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

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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