease costs and/or increase efficiencies? UWEO, in partnership with UW-IT, will implement a financial management accounting system to improve financial budgeting, forecasting, compliance management and reporting. UWEO will also make further investments in external web and student management systems. 5. Comments or further explanation: Benchmarking 1. How does your unit measure against other universities and/or other appropriate institutions (if available)? Please give specific examples and explain how you use them. The following data is benchmarked data comparing UWEO to other tier-one continuing education units: 1. Students: UWEO registers approximately 50,000 headcount students a year that represents one of the largest continuing programs in the country. 2. Scope: UWEO has a full complement of program types, unlike most other continuing education units in the country. We administer fee-based degrees, summer quarter, continuing education such as certificate programs and short courses, online learning, English language program for international students, programs abroad as well as programs for older adults and young children. 3. Finances: This year UWEO will like gross $124 million, more than most of our peers. 4. Return to Campus: UWEO will likely return $46 million to campus partners in our various programs, rivaling any peer in terms of net revenue return. 5. Partnership model: UWEO has been able to accomplish our number 1 status due to our partnerships with campuses (we work with the academic units rather than compete with them), external partnership (we have more than 1,500 external advisory board members) and other universities (we lead two national consortia, ASG and R1edu). 2. If you do not currently benchmark, what are your plans for the future? AdministrativeNarrative.docx Office of Planning & Budgeting (Rev. 10/2011) P a g e 5

6 3. Comments or further explanation: UWEO chairs two national continuing educational consortia focused upon program development and information technology supporting continuing education, R1.edu and ASG ( Actions, Solutions and Growth. ) Both consortia actively share best practices and collaboratively problem solve. The ASG group has and will continue to jointly develop professional certificate programs. Current consortia membership in ASG consists of UC Irvine, UC Davis, Wisconsin, Colorado, Boston U, Northwestern, Toronto, Georgia Tech and UW. R1.edu has 34 of the leading AAU institutions in North America. Other What ongoing efforts, strengths and particular challenges do you see for your Unit? Do you anticipate requesting any fee increases? 1. UWEO will continue to grow our partnerships with UW campuses, schools, colleges and the professional community. Our unique expertise in professional programs, online and hybrid content delivery models, self-sustaining program management and our extensive operational infrastructure will continue to serve the needs of UW to improve regional, national and international student access to our professional programs. 2. UWEO s highly innovative programs will continue to evolve to serve the needs of our professional audience competing in an ever-changing job marketplace. 3. UWEO programmatic strategy remains committed to a broad range of content areas and has especially targeted the environmental, economic, and social dimensions of sustainability. In regards to fee increases, each year and in support of our academic partners fiscal objectives, UWEO administers self-sustaining program fee increase requests that are approved by the Provost. As with past years, we do anticipate course fee increase requests in the upcoming academic year on a program basis. Budget Reduction Plans How do you plan to take the upcoming budget cut for FY2013? Plan for a 5% and a 10% cut prior to any new allocations. Be as specific as possible. AdministrativeNarrative.docx Office of Planning & Budgeting (Rev. 10/2011) P a g e 6

7 Of UWEO s total budget, less than 1.7% is DOF funded. The majority of these funds are used to incent our fee-based degree partners to leverage UWEO s expertise and economies of scale to administer their fee-based programs. These DOF funds are used to slightly subsidize fee-based degree overheads. All budget reductions will be to this subsidy. If you received Provost Reinvestment funds last year, how did you use the funds? UWEO is partnering with UW-IT to implement a financial management system. We intend to invest these funds into this project. The automation of our manual accounting processes and improvement of financial controls and reporting should reveal significant ROI and help immeasurably in our strategic planning efforts. How do you plan to use your carryover funds? Indicate what percent of your total carryover you expect to use in each category. UWEO will use our $161,887 DOF carryover to fund temporary employee salaries. Start-up = % Aid & Waiver Reserves = % Temporary Salaries = _100 % Deferred Maintenance / Capital Investments = % Reserves = % Equipment = % Unit Strategic Initiatives = _100 % AdministrativeNarrative.docx Office of Planning & Budgeting (Rev. 10/2011) P a g e 7

Administrative Unit Name: Educational Outreach

Administrative Unit Name: Educational Outreach Administrative Unit Name: Educational Outreach 1. One goal of the budget development process for administrative units this year is to provide greater understanding of the connection between resource use

More information

Dean: James Jiambalvo

Dean: James Jiambalvo Introduction This form is used to capture information to be discussed in the annual budget meetings with the Provost and each School or College. The questions are aimed at gathering data in regard to strategic

More information

www.keeplearning.uw.edu 206-897-8939 800-506-1325 Keep learning. It s the Washington Way.

www.keeplearning.uw.edu 206-897-8939 800-506-1325 Keep learning. It s the Washington Way. 2013 Y e a r i n R e v i e w www.keeplearning.uw.edu 206-897-8939 800-506-1325 Keep learning. It s the Washington Way. 2 University of Washington Educational Outreach is entering into a dynamic period.

More information

UW-IT Metrics. Fiscal Year 2014. February 2014

UW-IT Metrics. Fiscal Year 2014. February 2014 UW-IT Metrics Fiscal Year 2014 February 2014 Table of Contents OVERVIEW... 1 UW-IT SERVICE AREAS... 2 1. FINANCES... 3 UW-IT ANNUAL BUDGET BY SERVICE COSTS... 3 UW-IT FY 2014 FUNDING BY SOURCE... 4 2.

More information

Fiscal Year 2016 Strategic Planning Document

Fiscal Year 2016 Strategic Planning Document Fiscal Year 2016 Strategic Planning Document Board Planning Meeting June 30, 2015 Summary Kalamazoo Valley Community College (KVCC) will continue to be a leading community college in the state of Michigan.

More information

Seattle Campus. Office of Planning & Budgeting FY2016 Budget Development Campuses, Colleges and Schools

Seattle Campus. Office of Planning & Budgeting FY2016 Budget Development Campuses, Colleges and Schools UW Bothell/UW Tacoma, Seattle College/School Name: Seattle Campus College of Arts and Sciences, 1. Please provide a 1-2 page description with visualizations if possible of how you intend to grow or contract

More information

Planning and Budget Process

Planning and Budget Process Planning and Budget Process The University s planning framework, The Highest Order of Excellence II, is the framework for strategic planning at all levels of the institution. Oversight for the strategic

More information

Office of Planning & Budgeting FY2016 Budget Development Campuses, Colleges and Schools

Office of Planning & Budgeting FY2016 Budget Development Campuses, Colleges and Schools UW Bothell/UW Tacoma, Seattle College/School Name: 1. Please provide a 1 2 page description with visualizations if possible of how you intend to grow or contract over the next five years. Please provide

More information

3. What metrics do you use to measure your progress? (Please give specific examples and explain how you use them.)

3. What metrics do you use to measure your progress? (Please give specific examples and explain how you use them.) Introduction This form is used to capture information to be discussed in the annual budget meetings with the Provost and each School or College. The questions are aimed at gathering data in regard to strategic

More information

WORKING PAPER, V2 Revised December 2011

WORKING PAPER, V2 Revised December 2011 WORKING PAPER, V2 Revised December 2011 Incentive-Based Budget Model Undergraduate Tuition Allocation *New or revised material is indicated by an asterisk. The following information is intended to provide

More information

Office of Budget and Financial Planning

Office of Budget and Financial Planning The Office of Budget and Financial Planning (OBFP) is a professional service organization in the Institute s financial administration area. The mission of the office is to provide value added integrated

More information

Office of Planning & Budgeting FY2016 Budget Development Campuses, Colleges and Schools

Office of Planning & Budgeting FY2016 Budget Development Campuses, Colleges and Schools UW Bothell/UW Tacoma, Seattle College/School Name: FOSTER SCHOOL OF BUSINESS 1. Please provide a 1-2 page description with visualizations if possible of how you intend to grow or contract over the next

More information

NORTHEAST IOWA COMMUNITY COLLEGE FY2016-2018. strategic plan. 2015.2016_IE.Strategic Plan.

NORTHEAST IOWA COMMUNITY COLLEGE FY2016-2018. strategic plan. 2015.2016_IE.Strategic Plan. NORTHEAST IOWA COMMUNIT Y COLLEGE Est. 1966 NORTHEAST IOWA COMMUNITY COLLEGE FY2016-2018 strategic plan NORTHEAST IOWA COMMUNITY COLLEGE FY2016-2018 strategic plan It is time to focus on the future. To

More information

The University of Georgia. Vice President for Finance and Administration. Strategic Plan 2011-2021

The University of Georgia. Vice President for Finance and Administration. Strategic Plan 2011-2021 The University of Georgia Vice President for Finance and Administration Strategic Plan 2011-2021 Revised August 2014 Introduction STRATEGIC PLAN, 2011-2021 Vice President for Finance and Administration

More information

Guidelines for the Annual Assessment and Fifth Year Review of Centers and Institutes

Guidelines for the Annual Assessment and Fifth Year Review of Centers and Institutes Guidelines for the Annual Assessment and Fifth Year Review of Centers and Institutes Clemson University has a systematic approach to annual assessment of all academic and nonacademic programs, services,

More information

Dean: 206-616-3905. For BSN (undergraduate) and PhD (Tier 3), we will align with UW tuition increases.

Dean: 206-616-3905. For BSN (undergraduate) and PhD (Tier 3), we will align with UW tuition increases. Introduction This form is used to capture information to be discussed in the annual budget meetings with the Provost and each School or College. The questions are aimed at gathering data in regard to strategic

More information

Scientific Cores/Service Centers Administrative Manual. Responsible Office: Associate Provost for Research. Introduction

Scientific Cores/Service Centers Administrative Manual. Responsible Office: Associate Provost for Research. Introduction Scientific Cores/Service Centers Administrative Manual Responsible Office: Associate Provost for Research Introduction These guidelines provide investigators, core and administrative staff a framework

More information

UW-IT Metrics. Fiscal Year 2015. January 2015

UW-IT Metrics. Fiscal Year 2015. January 2015 UW-IT Metrics Fiscal Year 2015 January 2015 Contents OVERVIEW... 1 UW-IT SERVICE AREAS... 2 1. FINANCES... 3 2. SUPPORT FOR STRATEGIC GOALS... 5 4. EMPLOYEE SATISFACTION... 12 5. PEER BENCHMARKING (2013

More information

Budgeting and Planning Process

Budgeting and Planning Process Budgeting and Planning Process Summary The budget is an important annual planning document for the university and reflects choices, priorities and tactics set forth as the result of intensive planning.

More information

Office of Academic and Student Services PROGRAMMING FOR THE NON-TRADITIONAL MARKET IN THE UNIVERSITY OF WISCONSIN SYSTEM

Office of Academic and Student Services PROGRAMMING FOR THE NON-TRADITIONAL MARKET IN THE UNIVERSITY OF WISCONSIN SYSTEM The University of Wisconsin System Office of Academic and Student Services Academic Information Series 5.4 Rev (ACIS-5.4 Rev) PROGRAMMING FOR THE NON-TRADITIONAL MARKET IN THE UNIVERSITY OF WISCONSIN SYSTEM

More information

2015-2025 Strategic Plan

2015-2025 Strategic Plan 2015-2025 Strategic Plan On behalf of the State Board for Community Colleges and Occupational Education, the 13 colleges across our System, and the many communities we serve, I am pleased to share the

More information

Proposed Scope of Consulting Services for Business Plan Development and Performance Based Budgeting

Proposed Scope of Consulting Services for Business Plan Development and Performance Based Budgeting Business Plan Development Performance Based Budgeting Proposed Scope of Consulting Services for Business Plan Development and Performance Based Budgeting Budget Committee February 9, 2006 1 Business Plan

More information

Columbus State University Strategic Plan and Direction 2013-2018

Columbus State University Strategic Plan and Direction 2013-2018 Columbus State University Strategic Plan and Direction 2013-2018 1 Table of contents: 3 Strategic Plan overview 4 Letter from Tim Mescon, Columbus State University president 5 Letter from Tom Hackett and

More information

WORKING PAPER, V3 Revised January 2012

WORKING PAPER, V3 Revised January 2012 WORKING PAPER, V3 Revised January 2012 Incentive-Based Budget Model Undergraduate Tuition Allocation *New or revised material is indicated by an asterisk. The following information is intended to provide

More information

Lifelong Learning 2020

Lifelong Learning 2020 Learning 2020 A UW-Madison Campus-Wide Strategic Plan lifelonglearning.wisc.edu January 2015 Learning 2020 Creating transformative and meaningful learning experiences, reaching more learners, and generating

More information

Strategic Plan 2020 revision 2013

Strategic Plan 2020 revision 2013 Strategic Plan 2020 REVISION 2013 Strategic Plan 2020 REVISION 2013 Table of Contents Mission, Vision and Core Values 4 Message from the Chancellor 5 Strategic Plan 2020 7 Strategic Goals 8 Strategic

More information

Strategic Plan 2013-2015. The College of Business Oregon State University. Strategic Plan. Approved June 2012 Updated June 2013 Updated June 2014

Strategic Plan 2013-2015. The College of Business Oregon State University. Strategic Plan. Approved June 2012 Updated June 2013 Updated June 2014 The College of Business Oregon State University Strategic Plan Approved June 2012 Updated June 2013 Updated June 2014 1 The College of Business Oregon State University Vision Developing professionals who

More information

ABA Budget Discussion

ABA Budget Discussion ABA Budget Discussion Executive Vice Chancellor Suresh Subramani Assistant Vice Chancellor Debbie McGraw Director Kathy Farrelly Assistant Vice Chancellor Sylvia Lepe-Askari April 1, 2014 Student-centered,

More information

Development and Administration of Self- Supporting Degree Programs at Public Institutions

Development and Administration of Self- Supporting Degree Programs at Public Institutions UNIVERSITY BUSINESS EXECUTIVE ROUNDTABLE Development and Administration of Self- Supporting Degree Programs at Public Institutions Custom Research Brief TABLE OF CONTENTS RESEARCH ASSOCIATE Joe LeMaster

More information

Office of Budget and Financial Planning

Office of Budget and Financial Planning The Office of Budget and Financial Planning (OBFP) is a professional service organization for financial planning and resource allocation and management. Our mission is to deliver value-added planning and

More information

PROFESSIONAL MASTERS

PROFESSIONAL MASTERS PROFESSIONAL MASTERS PROGRAM GUIDELINES West Lafayette Campus August 2012 Definition of Professional Masters Program The characteristics of a Professional Masters program at Purdue as outlined below provide

More information

THE FEDERAL RESERVE BANK OF BOSTON S COMMUNITY COLLEGE INITIATIVE

THE FEDERAL RESERVE BANK OF BOSTON S COMMUNITY COLLEGE INITIATIVE THE FEDERAL RESERVE BANK OF BOSTON S COMMUNITY COLLEGE INITIATIVE Community Development Advisory Council Sol Carbonell, Assistant Vice President Sarah Savage, Community Affairs Manager Federal Reserve

More information

HOPE ACADEMY. 2011-2012 Performance Analysis

HOPE ACADEMY. 2011-2012 Performance Analysis HOPE ACADEMY 2011-2012 Performance Analysis Core Question 2: Is the organization effective and well-run? 2.1. Is the school in sound fiscal health? STANDARD The school presents significant concerns in

More information

UNIVERSITY OF WASHINGTON The Graduate School. New Graduate Degree Program Proposal Guidelines

UNIVERSITY OF WASHINGTON The Graduate School. New Graduate Degree Program Proposal Guidelines UNIVERSITY OF WASHINGTON The Graduate School New Graduate Degree Program Proposal Guidelines A new graduate degree proposal must include the items below and be submitted with a cover sheet and appendices

More information

Cost of higher education: A student affairs perspective. Dr. Javaune Adams-Gaston Vice-President for Student Life The Ohio State University

Cost of higher education: A student affairs perspective. Dr. Javaune Adams-Gaston Vice-President for Student Life The Ohio State University Cost of higher education: A student affairs perspective Dr. Javaune Adams-Gaston Vice-President for Student Life The Ohio State University Introduction Roadmap Cost Benefits Student debt Impact of debt

More information

University of Wisconsin Oshkosh Graduate Education Strategic Plan

University of Wisconsin Oshkosh Graduate Education Strategic Plan University of Wisconsin Oshkosh Graduate Education Strategic Plan Introduction The University of Wisconsin Oshkosh has a long tradition of providing students with high-quality, affordable graduate education

More information

Goal #1 Learner Success Ensure a distinctive learning experience and foster the success of students.

Goal #1 Learner Success Ensure a distinctive learning experience and foster the success of students. Western Michigan University is committed to being learner centered, discovery driven, and globally engaged as it transitions into the next strategic planning cycle. In the first year of the University

More information

Service Plan Report 2005/06. Revised

Service Plan Report 2005/06. Revised Service Plan Report 2005/06 Revised December 2006 1 2005/06 Langara College Service Plan Report Table of Contents INSTITUTIONAL OVERVIEW...3 MISSION...3 VISION...3 VALUES...3 OPERATIONAL CONTEXT...4 POPULATION

More information

Evaluate. Execute. Excel. Facilities Management Evaluation Program

Evaluate. Execute. Excel. Facilities Management Evaluation Program E Evaluate. Execute. Excel. Facilities Management Evaluation Program Why consider the FMEP? The Facilities Management Evaluation Program (FMEP) is a highly customized, personally tailored evaluation process

More information

Tallahassee Community College Foundation College Innovation Fund. Program Manual

Tallahassee Community College Foundation College Innovation Fund. Program Manual Tallahassee Community College Foundation College Innovation Fund Program Manual REVISED JUNE 2015 TCC Foundation College Innovation Fund Page 2 Table of Contents INTRODUCTION & OVERVIEW... 3 PURPOSE...

More information

Grambling State University FIVE-YEAR STRATEGIC PLAN. FY 2017-2018 through FY 2021-2022

Grambling State University FIVE-YEAR STRATEGIC PLAN. FY 2017-2018 through FY 2021-2022 Grambling State University FIVE-YEAR STRATEGIC PLAN FY 2017-2018 through FY 2021-2022 July 1, 2016 GRAMBLING STATE UNIVERSITY Strategic Plan FY 2017-2018 through FY 2021-2022 Vision Statement: To be one

More information

UNIVERSITY OF WASHINGTON The Graduate School. New Graduate Degree Program Proposal Guidelines

UNIVERSITY OF WASHINGTON The Graduate School. New Graduate Degree Program Proposal Guidelines UNIVERSITY OF WASHINGTON The Graduate School New Graduate Degree Program Proposal Guidelines A new graduate degree proposal must include the items below and be submitted with a cover sheet and appendices

More information

Each year, millions of Californians pursue degrees and certificates or enroll in courses

Each year, millions of Californians pursue degrees and certificates or enroll in courses Higher Education Each year, millions of Californians pursue degrees and certificates or enroll in courses to improve their knowledge and skills at the state s higher education institutions. More are connected

More information

Strategic Mandate Agreement (2014-17)

Strategic Mandate Agreement (2014-17) Strategic Mandate Agreement (2014-17) Between: The Ministry of Training, Colleges and Universities & Lambton College of Applied Arts and Technology ONTARIO S VISION FOR POSTSECONDARY EDUCATION Ontario

More information

Faculty Compensation Plan. Department of Family Medicine and Community Health. UMass Memorial Health Care/University of Massachusetts Medical School

Faculty Compensation Plan. Department of Family Medicine and Community Health. UMass Memorial Health Care/University of Massachusetts Medical School Faculty Compensation Plan Department of Family Medicine and Community Health UMass Memorial Health Care/University of Massachusetts Medical School Faculty Compensation Plan Department of Family Medicine

More information

University of Nebraska Online Worldwide Rolling Three Year Strategic Plan January 2010

University of Nebraska Online Worldwide Rolling Three Year Strategic Plan January 2010 University of Nebraska Online Worldwide Rolling Three Year Strategic Plan January 2010 The University of Nebraska has established an integrated University wide distance education program to serve the educational

More information

UW Bothell/UW Tacoma, Seattle College/School Name:

UW Bothell/UW Tacoma, Seattle College/School Name: UW Bothell/UW Tacoma, Seattle College/School Name: School of Social Work 1. Please provide a 1-2 page description with visualizations if possible of how you intend to grow or contract over the next five

More information

Report to the Texas Tech System Board of Regents M. Duane Nellis President, Texas Tech University

Report to the Texas Tech System Board of Regents M. Duane Nellis President, Texas Tech University Report to the Texas Tech System Board of Regents M. Duane Nellis President, Texas Tech University March 05, 2015 Texas Tech University Strategic Priorities Increase Enrollment and Promote Student Success

More information

Collaborating with Faculty, Staff & Students to Transform the University of Washington

Collaborating with Faculty, Staff & Students to Transform the University of Washington Collaborating with Faculty, Staff & Students to Transform the University of Washington Paul Jenny, Vice Provost, Office of Planning and Budgeting Ruth Johnston, Associate Vice President /Special Assistant

More information

Department of Human Resources

Department of Human Resources Workforce Services Workforce Policy and Planning Department Management/ Human Resource Information Systems Employee Relations Employment Compensation and Workforce Analysis Employee Benefits Organizational

More information

UNIVERSITY COUNCIL PLANNING AND PRIORITIES COMMITTEE FOR INFORMATION ONLY. Planning and Priorities Committee

UNIVERSITY COUNCIL PLANNING AND PRIORITIES COMMITTEE FOR INFORMATION ONLY. Planning and Priorities Committee AGENDA ITEM NO: 8.2 UNIVERSITY COUNCIL PLANNING AND PRIORITIES COMMITTEE FOR INFORMATION ONLY PRESENTED BY: Bob Tyler, Chair Planning and Priorities Committee DATE OF MEETING: November 15, 2012 SUBJECT:

More information

Center for Instructional Technology Strategic Plan 2007 2011

Center for Instructional Technology Strategic Plan 2007 2011 Center for Instructional Technology Strategic Plan 2007 2011 Last update 8/9/07 CIT's mission The Duke Center for Instructional Technology supports the academic mission of Duke University by helping instructors

More information

Montana State University Internationalization Plan Fall 2008

Montana State University Internationalization Plan Fall 2008 Montana State University Internationalization Plan Fall 2008 Introduction Universities have always had to be international institutions because sharing knowledge across borders has always been essential

More information

RWWL 2010-2015 STRATEGIC PLAN: Building a 21st Century Learning Community Advancing the Academic Village

RWWL 2010-2015 STRATEGIC PLAN: Building a 21st Century Learning Community Advancing the Academic Village RWWL 2010-2015 STRATEGIC PLAN: Building a 21st Century Learning Community Advancing the Academic Village Clark Atlanta University Interdenominational Theological Center Morehouse College Spelman College

More information

The Entrepreneurial University: Making University Budgeting More Adaptable, Efficient, and Flexible in Tight Budget Times

The Entrepreneurial University: Making University Budgeting More Adaptable, Efficient, and Flexible in Tight Budget Times The Entrepreneurial University: Making University Budgeting More Adaptable, Efficient, and Flexible in Tight Budget Times Neil D. Theobald Vice President & Chief Financial Officer Professor of Education

More information

Louisiana Tech University FIVE-YEAR STRATEGIC PLAN. FY 2017-2018 through FY 2021-2022

Louisiana Tech University FIVE-YEAR STRATEGIC PLAN. FY 2017-2018 through FY 2021-2022 Louisiana Tech University FIVE-YEAR STRATEGIC PLAN FY 2017-2018 through FY 2021-2022 July 1, 2016 DEPARTMENT ID: 19A Higher Education AGENCY ID: 19A-625 Louisiana Tech University Louisiana Tech University

More information

2015-2018 Human Resources Strategic Plan

2015-2018 Human Resources Strategic Plan 2015-2018 Human Resources Strategic Plan Welcome to the 2015-2018 Human Resources Strategic Plan. The purpose of this plan is to stabilize and modernize the Human Resources system (people, processes, organization)

More information

Master of Geographic Information Systems University of Washington

Master of Geographic Information Systems University of Washington March 2010 Master of Geographic Information Systems University of Washington Introduction The University of Washington (UW) seeks approval to establish a Master of Geographic Information Systems degree

More information

Office of Undergraduate Education Strategic Plan

Office of Undergraduate Education Strategic Plan 1 Office of Undergraduate Education Strategic Plan Letter from the Dean The Office of Undergraduate Education (UE) at The Ohio State University is located in the Office of Academic Affairs, and assumes

More information

YMCA of Northeast Avalon Strategic Plan 2012-2016. A View For Our Y

YMCA of Northeast Avalon Strategic Plan 2012-2016. A View For Our Y YMCA of Northeast Avalon Strategic Plan 2012-2016 A View For Our Y Introduction Our View for the future of the Y is clear. We can influence healthy living and inspire a generation of young leaders who

More information

2011-2016 Strategic Plan. Creating a healthier world through bold innovation

2011-2016 Strategic Plan. Creating a healthier world through bold innovation 2011-2016 Strategic Plan Creating a healthier world through bold innovation 2011-2016 STRATEGIC PLAN Table of contents I. Global direction 1 Mission and vision statements 2 Guiding principles 3 Organizational

More information

2015 2015 2 1, 2014 30, 2015. 2014 2015 FY

2015 2015 2 1, 2014 30, 2015. 2014 2015 FY FY 2015 Budget The Connect for Health Colorado FY 2015 budget is the final budget that will incorporate federal grant funding under the Exchange Implementation Level 2 grant. The following narrative explains

More information

Page 1 of 10. FY 09 Customer Service Improvement Plan. Kennesaw State University

Page 1 of 10. FY 09 Customer Service Improvement Plan. Kennesaw State University Page 1 of 10 FY 09 Customer Service Improvement Plan Kennesaw State University SECTION I. EXECUTIVE SUMMARY President: Dr. Daniel S. Papp Date of submission and/or revision: CS Champion: Linda Lyons Contact

More information

2015 ASHP STRATEGIC PLAN

2015 ASHP STRATEGIC PLAN 2015 ASHP STRATEGIC PLAN ASHP Vision ASHP s vision is that medication use will be optimal, safe, and effective for all people all of the time. ASHP Mission The mission of pharmacists is to help people

More information

Decentralized Budgeting: Financial Management and Strategic Outlook

Decentralized Budgeting: Financial Management and Strategic Outlook Decentralized Budgeting: Financial Management and Strategic Outlook The Temple Model Overview of the Decentralized Budget Model Decisions Made Model Development Funds Flow Cost Drivers and Allocations

More information

Market Tuition Rate 2016 Pilot Program Review Survey

Market Tuition Rate 2016 Pilot Program Review Survey Market Tuition Rate 2016 Pilot Program Review Survey Only one survey response per university. This survey includes the totality of the market tuition rate programs approved by the Board of Governors for

More information

Beginning in February, the CFO will host the following 11 budget conferences for support units and auxiliaries, organized by officers:

Beginning in February, the CFO will host the following 11 budget conferences for support units and auxiliaries, organized by officers: To: From: Support Unit Vice Presidents Ken Kaiser, CFO and Treasurer Date: January 4, 2016 Re: Support Unit Budget Conferences and FY17 Budget Preparation It is time to begin building the FY2016-17 operating

More information

DISTANCE EDUCATION STANDARDS AND GUIDELINES

DISTANCE EDUCATION STANDARDS AND GUIDELINES DISTANCE EDUCATION STANDARDS AND GUIDELINES Distance Education in a National Context Distance education is becoming a standard practice in higher education. 1 According to a report issued by the National

More information

How we make an impact

How we make an impact 2014 IMPACT REPORT How we make an impact We have all seen the headlines about the need for higher education to change and heard the questions about the real value of a college degree. While the debate

More information

SMART. NIMBLE. COMPASSIONATE. PREPARED. SMART. Strategic NIMBLE. Plan COMPASSIONATE. 2013-2017 PREPARED.

SMART. NIMBLE. COMPASSIONATE. PREPARED. SMART. Strategic NIMBLE. Plan COMPASSIONATE. 2013-2017 PREPARED. SMART. NIMBLE. COMPASSIONATE. PREPARED. SMART. Strategic NIMBLE. Plan COMPASSIONATE. 2013-2017 PREPARED. SMART. NIMBLE. COMPASSIONATE. PREPARED. SMART. Achieving NIMBLE. the Business COMPASSIONATE. University

More information

University of Nebraska at Omaha. Distance Education Strategic Plan. March, 2007

University of Nebraska at Omaha. Distance Education Strategic Plan. March, 2007 University of Nebraska at Omaha Distance Education Strategic Plan March, 2007 Executive Summary The goal of Distance Education (DE) at University of Nebraska at Omaha (UNO) is furthering the academic missions

More information

Academic Division Enterprise Risk Management (ERM)

Academic Division Enterprise Risk Management (ERM) Academic Division Enterprise Risk Management (ERM) Audit and Compliance Committee March 24, 2015 Achieve competitive compensation Risk Category Risk Description Risk Owner Key Stakeholders Management of

More information

Measuring and Increasing College Affordability. A Presentation to Maine Legislators by The New England Board of Higher Education January 29, 2014

Measuring and Increasing College Affordability. A Presentation to Maine Legislators by The New England Board of Higher Education January 29, 2014 Measuring and Increasing College Affordability A Presentation to Maine Legislators by The New England Board of Higher Education January 29, 2014 New England at a Glance New England is home to 260 non-profit

More information

Preliminary Findings Summary: Effective Practices in Fully Online Programs

Preliminary Findings Summary: Effective Practices in Fully Online Programs Preliminary Findings Summary: Effective Practices in Fully Online Programs July 13, 2009 Introduction Education institutions of all shapes and sizes are taking a serious look at fully online programs as

More information

Demonstrating Institutional Quality through Academic Accreditation

Demonstrating Institutional Quality through Academic Accreditation Demonstrating Institutional Quality through Academic Accreditation A Case Study of a Public University in the U.S December 3, 2014. Ritu Subramony, Ph.D., M.S. Director of Academic Accreditation Content

More information

FORECASTING TUITION REVENUE: ENROLLMENT MANAGEMENT AND TUITION DISCOUNTING. Agenda

FORECASTING TUITION REVENUE: ENROLLMENT MANAGEMENT AND TUITION DISCOUNTING. Agenda FORECASTING TUITION REVENUE: ENROLLMENT MANAGEMENT AND TUITION DISCOUNTING Eileen G. McLoughlin 2014 Managerial Accounting and Decision Support The Omni Charlotte, NC November 13 14, 2014 Agenda Determination

More information

Winter Symposium 2012

Winter Symposium 2012 Winter Symposium 2012 January 19, 2012 SMSU Ballroom Roy Koch, Provost and Vice President for Academic Affairs Kevin Reynolds, Vice Provost for Fiscal Strategies and Planning Monica Rimai, Vice President

More information

Institutional Effectiveness Model

Institutional Effectiveness Model North Georgia Technical College Institutional Effectiveness Model October 2000 FY 2012 Update (Rev 10-31-11) INSTITUTIONAL EFFECTIVENESS OPERATIONAL PLANNING & EVALUATION STRATEGIC PLANNING AND EVALUATION

More information

A 5 STANDING COMMITTEES. Academic and Student Affairs Committee

A 5 STANDING COMMITTEES. Academic and Student Affairs Committee A 5 Collegiate-Level Unit Headed by a Dean RECOMMENDED ACTION It is the recommendation of the administration and the Academic and Student Affairs Committee that the status of the Education Program at the

More information

College of Letters and Science Chairs and Business Officers Briefing February 10, 2015. David Marshall Executive Vice Chancellor

College of Letters and Science Chairs and Business Officers Briefing February 10, 2015. David Marshall Executive Vice Chancellor College of Letters and Science Chairs and Business Officers Briefing February 10, 2015 David Marshall Executive Vice Chancellor Admissions UC: 193,873 applications: freshman applicants up 6.5% and transfer

More information

HR Strategic Plan 2015-2019

HR Strategic Plan 2015-2019 HR Strategic Plan 2015-2019 Vision Strategy The headline Something happens we have to fix External influence drives action Crisis management Timing: NOW Reaction Transaction Set of steps triggered by an

More information

Higher Education. Higher Education Compact Funding Levels. Higher Education

Higher Education. Higher Education Compact Funding Levels. Higher Education Higher Education Total Funding The Budget continues to recognize the significant contributions and benefits to society from broad access to higher education at the University of California (UC), the California

More information

Office of Cable Television, Film, Music, and Entertainment

Office of Cable Television, Film, Music, and Entertainment Office of Cable Television, Film, Music, and Entertainment (CI0) http://film.dc.gov Telephone: 202-671-0066 The mission of the Office of Cable Television, Film, Music, and Entertainment (OCTFME) is to

More information

TO MEMBERS OF THE COMMITTEE ON LONG RANGE PLANNING: DISCUSSION ITEM EXECUTIVE SUMMARY

TO MEMBERS OF THE COMMITTEE ON LONG RANGE PLANNING: DISCUSSION ITEM EXECUTIVE SUMMARY L3 Office of the President TO MEMBERS OF THE COMMITTEE ON LONG : For Meeting of July 22, 2015 UCPATH PROJECT UPDATE DISCUSSION ITEM EXECUTIVE SUMMARY UCPath was launched in 2010 as a systemwide UC strategic

More information

Office of Planning Telephone:

Office of Planning  Telephone: (BD0) www.planning.dc.gov Telephone: 202-442-7600 % Change FY 2014 FY 2015 FY 2016 from Description Actual Approved Proposed FY 2015 Operating Budget $10,959,523 $9,948,827 $10,312,367 3.7 FTEs 69.8 71.0

More information

OPERATING BUDGET POLICIES AND PROCEDURES 2013-2014. Table of Contents

OPERATING BUDGET POLICIES AND PROCEDURES 2013-2014. Table of Contents Operating Budget Policies and Procedures FY2014 OPERATING BUDGET POLICIES AND PROCEDURES 2013-2014 Table of Contents INTRODUCTION... 2 STRUCTURE AND PRESENTATION... 2 RESOURCE ALLOCATION... 3 CARRYOVER

More information

Enrollment & Degree Management

Enrollment & Degree Management Virginia Tech May 21 2014 Learning Objectives Enhanced Understanding of Strategic Enrollment Management Roadmaps for Enrollment Planning Challenges for Success Strategic Enrollment Management (SEM) What

More information

IT Governance Overview

IT Governance Overview IT Governance Overview Contents Executive Summary... 3 What is IT Governance?... 4 Strategic Vision and IT Guiding Principles... 4 Campus-Wide IT Strategic Vision... 4 IT Guiding Principles... 4 The Scope

More information

Our Mission To provide leadership, resources, and support for academically rigorous graduate study. *************

Our Mission To provide leadership, resources, and support for academically rigorous graduate study. ************* Our Vision To serve as a model unit of support, service, and stewardship of excellence in graduate education to meet the intellectual, academic, and vocational needs of students in the region and beyond.

More information

Department of Education HOWARD UNIVERSITY. Fiscal Year 2015 Budget Request CONTENTS

Department of Education HOWARD UNIVERSITY. Fiscal Year 2015 Budget Request CONTENTS Department of Education Fiscal Year 2015 Budget Request CONTENTS Page Appropriations Language... U-1 Analysis of Language Provisions and Changes... U-2 Appropriation, Adjustments and Transfers... U-3 Authorizing

More information

The Iowa New Jobs Training Program

The Iowa New Jobs Training Program The Iowa New Jobs Training Program T he Iowa New Jobs Training Program represents a unique, cooperative effort between government, business, and education to promote economic and workforce development

More information

TO MEMBERS OF THE COMMITTEE ON LONG RANGE PLANNING: DISCUSSION ITEM EXECUTIVE SUMMARY

TO MEMBERS OF THE COMMITTEE ON LONG RANGE PLANNING: DISCUSSION ITEM EXECUTIVE SUMMARY L2 Office of the President TO MEMBERS OF THE COMMITTEE ON : DISCUSSION ITEM For Meeting of UPDATE ON LONG RANGE FINANCIAL PLAN EXECUTIVE SUMMARY The Regents will be presented with an update of the University

More information

College of Nursing Budget System Survey

College of Nursing Budget System Survey College of Nursing Budget System Survey 1. From the perspective of your college, do you feel that the guiding principles of the University budget system have been observed? Explain reasons why or why not?

More information

Office of Planning & Budgeting FY2016 Budget Development Administrative Unit Name:

Office of Planning & Budgeting FY2016 Budget Development Administrative Unit Name: Administrative Unit Name: Graduate School 1. One goal of the budget development process for administrative units this year is to provide greater understanding of the connection between resource use and

More information

Case Study: Factors in Defining the Nurse Informatics Specialist Role

Case Study: Factors in Defining the Nurse Informatics Specialist Role Case Study: Factors in Defining the Nurse Informatics Specialist Role Margaret (Mimi) Hassett, MS, RN, FHIMSS A B S T R A C T Healthcare organizations, consultant groups, vendor companies, and academic

More information

FAQs Cal State Online

FAQs Cal State Online FAQs Cal State Online 1. What is Cal State Online? Cal State Online is a coordinated systemwide collection of services that not only supports the delivery of online programs from systemwide campuses but

More information

Andrew Young School of Policy Studies at Georgia State University Strategic Plan Approved by faculty: May 15, 2013

Andrew Young School of Policy Studies at Georgia State University Strategic Plan Approved by faculty: May 15, 2013 Andrew Young School of Policy Studies at Georgia State University Strategic Plan Approved by faculty: May 15, 2013 VISION, MISSION, VALUES Proposed Vision 1 Changing the World: One Student at a Time, One

More information

Review of Existing Academic Programs: User Guide

Review of Existing Academic Programs: User Guide Review of Existing Academic Programs: User Guide Kentucky public postsecondary institutions conduct periodic reviews of approved academic programs for the purposes of quality improvements, more efficient

More information

THE NATIONAL HUMAN SERVICES ASSEMBLY President and CEO Washington, DC

THE NATIONAL HUMAN SERVICES ASSEMBLY President and CEO Washington, DC THE NATIONAL HUMAN SERVICES ASSEMBLY President and CEO Washington, DC EXECUTIVE SUMMARY The National Human Services Assembly (the National Assembly), the premier professional association for the nation

More information

Excellence in Business and Support Services

Excellence in Business and Support Services Business Services Strategic Plan Updated September 2008 New Synergies: Launching Tomorrow s Leaders Discovery with Delivery Meeting Global Challenges Excellence in Business and Support Services Introduction

More information