Skip to content
Blog

Tag: efficiency

Public Profiles – New Interactive Dashboards Now Available!

Posted on

In May 2018, in collaboration with UW-IT’s Enterprise Information, Integration and Analytics (EIIA) unit, the Office of Planning and Budgeting (OPB) relaunched Public Profiles, which are now five interactive dashboards including:

All dashboards, except Degrees Production Trends (which is refreshed every August), are refreshed with new data every academic quarter after census day. The data is sourced from the University of Washington’s Enterprise Data Warehouse (EDW). The numbers presented in all dashboards have been approved by OPB and reconcile against internal institutional dashboards – UW Profiles (requires access to EDW).

These dashboards act as the University of Washington’s “Institutional Fact Book.”  Anyone with the access to the internet can view these dashboards using their preferred browser. Explore the dashboards: https://www.washington.edu/opb/uw-data/uw-profiles-information/

Check back for additional dashboards and visualizations as they become available. Updates regarding these dashboards are also provided by UW-IT on their News page.

Please contact uwprofiles@uw.edu with any questions or for help using these dashboards.

Introducing Peer Finance Dashboards!

Posted on

OPB’s Institutional Analysis team and UW-IT’s Enterprise Information, Integration & Analytics unit announce seven new peer finance dashboards, available now in UW Profiles. These new dashboards join four existing peer dashboards. Peer dashboards use data publicly available through the Integrated Postsecondary Education Data System (IPEDS) to allow users to compare the UW to peer institutions around the country on a range of student- and finance-focused measures.

With the new finance dashboards, users can compare revenues, expenses, and endowment values at the UW and peer institutions. They can also explore the relative importance of different revenue sources and expense categories across institutions. The expenses story dashboard provides a step-by-step look at the expenses that directly or indirectly support universities’ research and instruction missions.

More information about each of the new peer finance dashboards is available through the online documentation. Please feel free to send any questions or comments to uwprofiles@uw.edu.

UW’s Annual Economic Impact on Washington State

Posted on

In May 2014, Tripp Umbach, a national leader in economic impact analysis, was retained by the UW to update its 2010 analysis of the economic, employment and government revenue impacts of operations and research of all of its campuses.  The updated Economic Impact Report reveals that University of Washington’s annual economic impact on the state of Washington is now $12.5 billion an increase from $9.1 billion just five years ago.

An article regarding this is posted on Seattle Times as well.

This Week in Higher Ed News

Posted on

Student Exchanges Hit Record High.  According to the Open Doors Report on International Educational Exchange, the number of international students at U.S. colleges and universities and the number of American students studying abroad are at record highs. In 2012-13, 820,000 foreign students attended American higher ed institutions, a 55,000 increase (7.2 percent) from the previous year. Chinese undergraduates exhibited the biggest increase, 26 percent, bringing the total number of Chinese students studying in the U.S. (undergraduates and graduates) to 235,000. In 2011-12 (the most recent year for which data are available) 283,000 American students went abroad for credit university courses, up 3.4 percent from the prior year.  For institutions hosting the most international students, the UW ranked 14th in the country.

New Studies Cast Doubt on Effectivenessof State Performance-based Funding.  Now that economies are recovering from the Great Recession, state legislators across the country have been hurrying to adopt systems that link state funding for higher education to student outcomes like degree production and completion rates. However, several research papers presented at the annual meeting of the Association for the Study of Higher Education question the effectiveness of these “performance-based funding” systems. See Inside Higher Ed for a summary of the findings.

College Completion Rates See Little Improvement.  College-completion rates remained largely unchanged this year, according to the National Student Clearinghouse Research Center. Of the first-time students who entered college in fall 2007, 54.2 percent earned a degree or certificate within six years—up 0.1 percentage points from the 2006 cohort. In the public sector, completion rates rose by 1.3 percentage points for students who started at public four-years and by 1.1 percentage points for those who began at public two-years. Unlike the federal government’s college-completion measure, the center tracks part-time students and students who transfer to a different college, sector, or state. Only 22 percent of part-time students earned credentials within six years, compared with 76 percent of those enrolled full time. The research center will issue its full report next month.

University of Michigan’s Shared Services Strategy Faces Opposition.  The University of Michigan is the latest campus to implement “shared services,” a cost-saving strategy that has academic departments rely on centralized staff, rather than department-level staffers. Theoretically, employees in the central pool could become more specialized, and thus more efficient, than departments’ jack-of-all-trades staff. Administrators at Michigan hoped to save $17 million by moving 275 staffers from their campus offices to a single building on the edge of town. However, not only are faculty and students speaking out in opposition, the plan is no longer expected to save nearly as much as once hoped and may barely break even in the short term. Read more at Inside Higher Ed.

California Bill Proposal to Make Public Institutions Accept Online Credits

Posted on

Legislation was introduced in the California Senate on Wednesday that would require the state’s 145 public colleges and universities to grant credit for faculty-approved online courses taken by students unable to register for overenrolled, on-campus classes. If the bill passes and is signed into law by Gov. Jerry Brown (who has been a strong supporter of online education), online courses could go mainstream much more quickly than predicted. At the moment, however, Senate Bill 520 is just a two-page legislative placeholder, or “spot bill,” to be amended with details later.

According to Inside Higher Ed, the bill’s sponsor, Democrat State Senate President Pro Tem Darrell Steinberg, said the bill is meant to “break the bottleneck that prevents students from completing courses.” In Fall 2012, more than 472,000 of the 2.4 million students in the California Community Colleges system were put on waiting lists and at the California State University system, only 16 percent of students graduate within four years. Theoretically, increasing capacity to meet student demand for key, gateway courses could improve on-time graduation rates and more efficiently use state funds. The debate, of course, is whether online courses are actually effective and thus appropriate substitutes for traditional courses.

Under the proposed legislation, a nine-member faculty council representing the state’s three public higher ed systems would determine which 50 introductory courses are most oversubscribed and which online equivalents should be eligible for credit. When reviewing online courses, the panel is to consider whether a course:

  • Offers instructional support to promote retention;
  • Provides interaction between instructors and students;
  • Contains proctored exams and assessment tools;
  • Uses open-source text books; and
  • Includes content recommended by the American Council on Education.

MOOCs provided by Udacity and Coursera, as well as low-cost, self-paced courses from StraighterLine could all be up for consideration—several of which have already gained ACE approval.

Senator Steinberg emphasized at a news conference that the legislation “does not represent a shift in funding priority” for higher education in California, and is not intended to introduce “a substitution for campus-based instruction.” Nevertheless, for the many faculty and university administrators concerned about SB 520’s consequences, the devil may be in the yet-to-be-determined details. We’ll keep you apprised as those details are fleshed out.

Moody’s Gives Higher Education a Negative Outlook

Posted on

Last week, Moody’s Investors Service issued a negative short-term outlook for the entire sector of higher education based on its conclusion that every traditional revenue source for even the most elite colleges and universities is under pressure. That pressure, according to the report, is the result of nation-wide economic, technological and public opinion shifts, which are largely beyond institutions’ control.

The outlook report, released annually, articulates the fundamental credit conditions that Moody’s expects higher education will face during the next 12 to 18 months. For the last two years, Moody’s gave elite colleges and research universities a stable forecast; but this year, the following factors contributed to a negative outlook for the entire industry:

Struggling Revenue Sources:

  • State appropriations are unlikely to increase meaningfully due to weak economic recovery.
  • Federal spending on research and student aid could be truncated in response to the nation’s fiscal concerns.
  • Tuition revenue continues to be suppressed by low family incomes and public/political pressure to keep prices down.
  • Endowment returns are vulnerable to any economic volatility that could stem from federal tax and budget decisions.
  • Donations are not expected to increase and could face pressure as Congress evaluates associated tax deductions.
  • Financial diversity is no longer helpful as all revenue streams are strained.

Additional Challenges:

  • Student debt and loan default rates have increased and thus challenged the perceived value of a degree.
  • High school graduates are declining in number.
  • Public and political scrutiny of efficiency and degree value could add to institutions’ list of regulatory requirements.
  • New technologies such as online learning and MOOCs could provide new revenue opportunities, but could also undermine traditional higher ed models.

Moody’s analysts warn that revenue streams will never rebound to post-2008 levels and leaders in higher education will need to adapt by thinking strategically and adjusting their operations.

But not all is gloom and doom. Although Moody’s gave higher education a negative outlook, most of the country’s top colleges and universities still hold the strong credit rankings. The UW, for one, continues to maintain a Aaa credit rating—the highest offered by Moody’s. Additionally, the report stressed that the intrinsic value of and demand for higher education remains stable.

Dartmouth to Stop Giving Credit for Top AP Scores

Posted on

Dartmouth will stop granting college credit for students with high AP test scores beginning with the class of 2018, which will enter in the Fall of 2014. Currently, Dartmouth students with scores of four or five (out of five) on an AP test can have certain lower-level courses waived, earn placement into higher-level courses, or receive credit toward their degrees. When the new policy takes effect, the first two of options will still be available, but students will not be able to earn credits. Dartmouth’s Committee on Instruction proposed the change in policy and the faculty passed it with an “overwhelming majority,” according to Inside Higher Ed.  However, faculty members say they “still value AP courses – just not as a replacement for a college classroom.” 

Dartmouth changed the policy after its psychology department performed an experiment to assess the college-level competence of top AP scorers. Students who had earned a five on the AP psychology test were asked to take a placement exam based on the final for intro psychology; 90 percent of those students failed, according to the college. The researchers also found that the students who failed and then chose to take intro psychology did not perform better than their peers who had never taken AP psychology or who had scored less than a five. These results challenge those of an independed study published by College Board. College Board officials say they question Dartmouth’s results and believe the college has an obligation to share the details of its experiment.

There are concerns that the college’s change in policy will discourage high school students from accepting the challenge of an AP course and/or could keep students on campus longer than they would if college credit were granted for their scores. Dartmouth’s Committee on Instruction plans to review the policy in three years.

In Washington, RCW 28B.10.053 requires that institutes of higher education “recognize the equivalencies of at least one year of course credit and maximize the application of the credits toward lower division general education requirements that can be earned through successfully demonstrating proficiency on examinations, including but not limited to advanced placement and international baccalaureate examinations.”

Obama’s Blueprint for Higher Education Affordablity

Posted on

As reported on the UW Office of Federal Relations blog, President Obama made a splash in the higher education community last week when he outlined new proposals for higher education reform in his State of The Union Address and in a speech at the University of Michigan. Many are praising the President’s focus on the value of higher education in today’s economy, and in particular, the importance of high quality, affordable higher education. However, a proposal to more closely tie federal financial aid funding  to some kind of institutional performance measures has proved more controversial.

In what the Administration is calling a Blueprint for College Affordability, Obama has proposed that Congress significantly increase available federal campus-based aid (primarily Perkins loans) and distribute the funds based on three institutional performance measures, including relatively low net tuition levels or low tuition growth, providing a good value to students, and serving low-income students. Until a detailed policy proposal is unveiled (likely after the election), it is difficult to know how substantial a shift this may be for institutions, but it is clearly an attempt to send a message to institutions about cost control. Obama stated, “If you can’t stop tuition from going up, then the funding you get from taxpayers each year will go down.”

Other proposals included in Obama’s blueprint, include:

  • Creating a $1 billion Race to the Top program to reward states for making systemic changes in education policy and funding to increase efficiency and effectiveness.
  • Creating a $55 million First in the World competition to provide seed funding for institutions or other nonprofits to innovate.
  • Publishing a ‘College Scorecard’ for each institution, which will provide clear, comparable information on college costs, financial aid, graduation rates and, if these data become available, potential earnings.
  • Asking Congress to make the American Opportunity Tax Credit permanent, extend the lowered federal student loan interest rate (3.4%), and double the number of federal work study jobs.

Without policy details it is hard to know how these reforms might affect specific institutions, but because it marks a shift from previous federal efforts to facilitate attainment by increasing federal aid and easing federal loan repayment pressure, it is an important development and one that we will keep a close eye on.

New Report Shows Strategic Budget Cuts in Higher Ed

Posted on

The Delta Cost Project has published its latest Trends in College Spending report. This year’s version reports on revenue and spending trends in higher education from 1999 to 2009, the latest year of IPEDS data available at this time. As such, this version includes the first year of the recession’s impact on higher education finances.

Overall, the report confirms several already noted trends:

  • The resource gap between public and private institutions continues to grow, and is now so wide that competition between the sectors is virtually impossible (see Figure 22 on page 43 of the report linked above for a stark depiction).
  • At public institutions, the share of education related spending derived from tuition revenue has increased dramatically, surpassing the contribution from state appropriations at a number of universities, including the UW.
  • At public institutions, tuition increases in 2009 represented cost shifting from the public to the student and not increases in institutional spending.
  • At public institutions, administrative and maintenance spending remained flat or declined while spending on instruction went up slightly, indicating that, unlike previous recessions, institutions are making cuts more strategically to help protect the core academic mission.
  • Whether from improved retention or decreased extraneous course-taking, student credit hours per degree appear to have decreased between 2002 and 2009, which is one measurement of efficiency.
  • At public institutions, faculty salaries have been very flat as the cost of benefits have, on average, risen by over 5 percent per year, now accounting for almost 1/4th of all compensation costs.

Overall, this report does a great job of making it clear that the majority of students attend relatively affordable, cost-effective public institutions in the United States, even though a small number of pricey private institutions dominate the public perception. It also places revenue and expenditures in the context of student enrollment and the spectrum of university activities.

One issue we have consistently had with this report is the calculation of what is called the ‘subsidy’, an attempt to measure overall cost by combining various forms of institutional revenue with state appropriations and contrasting that with tuition revenue to determine what portion of overall cost is paid by the student and what portion is subsidized for the student. Our concerns with this measure were detailed in an earlier blog post and brief, if you are interested.

Improved Educational Efficiency at Higher Ed Institutions

Posted on

A new State Higher Education Executive Officers (SHEEO) report indicates that institutions of higher education have increased their educational efficiency by decreasing their staff-to-student ratio since 2001. Using three IPEDS data surveys—the Fall Staff survey, 12-month Enrollment survey, and Institutional Characteristics survey—it was calculated that, although both enrollment and staffing have increased between 2001 and 2009, staffing has increased at a far slower rate. At research universities with very high research activity, like the University of Washington, staff levels increased only 6 percent while student enrollment increased by 19 percent. This suggests that higher education institutions have found ways to educate more students with fewer staff. Further findings included:

  • Clerical, secretarial, technical, service, maintenance and crafts staff levels declined steadily over the 8-year period (2001-2009)
  • Faculty, graduate, and other professional staff levels fluctuated more, but tended to increase, showing that universities focused on ensuring instructional quality to keep pace with higher student enrollment
  • Executive and administrative staff levels stayed constant
  • For very high activity research institutions, both full- and part-time employment per 100 student FTE declined (by 12 and 8 percent, respectively)

Altogether, universities with very high research activity and large hospitals like the UW employed around 40 staff per 100 student FTE in 2009, down from 45 in 2001. These data indicate that universities have been innovative in their response to steadily increasing enrollment by focusing staff resources on instruction and streamlining administrative and clerical processes. For more information, check out other UW efficiency initiatives or read the full SHEEO report.