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 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: Office of External Affairs

Vice President/Vice Provost: Randy Hodgins

Person submitting material: Kathryn Daughhetee

Phone # of person submitting material: 543-2482

Strategic Planning and Reporting

1. What are the strategic priorities, plans and goals for your unit?

The Office of External Affairs completed development of its first strategic plan last summer following a six month effort. The process included development of mission, vision and values in addition to goals and strategies to achieve goals. A copy of the matrix for the strategic plan accompanies this budget submission.

2. What is your progress toward these goals?

Please refer to the strategic plan matrix for External Affairs.

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

Please refer to the strategic plan matrix for External Affairs.

4. Describe other strategic accomplishments by the unit during the last year.

 Achieved passage of tuition setting authority from state legislature in June 2011.

 Created and implemented a campus-wide 150th anniversary celebration paid for with private sponsorship support from Microsoft, T-Mobile and KING 5 television.

 Created the UW in Your Neighborhood interactive map in November 2011. Also redesigned the Front Porch newsletter which is distributed to households in communities proximate to the University.

 Implemented the initial introductory roll-out of President Michael Young in April 2011.

Core Services

1. What are your core services?

Please refer to the strategic plan matrix for External Affairs.

2. How do you measure them? (Examples: turnaround time cost per service, customer satisfaction scores, etc.)

Please refer to the strategic plan matrix for External Affairs.

 Conducted first External Affairs Leadership Retreat in July 2011.

 Completion of new management agreement with Friends of KEXP in May 2011.

 Reorganization of Marketing into a separate unit with External Affairs in January 2012.

 Completion of study and implementation plan for Intergrated Sponsorship Strategy in December 2011.

 IMAG crewing and support at UW ICA (video board at Hec-Ed for men’s basketball, women’s basketball, volleyball and gymnastics) resulted in cost savings to both units and provided for enhanced collaboration around live television broadcasts of women’s athletics.

 Launch of MediAMP service supports the long term goals of the University and its units around video distribution and syndication with a leading edge digital asset management and support.

 A joint project of News and Information and UW Marketing resulted in a newly designed,

developed and launched Faculty Staff Insider and UW Today and turned them into a daily on-line publication rather than one that was weekly. These sites are meant to be news destinations for the general public as well as building support and loyalty among employees.

 Achieved royalty growth of 37% in Trademarks and Licensing to $1.43 million, ranking UW #1 in royalties among Pac 12 schools.

 Helped organize and execute a major reception for President Young with the Seattle City Council and local business leadership which also included the first appearance of a UW President before the City Council in recent memory.

 Organized and executed numerous events for President Young with the regional business community including dinners with Washington Roundtable and Seattle Chamber as well as speeches to the Technology Alliance and WBBA.

 Worked successfully with UW Advancement to help The Seattle Times Corporation execute their Greater Good Campaign for higher education.

 Marketing, Media Relations and Communications and State Relations developed well received messaging materials for campus leadership for the 2012 legislative session.

 Federal Relations further developed and implemented regular, frequent, and new channels of communication with congressional offices via in-person meetings, emails, and phone calls that increased the number of contacts by more than 50 percent.

 Redesigned and refocused the UW Federal Agenda to better meet the needs of Members of Congress and staff (per their feedback).

3. What are your trends?

 A tremendous amount of progress in reshaping UWTV has occurred. The organization has undertaken a very ambitious project to transform the station into a powerful communications tool for the campus in a budget challenged environment.

 The UWTV audience size continues to grow. Our audience composition has diversified such that it now supports a broader range of communications strategies for a greater number of UW Units.

 Increased awareness of UW funding issues by way of the Columns insert and associated messaging.

 We continue to strengthen relationships with elected officials at the state, federal and local government levels. Appreciation and support of the University has increased.

 Overall increased engagement (size and effectiveness) on our social media properties.

 Increased viewership of Faculty and Staff and UW Today news pages.

 Increased awareness of UW’s 150th Anniversary.

 Greater awareness and outreach towards the UW from government and advocacy organizations to participate in local and regional planning efforts related to education and economic

development.

 The trend in the Public Records Office is a steadily increasing number of requests and with increasing volume and complexity of records requested.

 Trademark and Licensing revenues have grown annually.

 Growth in UW License plate sales of over 40% over the past 5 years.

 Increase in the number of retailers selling collegiate product.

 At the federal level, declining funding will put pressure on the UW’s overall research portfolio over the next 10 years as Congress attempts to reduce the nation’s debt (deficit reduction initiatives).

 Universities and colleges are experiencing increased scrutiny, accountability, and reporting requirements at the federal level, imposed by Congress and the Administration, for federal financial aid program administered by the US Department of Education and federally-funded grants and contracts (competitive and non-competitive) from all agencies.

Process Improvements

1. What process improvements have been implemented in the last 12 months that have made the unit more effective?

 UW Marketing was reorganized into two separate but collaborative units within External Affairs and Advancement.

 Increased collaboration between University Marketing web team and News and Information.

 Launch of MediAMP digital asset management service allowed the decommissioning of DigitalWell eliminating significant staff time in UWTV and UWIT supporting the old system. MediAMP will also support downstream process efficiencies in UWTV operations. When fully implemented it will deliver simplified workflows and eliminate the need for some materials (tape stock) in conducting our work.

 Increased collaboration with EA units, particularly UW Marketing resulting in more effective management of personnel, equipment and financial resources.

them have actually eliminated a source of revenue that helped support the work of the office.

 Improvements: increased blog outreach; re-allocation of U-District (Aaron) so that unit (Theresa) could spend more time on regional issues (like PSRC, West of 15th, Boeing stuff).

 Discontinued participation in the Collegiate Licensing Company marketing fund, bringing marketing responsibility in house.

 Reduced duplicative and unnecessary publication susbscriptions; increased use of web-based information services to achieve savings.

 Terminated unnecessary federal consultant contract to achieve savings for budget reduction.

 Reorganized staffing structure in Federal Relations to make better use of skills and expertise amongst existing staff, which has allowed us to provide better/more frequent information from DC to campus and from campus back to DC.

2. How has this improved process impacted your budget? What was the dollar amount saved? What were the implementation costs?

 Shifting University Marketing solely to External Affairs will allow for better integration with all EA units and increased collaboration with UWTV. There are cleaner lines of reporting and responsibility that will lead to more efficient planning and faster decision making. By consolidating the Associate Vice President and Director of Strategy and New Media into a single Assistant Vice President position, $60,000 in salary and benefits savings were realized that have been reprogrammed into new positions to build a stronger creative team.

 By building UW Today and News and Info web pages in-house, cost savings were realized as we did not contract out the design, development and implementation of these pages.

 The net cost of UWTV has decreased over the last three fiscal years. FY 2009: $3.26M expenditures net of revenues

FY 2010: $2.9M expenditures net of revenues FY 2011: $2.49M expenditures net of revenues

 Saved $30,000 by assuming marketing responsibility in Trademarks and Licensing.

 By reducing the amount of subscriptions savings of several thousand dollars were achieved.

 We saved $90,000 by reducing federal consultant contract, those funds were taken in previous budget reductions.

3. What impact has your process improvement had on your customers?

 The upgraded UW Today page, launched in January, had more than 142,000 page views for the month compared to 79,000 for a comparable month in 2011. And the average time visitors spent on the site nearly doubled year-over-year.

 Faculty and staff have an improved page. The upgraded Faculty & Staff Insider page, also launched in January 2012, had more than 17,000 page views for the month compared to 10,000 for a comparable month in 2011. The average time visitors spent on the site more than doubled.

 Made UWTV more valuable to UW as a communications tool and now provide a greater range of services.

 Continue to reduce the number of UW merchandise licensees who are not returning royalties in excess of their minimum royalty guarantee.

4. What key initiatives will your unit work on in the next 12 months to decrease costs and/or increase efficiencies?

 Building out and executing the recommendations of the recently completed study of an integrated sponsorship program will help increase efficiencies for UW and increase revenue from corporate sponsorships. In the next year, a university committee will develop policies, procedures and best practices to help guide sponsorship activity on the campus and a smaller team will work to successfully negotiate three new campus-wide sponsorship agreements.

 MediAMP (Phase 2)

o Further deploy MediAMP as a paid service to campus units. In particular high volume users like UW Medicine, KEXP. A market also exists for this service outside UW within other higher-ed institutions and non-profit groups

o Utilize MediAMP to generate revenue for UWTV content through the engagement with digital ad networks (uwtv.org).

 Implementation of a content management system for the UW website which allows for greater distribution of workload for web updates resulting in redeployment of 1 FTE to support other functions.

 State Relations will continue to pursue passage of three major administrative flexibility measures during the 2012 legislative session as well as minimizing state funding reductions to the core education budget.

 Online Metrics and Reporting (OMAR): Implementing an online “dashboard” for key metrics across the External Affairs group. This tool will provide a number of important benefits including ready access to data across the functional units of EA and deliver time saving efficiencies by automating the collection and distribution of data.

 Regional Relations will continue to work with internal campus partners, Sound Transit, Metro and the WSDOT to help expedite completion of the Montlake Triangle project. The office will also continue work with Planning and Budgeting staff on West of 15th planning and

community outreach efforts with the city of Seattle.

 Pac-12 Networks – Seeking to support the emerging Pac-12 TV Networks with video production services and video transport as a paid service (beginning August 2012)

 Syndication (revenue sharing) – Established pilot commercial syndication opportunity (UW360 on KOMO) and revenue sharing relationship. If pilot is positive intend seek to expand efforts.

 DVD Sales (revenue sharing) – developing more program series which have a marketable value in retail sales of DVD’s and/or digital files

 Sponsorship Sales – assess bringing sponsorship sales in house from the current contractor resource. This would result in immediate cost savings and perhaps better sales results

 Eliminate duplicated Marketing functions within UWTV and UW Marketing by merging certain functions and processes.

 Successfully conclude negotiations with Comcast for long term agreement around carriage fees for UWTV – exchange UWTV2 for HD channel position for UWTV. This results in net revenue to the station (approx 1-2 cents per subscriber or $120,000 to $240,000 annually).

 Successful recruitment of a deputy director of state relations will help mitigate impact of losing contractual support and improve our ability to handle information and legislative

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.

At present, we do not have an adequate mechanism to comprehensively measure our office with peer universities given the recent completion of our first strategic plan and lack of detailed knowledge about how other universities organize their communications, marketing and government advocacy efforts. However we do have some statistics that indicate that we are doing quite well in the areas that we can measure:

 Facebook ranking # 22 in higher education pages based on fan base.

 Rank #2 among our peers for most effective use of social media for engagement.

 Twitter ranking #20 in higher education accounts based on fan base.

 District VII Case awards

o Gold for the W Day Celebration o Gold for the 150th Identity System

o

 UW is ranked #28 out 160+ schools in the nation for royalties, up from #36 three years ago.

 Anecdotal evidence that our government relations officers continue to significantly improve relationships with elected officials, staffers and agency officials. We have put a high priority on improving response time for elected official information requests.

 The size of the Office of Federal Relations is comparable to our peer institutions, whether they have DC offices or not (several do not).

2. If you do not currently benchmark, what are your plans for the future?

We would like to explore ways to achieve such benchmarking over the course of the next fiscal year. WE have the potential to use Hanover Research to benchmark ourselves vs. university marketing groups similar to ours.

3. Comments or further explanation:

communications and advocacy particularly during the legislative session.

Other

What ongoing efforts, strengths and particular challenges do you see for your Unit? Do you anticipate requesting any fee increases?

External Affairs has had its budget reduced to the point where we no longer have much funding for anything but salaries, benefits, and core computing and telecommunications services, and standard office supplies. We do not provide a service that can be standardized. Years ago we streamlined nearly all of our communications to electronic formats, meaning much of the low-hanging operational fruit related to cost containment has already been identified and implemented. The challenge

remains around how to maintain our significant efforts related to expanding and strengthening awareness, understanding, appreciation and support of the University of Washington as we face a continually diminishing amount of funding to accomplish our mission.

Like many other units at the UW, three plus years of budget reductions and no general pay increases have begun to take their toll on the level of stress and anxiety impacting EA employees. Employees in UWTV have been particularly affected this past year, especially following the heart attack of Jamie Alls in November 2011. In addition, the rapid “cultural” change at UWTV has been disruptive to the staff as they are being asked to do much more with less resource. They are also being asked to take on new responsibilities and learn new skills. Uncertainty around UWTV’s future persist in the minds of staff particularly those who went through the crises of 2008. In our judgment, some of this could be addressed with a longer term commitment of central budget support for UWTV in order for us to be successful in completing the transformation currently underway.

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.

At 5% we need to cut up to five positions, at 10% we would need to cut up to 10 positions which would not be a sustainable reduction, as a result we would need to entirely eliminate one of our GOF or DOF funded units.

If you received Provost Reinvestment funds last year, how did you use the funds?

We used the funds to prevent the layoff of a position which would otherwise have been required to reach total cut. As previously discussed, our funds are almost all are dedicated to paying for

employees; each budget reduction erodes staffing costs. The remainder of the funds were used to fund UW initiatives, for example UWTV’s weekly magazine show UW360 which showcases

noteworthy efforts, people, and events at UW. Other examples include funding for public opinion research, and providing operating costs for Husky Central in downtown Seattle.

How do you plan to use your carryover funds? Indicate what percent of your total carryover you expect to use in each category.

Start-up = _____%

Aid & Waiver Reserves = _____% Temporary Salaries = _15____%

Deferred Maintenance / Capital Investments = _____% Reserves = _____%

Equipment = ___5__%