1. Amount of Provost reinvestment funding provided: $0

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1 2012 BUDGET RESPONSE FORM ACADEMIC UNITS School or College: Army, Navy, and Air Force ROTC Dean/Vice Provost: Cheryl A. Cameron, Vice Provost for Academic Personnel Lieutenant Colonel Michael Daniels, Army Colonel Jeffrey Gustafson, Air Force Captain Nicholas Holman, Navy I. USE OF LAST YEAR S FUNDS. A. Please review Attachment A: FY2011 Investment Funds and Bridge Funds Allocated to Units of the 2012 budget letter (available at and respond to the following: 1. Amount of Provost reinvestment funding provided: $0 Provide a short detailed summary of how you utilized the funding provided to you from the provost s reinvestments. N/A; no funding was allocated to the ROTC unit for FY Amount of temporary funding provided: $0 Provide details on how your share of the second (and last) allocation of temporary funding was deployed in your unit. N/A B. As specifically as possible please answer the following questions: 1. What administrative efficiencies have you achieved as a response to these budget reductions? N/A 2. What has been the overall impact on faculty and instructional staff levels (including TAs) from the cumulative budget reductions and how did the funding provided in FY11 mitigate reductions to these levels? N/A 3. What has been the change in classroom education including course offerings, class size and use of alternative methods of instruction delivery? Please address the impact of changes. N/A 4. What has been the overall impact on support and administrative staff levels from the cumulative budget reductions and how did the funding provided in FY11 mitigate reductions to these levels? Academic Personnel and ROTC did not receive new funds for FY11. It should be noted that the UW budget system funds classified staff positions based on an average for each job class code. Therefore, the three secretary lead positions are currently under budgeted for both base salary and benefits. Page 1 Last updated: 12/6/10

2 Academic Personnel has been covering the differential costs of approximately $8,300 per year, which has impacted its overall operating budget. Understanding that state funded operations may face further cuts, ROTC is cognizant of its spending. Where it is possible and appropriate, ROTC has reduced its use of university facilities for cadet training and testing and shifted much of its normal operating costs from state funds to non-matriculated fee budgets. However, the fee budgets fluctuate with the number of non-matriculated students enrolled in ROTC courses and continued dependence on this source of funding for normal operating costs may be tenuous. 5. What major compliance and risk issues have arisen in your units and what efforts have you made to mitigate these issues? Have you had to deal with additional compliance or risk exposures that have not been funded in your base budget? N/A II. PROPOSED BUDGET FOR FY12 ACADEMIC UNITS Please answer the questions posed below regarding how your unit would deal with a 5% or 10% reduction level to your base. 1. What are your strategic priorities, based on your own strategic plan and the results from the Program Evaluation Initiative? ROTC s purpose is to develop quality leaders mentally, physically, and morally in order to serve as commissioned officers in the United States Army, Navy, Air Force and Marine Corps. 2. What administrative efficiencies do you propose as a response to these budget reductions? All three ROTC programs propose zero personnel reductions. The ROTC faculty and staff are funded almost entirely by the military, with the exception of one UW secretary lead position supported with state funds per ROTC unit. These UW personnel are extremely valuable in the day-to-day operations of ROTC and have a direct impact on commissioning future leaders of our military. Should a 5% or a 10% reduction be applied to the ROTC budget of $187,172 ($9,359 and $18,717 respectively) all three units would rather take the full reduction in their combined annual operating budgets, rather than eliminating one of the secretary lead positions and lose a member of their UW team. The UW staff members are far too valuable to the program success. However, this would leave the combined ROTC operating budgets at an annual level of $1, What will be the overall impact on faculty and instructional staff levels (including TAs)? All instructors are funded by the military. Losing a full-time university employee in any of the programs would create a tremendous burden on that particular service. Unfortunately, none of the programs operate under a common system. Each service has their own chain of command and each has different systems, training objectives, and operating procedures. Losing this qualified and trained UW employee would create a tremendous workload increase to the active duty instructors and federal staff. 4. If you propose to cut faculty positions using vacant lines, what process will you use to reallocate future vacant positions to address your strategic priorities? Page 2 Last updated: 12/6/10

3 N/A. 5. What will be the predicted change in classroom education including course offerings, class size and use of alternative methods of instruction delivery? The instructors are all paid by military services, and all books are provided free of charge. However, a reduction of one of the UW secretary lead positions would create an administrative backlog for at least one of the ROTC programs. An active duty military instructor would have to take over these administrative responsibilities; reducing the time that the instructor would have for activities directly related to instruction and mentoring of students. 6. What will be the overall impact on support and administrative staff levels? Eliminating a UW secretary lead position in the ROTC department would seriously diminish administrative support to the mission of commissioning leaders for our country. 7. What major compliance and risk issues will arise in your units and what efforts will you make to mitigate these issues? As stated above, eliminating a secretary lead position will have a program-wide impact to the unit. The secretary lead positions provide institutional continuity for the programs as military faculty and federal staff rotate every three to four years. The UW secretary leads serve as safety representatives, manage uniform programs, office spending, and schedules; and work with all student cadets on a daily basis. This document was prepared by: Major Jim Cunningham, Air Force Lieutenant Colonel Michael Daniels, Army Colonel Jeffrey Gustafson, Air Force Captain Nicholas Holman, Navy Contact information: afjim@uw.edu II. PROGRAM EVALUATION APPENDICES For this section, detailed instructions and forms will be available at the websites listed below. When you have filled out those forms and templates, attach those forms relevant to your unit to this document as Appendices. Instructions and forms for Appendices A & B will be available on the Program Evaluation website at: Central data, data definitions and data templates will be available on the OPB site at: Page 3 Last updated: 12/6/10

4 Appendix A: School or College-wide Program Evaluation documents (For departmentalized schools and colleges only; non-departmentalized schools or colleges submit Appendix B only) Schools and colleges are asked to include a school or college-wide evaluation that addresses the school or college as a whole. Please read the instructions related to the program evaluation process carefully at the Program Evaluation website listed above. Use the Appendix A form and template provided to submit the required information for your school or college. School or college-wide program evaluations include: 1. School or college narrative addressing the program evaluation criteria; it is not necessary to repeat the information on strategic goals supplied in Part II of this 2012 Budget Response Form 2. Criteria with relative weightings 3. Centrally-provided data at the school or college level in the form of an Excel spreadsheet Appendix B: Program Evaluation documents for departments and non-departmentalized schools and colleges Please read the instructions related to the program evaluation process carefully at the Program Evaluation website listed above. Use the Appendix B form and template provided to submit the required information for each program in your unit. Program evaluations include: 1. Program narrative addressing the program evaluation criteria 2. Criteria with relative weightings by the unit 3. Data to measure the program in the form of an Excel spreadsheet with centrallyprovided and program-provided data HOW & WHEN TO SUBMIT Submit all materials electronically to: Deadline: February 1, 2011 Amy Floit, Director of Budget Operations afloit@u.washington.edu QUESTIONS For questions about the budget base: For questions about program evaluation metrics: For questions about Program Evaluation or this form: Amy Floit afloit@u.washington.edu ESSENTIAL RESOURCES Provost s 2012 budget letter with Attachment A: FY2011 Investment Funds and Bridge Funds Allocated to Units & Attachment B:FY2012 Budget Reduction Draft Central data, data definitions and templates for adding local data to program evaluation appendices: Program Evaluation instructions, forms, templates, and details: Carol Diem diem@u.washington.edu Marisa Nickle mnickle@uw.edu /initiatives/2y2d/program-evaluation Page 4 Last updated: 12/6/10

5 2012 BUDGET RESPONSE FORM APPENDIX B DEPARTMENT AND NON-DEPARTMENTALIZED SCHOOL AND COLLEGE PROGRAM EVALUATION School or College: ROTC Department or other program (if relevant): Aerospace Science; Naval Science; Military Science Dean/Vice Provost: Cheryl A. Cameron, Vice Provost for Academic Personnel Chair or other head (if relevant): Col Jeff Gustafson; CAPT Nick Holman; LTC Mike Daniels For the purposes of this evaluation, program refers to your department or non-departmentalized school or college, or in cases in which the Provost approved a different evaluation structure, that approved program. 1. PROGRAM NARRATIVE Narratives are important in program evaluation, especially as they relate to our conversations about the future. Please draw upon program strategic plans, academic program reviews, accreditation reviews, or other materials to provide a short (no more than 2 pages total) qualitative program narrative that addresses the four areas listed below. You may choose to address each area individually in the spaces provided or draft one narrative that addresses them all together. 1. Key goals (or strategic plan) The ROTC purpose is to develop quality leaders mentally, physically, and morally in order to serve as commissioned officers in the United States Army, Navy, Air Force and Marine Corps. 2. Specific measures of progress or improvement a. Planned, b. Underway, or c. Accomplished Measuring the mission of ROTC is done in the following manner: 1. Mentally: students graduate from the UW with required majors (high majority with technical majors, i.e. math / physics / chem). 2. Physically: fitness maturing of students over 4 years of participation is measured each year via physical fitness tests meeting military standards. 3. Morally: students are evaluated by their class advisors on their overall development, to include their moral development. This is a qualitative evaluation but is key to officer commissioning as each student will ultimately be in charge of and responsible for significant talent and treasure of our nation. 3. Constraints due to accreditation N/A 4. Opportunities to make prioritization decisions/areas for strategic investment and/or sunsetting of sub-disciplines N/A Other Last update: 12/6/10 Page 1

6 2. CRITERIA, WEIGHTED BY THE UNITS Next to each of the criteria listed below, tick whether your unit weighted it of high, medium or low importance. Please refer to the unit plan submitted to the Provost and finalized mid- November 2010 for your unit s listed weightings. For each of the criteria listed below, evaluate your program. Please provide a brief overview supported by select relevant qualitative and quantitative central or local data. General data/ Size The general data that describe the overall size of each program (number of majors, degrees, SCH, faculty instructional and research FTE, funding, research, etc.) General data/size is relevant to all units AROTC: AROTC undergraduate students at the UW: 160 enrolled in classes (86 contracted or pursuing a contract for a commission) AROTC undergraduate students at cross-town schools: 16 AROTC graduate students: 5 (not in AROTC but managed by AROTC staff) Total: 165 students Military supported faculty and staff size: 16 (11 faculty) UW supported staff size: 1 (administrative) NROTC: NROTC undergraduate students at the UW: 99 NROTC undergraduate students at cross-town schools: 4 Navy graduate students: 15 (not in NROTC but managed by NROTC staff) Navy undergraduate non-commissioning enlisted students: 2 (not in NROTC but managed by NROTC staff) Total: 120 students Military supported faculty and staff size: 11 (6 faculty) UW supported staff size: 1 (administrative) AFROTC: AFROTC undergraduate students at UW: 112 AFROTC students at cross town schools: 29 Air Force graduate students at UW assigned to our program: 16 Air Force post graduate students at UW assigned to our program: 1 Total: 157 students Military supported faculty and staff size: 11 (6 faculty) UW supported staff size: 1 (administrative) Academic requirements for most scholarships: Calculus; Physics; English Comp; National Security Policy/American Military Affairs ; and Foreign language/culture Types of majors for all UW ROTC program: Rise in technical majors involving engineering and/or sciences Foreign language scholarships have significantly increased over the last several years Nursing is another growing major within ROTC An example of Cadet/Midshipman majors are as follows: Last update: 12/6/10 Page 2

7 AROTC: College of Arts & Science-61 College of Engineering-11 Business School-7 College of the Environment-2 School of Nursing-3 College of Education-1 School of Medicine-1 NROTC: College of Arts & Science-63 College of Engineering-16 Business School-4 College of the Environment-5 School of Nursing-8 AFROTC: College of Arts & Science-86 College of Engineering-37 Business School-8 College of the Environment-6 School of Nursing-4 a. Quality, Productivity and Efficiency The indicators of quality, productivity and efficiency evident in each program (e.g. rankings, honors, awards, learning outcomes, sponsored research, degree completion, publications, yield, etc.) X HIGH MEDIUM LOW Each UW ROTC department has a great history of excellence. Below are a few highlights/awards of each department as well as the summer training programs (internships) that ROTC conducts--all funded by the military: Army Awards for UW AROTC: #5 out of 287 Battalions nationally #1 Battalion of 37 in the Brigade #1 Battalion of 7 in the State APFT award for highest overall average at LDAC 2010 & 2009 RECONDO award for highest average nationally for 2010 Nurse Commission and Contract Award Sandhurst Competition; 12 out of 47 internationally, 2 out of 8 for ROTC programs Army Summer Programs: Leader s Training Course: This course is a 4 week accelerated version of the first two years of leadership development training cadets receive in their freshman and sophomore years. Cadets are given instruction on the Army Values, rank structure, basic tactics, physical training, and placed in evaluated leadership positions. Participation does not require a commitment to the Army. Leader Development & Assessment Course (LDAC): A 4 week summer course to evaluate and train all Army ROTC Cadets. This course normally takes place between the junior and senior years of college. The main goal is to assess leadership skills and evaluate the tactical and garrison knowledge learned in the first three years in ROTC. Cadets receive an overall evaluation that builds the National Order of Merit List, used to determine the branch and duty station once commissioned. Cadet Troop Leader Training: (CTLT) Provides cadets the opportunity to experience LT level leadership in Last update: 12/6/10 Page 3

8 Army active duty units over a three to four week period. Assignments include units that are located in the U.S. and abroad. Cadets are assigned a unit mentor, and are provided on-post lodging and meals via a Dining Facility. This program is exclusively designed for MSIII Cadets before and after completion of LDAC. Drill Cadet Leadership Training (DCLT). The 4-week DCLT program provides cadets an opportunity to serve in platoon leader or executive officer positions in Initial Military Training (IMT) companies and work closely with Drill Sergeants and other cadre. Cadets apply leadership skills, interact with highly skilled and experienced Noncommissioned Officers (NCOs) and drill sergeants, and improve common task skill proficiency in an Army training environment. This program is exclusively designed for MSIII Cadets. Internship / Cultural Awareness Culture and Language Awareness Program. This is a 4 to 6 week program where students spend time in cultural or language studies at Universities in the U.S. or are sent to Army units in foreign countries. Participating students develop culture awareness skills, appreciation of cultural differences and recognize the potential impact on Army operations. INSER: A 2 to 4 week program where students are sent to study and work at three Korean Universities to learn about technology, culture, and history. Over the last three years, an average of 5 students per year have participated in the program and 8-11 are expected to participate in Awards for UW NROTC : First Place among NROTC Universities at the 2010 Northwest Navy Competition. First Place at the 2009 Swiftsure International Sailing Yacht Race in Victoria, Canada. Commissioned one of the first nine females nationally to begin the Nuclear Submarine Training pipeline in June Marine Officer Instructor nominated for UW Distinguished Teaching Award for Note: there is no formal ranking of the 60 NROTC units nationally. Navy Summer Programs: Every student in the NROTC program will attend a variety of summer training venues over three summers. The first Summer Cruise is a 4 week introduction to the Navy and Marine Corps that occurs in the summer prior to the sophomore year. Students spend time on this military funded exposure trip aboard a warship at sea, a submarine underway, visiting a Naval air station and participate in a week of Marine training. Follow-on Summer Cruises for juniors and seniors last 4-6 weeks on board a ship or submarine located in their homeport, underway at sea, or visiting a foreign port. Other cruises include exposure training to future SEALS, EOD and Nurse Corps personnel. Marine students may also have an option for further advanced Marine Corps training events, such as Mountain Warfare Training Center in California. Every Marine Option NROTC student will attend 6 weeks of Officer Candidate School after their junior year. This is a high intensity officer boot camp with a 30% attrition rate. UW NROTC students have a very high success rate at this mandatory training venue. Air Force Awards for UW AFROTC in : Best large detachment in the AFROTC Detachment 910 is the #1/144 detachments across the country in physical fitness 2-time #1/70 Company Grade Officer of the Quarter for NW Region 09/ 10 2-time #1/25 Field Grade Officer of the Year for NW Region 09/ 10 #1/280 Senior Non-Commissioned Officer of the Year for AFROTC 09 #2/144 Top Civilian of the Year for AFROTC 10 (UW employee) #1 Non-Commissioned Officer of the Quarter for NW Region 09 AFROTC Instructor nominated for the S. Sterling Monroe Public Teaching Award in 2009 Top Field Training (AFROTC boot camp) Instructor of the Year in 2009 UW staff employee won a UW Distinguished Staff Award in 2008 Last update: 12/6/10 Page 4

9 Air Force Summer Programs: This past year, we sent 16 students (paid for by the USAF) on trips across the world to broaden their spectrum of the USAF. Three went oversees for 3-week language immersion programs; five went to an operational air force base for 2 weeks; one went to skydiving school; three went to combative school and became instructors; two went to special forces school; two were boot camp training assistants. Additionally, 34 sophomores went to summer boot camp with a 100% completion rate. 10 of these 34 students graduated as Distinguished Graduates. b. Impact on diversity How each program addresses diversity (e.g. faculty, students, curriculum, etc.) _X_HIGH MEDIUM LOW UW ROTC prides itself on seeking out and accepting cultural diversity. The military services as a whole are an outstanding array of cultural backgrounds reflecting today's American populace and society at large. The Department has staff involved in UW diversity programs with The Office of Minority Affairs and students of the department participate in a multitude of diverse programs with the UW. As an example, ROTC students actively join study abroad programs, take many of the UW language programs, and represent ethnic and cultures ranging from Arabic, Russian, Spanish, Korean, Chinese, and many other backgrounds. In fact, ROTC has a mandate to maintain a diverse program and oversight is provided by the military departments. An example of the importance of diversity in ROTC is that the Air Force has an active duty officer stationed here who is dedicated to support ROTC diversity recruitment by providing outreach and information to all high school students interested in the ROTC programs at the UW. Currently, all UW ROTC programs are beating their diversity recruiting goals by 8-10%. c. Collaborations The nature and extent of collaborations in each program (both UW internal, inter-departmental and external collaboration with the community) _X_HIGH MEDIUM LOW The Department of Defense and the University of Washington have had a tremendous partnership for over 147 years! Army ROTC began at UW in Internal: Each ROTC department maintains close collaborations with the other ROTC programs. This is paramount as each service ROTC program understands the importance of a synchronized ROTC system that shares knowledge, time, space, and efforts. This creates a synergistic effect for each program thus enabling more opportunities and expertise for ROTC as a whole. ROTC maintains a quality relationship with the Intercollegiate Athletics Department for facilities. Specifically, the portion of the ROTC mission involving development of students physically requires coordination for use of athletic facilities to support physical training throughout the entire year. This enables a student to physically progress over the four years they are in the ROTC program. The challenge is that the ROTC departments are not under Athletics but has a constant demand for access to physical training areas and equipment. Since the IMA is unable to support group ROTC training due to the size of our groups, all facility requirements are met via the Athletic departments. End state: this quality relationship is vital to ROTC. ROTC also works with the History Department to ensure Military History courses meet requirements for ROTC and to co-host a guest lecturer each year. Collaborate with the special groups admissions office (Gaylynn Yoder) to ensure students who receive scholarships are admitted smoothly ROTC staff is highly involved with campus safety: o Group 1 Safety Committee member and secretary for the committee. Also serve as Evacuation Director for Clark Hall and have ongoing safety coordination efforts with various UW safety representatives (i.e. Darren Branum with EH&S and Scott Preston w/uw Last update: 12/6/10 Page 5

10 Emergency Management) o Provide a UW-Wide Safety Committee representative o Collaborate with the UW Police department's Rape Agressors Defense (R.A.D.) training by volunteering as instructors when they are short instructors ROTC serves as a member on the UW-Wide Transportation Committee External: We have many! Below are a few examples: All three programs host High School visits to discuss the benefits of attending the UW and/or an ROTC program We host youth groups from Boy Scouts, Sea Cadets and JROTC Units from all over the state ROTC students participate with local Seattle schools as color guards and as guest speakers for a variety of occasions. In addition to the ROTC color guard supporting schools, they are in direct support of UW activities ranging from sporting events to the annual Veterans Day ceremony. ROTC staff and students maintain organizational relationships with local veterans groups, such as the Air Force Association, Navy League and the Marine Corps Support Group. These groups are in prominent positions within society and in turn support the UW via donations to alumni programs. ROTC students conduct an annual 5k run held at Magnuson park in benefit of the Wounded Warrior Fund which supports disabled veterans. ROTC owns two 44-foot training yachts, of which staff and students operate within the Puget Sound area. In doing so, NROTC intermingles with local sailing communities and participates in a variety of races. The funding provided is alumni driven and puts money directly back into the local community. No funding is required by the UW to support this training requirement. Non-profit organization involvement is found in a variety of ways. Students and staff participate with local non-profit organizations, aiding the homeless, and other local entities reaching out to assist members of the local population. ROTC students, to include active duty Marines, perform as the representatives for Toys for Tots within the U-district area, benefiting needy families during the Christmas season. ROTC students collaborate with local fitness facilities for additional expertise in fitness. ROTC students and staff collaborate with local Junior NROTC units for events, of which many of the Junior NROTC students attend Washington State Schools. As an example, NROTC will send 4-7 members to perform as judges for JROTC drill competitions between local schools and we also provide them with used uniforms. d. Student demand The amount of student demand in each program (undergraduate and graduate) _X_HIGH MEDIUM LOW ROTC continues to be in high demand. Below are examples of our student demand. Army: AROTC courses have grown steadily in the last 5 years and have nearly doubled in size in the last year. In , a total of 192 students enrolled in the lower level classes. This increased to 356 students in the and is expected to continue to increase. AROTC scholarship funding is also expected to increase. Scholarships are currently given out at 60% to public schools and 40% to private. This will increase to 80% of the scholarships given to public schools. Navy: Four-Year NROTC scholarships have become increasingly competitive over the last 5 years and that trend should continue. Economic uncertainty has raised the Take Rate (the percentage of offered scholarships being accepted by students) while at the same time the NROTC program has transitioned to a modest decrease in officer production (less than 10% decrease). From an applicant pool of more than 9,000 students, approximately 2,200 Navy and Marine Corps scholarships are offered. Of these, between 1350 and 1400 are accepted nation-wide. Last update: 12/6/10 Page 6

11 Through natural program attrition (academics, change of heart) the NROTC program achieves the desired 1070 graduates four years later. UW NROTC receives between scholarship students each year. While program attrition is expected and planned for, current policies allow 100% of the scholarship sophomores in good standing to continue in the program. Typically, the Professor of Naval Science receives one additional scholarship allocated for an outstanding walk-on (College Program) student. The remaining College Program students compete nationally for 2 and 3 year scholarships to offset attrition and recognize outstanding performance. Due to the high demand and increased acceptance of 4-year NROTC Scholarships, the College Program (walk-on) option and scholarship opportunities have been significantly decreased. AFROTC: AFROTC is in extreme high demand. Across the Air Force in 2010, there was a 250% increase in the number of cadets across the country. Thus, it is severely more difficult to receive an AFROTC scholarship than ever before. In 2010, the Air Force made 1,600 scholarship offers to high school seniors out from nearly 16,000 applications (Top 10%). UW received 17 of those students this year as incoming freshmen. This year Air Force wide, only 50% of all cadets in their sophomore year will be allowed to continue in the program extremely competitive. Typically, the Professor of Aerospace Studies, Colonel Jeff Gustafson, receives three additional scholarship allocations and funding for three outstanding walk-on cadets. In summary, all ROTC scholarships are in very high demand, creating an extremely competitive accession process and top quality students attending the three ROTC Units at the University of Washington. e. Impact on revenue/sustainability The leverage a state dollar provides each program and the proportion of a program that is self-sustaining HIGH _X MEDIUM LOW Over 95% of the ROTC annual budget (salaries & operating expenses) is paid for by the military. In addition, the ROTC programs bring in a large number of non-matriculated dollars to the university. The program as a whole has greatly contributed to the university in many ways. A few bottom line numbers as depicted in the attached spreadsheet: Incoming scholarships plus non-matriculated funding provided by ROTC: $2,483,967 Active Duty members here for advanced academic degrees funded by DoD: $1,173,700 ROTC employee support and operating funds funded by ROTC: $3,071,831 Total Department of Defense support provided: $6,685,903 Total Department of Defense and Matriculated funding: $6,729,498 Total UW funding for ROTC (staff salaries, operating expenses and facilities rental): $215,783 Key point here is that UW ROTC is very cost efficient for the UW. For every $1 of funding the UW provided to the ROTC programs, the military matched that with $14 of support (employee salaries/operating budget) and $31 worth of total funding (employee salaries and scholarships/nonmatriculated funding). f. Uniqueness The uniqueness of each program and the overlap that exists with other programs at the UW, in the state and/or in the nation HIGH _X_MEDIUM _LOW ROTC programs are available in all 50 states and its territories. Their existence is mandated by law and Last update: 12/6/10 Page 7

12 placement at universities is formally agreed upon via state and school officials. g. Centrality / Contribution to UW Core Mission The central and essential nature of each program to the core mission _X_HIGH MEDIUM LOW Central and essential to the UW core mission, the UW ROTC programs are committed to providing quality education to UW students. Of the active 280 ROTC students at UW, these students are majoring in all academic fields and graduating with academic requirements in those particular fields. We graduate about 60 students each year. h. Value to the state The value each program provides WA state in social and/or economic impact _X_HIGH MEDIUM LOW Graduates serve our country from 4 years to 30 years. The UW has a very distinguished group of alumni. It includes Medal of Honor recipients, POWs, a current Washington State Attorney General, an astronaut, female member of the Thunderbird Demonstration Team, Vice Chief of Staff of the Army, commanders at all levels and military agencies, and various others who have valiantly served our country. i. Role in the field The degree to which each program contributes to the overall field or discipline _X_HIGH MEDIUM LOW Every ROTC student who graduates the UW directly contributes to the military services. Also, for the academic majors of the students, a high majority will directly use their major in the field associated to the military services and most officers complete advanced degrees in related fields as well. An example would be an Atmospheric Sciences major here at UW serving as a Weather Officer in the Air Force. Most officers who either separate or retire will rejoin the workforce in the field of their academic major. j. Strategic relevance The strategic importance of each program to the UW s ability to stay relevant in addressing society s most pressing issues _X_HIGH MEDIUM LOW For this category, ROTC program does the following: Each ROTC student receives a commission to serve in the U.S. military and directly contributes to the nation's freedom and security. The program is culturally diverse. ROTC students use their academic majors within an associated military field. The program aids the UW in fulfilling its goal to accommodate veteran organizations. ROTC members participate in a multitude of ways with local community organizations. ROTC programs provide a direct liaison link to local military bases and commanders. Other (include your definition of other criteria here) HIGH MEDIUM LOW 3. DATA TO MEASURE PROGRAMS Please fill in the data template available at the website below. Your completed spreadsheet will be an Excel file that includes centrally-provided and program-provided metrics. Please make sure to include all metrics identified by your final unit plan as relevant to your program. Refer to the unit plan submitted to the Provost and finalized mid-november 2010 for your unit s list of relevant metrics. Last update: 12/6/10 Page 8

13 Attach the completed Excel spreadsheet to this form. Central data, data definitions and data templates will be available on the OPB website at: This document was prepared by: Major Jim Cunningham, Air Force Lieutenant Colonel Michael Daniels, Army Colonel Jeffrey Gustafson, Air Force Captain Nicholas Holman, Navy Contact information: HOW & WHEN TO SUBMIT Submit this form as an appendix with your 2012 budget form to: Amy Floit, Director of Budget Operations QUESTIONS For questions about program evaluation metrics or data templates: Carol Diem ESSENTIAL RESOURCES Provost s 2012 budget letter with Attachment A: FY2011 Investment Funds and Bridge Funds Allocated to Units & Attachment B:FY2012 Budget Reduction Draft Central data, data definitions and templates for adding local data to program evaluation appendices: Program Evaluation instructions, forms, templates, and details: Deadline: February 1, 2011 For questions about Program Evaluation Initiative, the evaluation process, or this form: Marisa Nickle mnickle@uw.edu /initiatives/2y2d/program-evaluation Last update: 12/6/10 Page 9

14 FY 2011 University of Washington ROTC Programs Financial Data ROTC Undergraduate Enrollment Air Force Army Navy Total Military Students Non-Military Students Total Students Scholarship and Non-Matriculated Funding Incoming Scholarship Funds 756, ,959 1,112,576 2,440,372 Non-Matriculated Funding 14,232 26,688 2,675 43,595 Advanced Academic Degree Program Active duty members Incoming Scholarship Funding 726, , ,700 1,173,700 DoD Employee Support Number of ROTC Program Staff ROTC Program Staff Salary 979,467 1,022, ,107 2,934,116 DoD Provided Operating Budget Annual Budget 39,020 77,500 21, ,715 UW Employee Support Number of UW Employees UW Employee Salary 57,257 58,733 57, ,247 UW Operating Budget Annual Budget 12,893 14,766 14,877 42,536 Total UW Employee Support and Operations 70,150 73,499 72, ,783 Total DoD + Non-Marticulated Provided Funding 2,515,556 1,829,689 2,384,253 6,729,498