Q&A regarding Impacts of Changing Policies and Funding

Questions submitted via Faculty Senate regarding impacts of changing policies and funding

Budget: general planning, faculty input on cuts/priorities

Has there been any external audit of the overall university budget with a report on suggestions for cost savings? Are there plans to have an external audit?

The 91探花 is audited on an annual basis by KPMG.聽 These reports are .聽 The university also leverages the resources of 91探花Internal Audit, peer institutions and external consulting agencies to ensure appropriate financial controls are in place and to identify efficiency and cost opportunities in various areas of the university.聽 Notable efforts include and the recently-launched initiative.

Is there a clear plan to reduce cost, consolidate effort to reduce overhead, streamline efforts? How can faculty voices be involved in the plan?

Together We Thrive is our university-wide effort to bring our expenses and revenues into balance and strengthen university-wide financial resilience.聽 Each unit will utilize different strategies under the effort depending on their role and their current financial health.聽 However, the President and Provost have directed unit leads to focus on strategies and tactics commonplace amongst our peers.聽 An overview of the initiative and the strategies units are pursuing are included in a and shared with the Senate Committee on Planning and Budgeting. Part of Together We Thrive required that schools, colleges, campuses and administrative support units plan for break even or better financial performance in FY26.

The Senate Committee on Planning and Budgeting is the committee of the faculty senate charged with advising the administration on the budget and related faculty concerns.聽 At the local level, campus, school and college elected faculty councils can and should be working in partnership with their Chancellors, (Executive) Vice Chancellors and Deans to understand their unit鈥檚 financial circumstances and bring forward ideas for improvement.

Given the unavoidable financial hit that faculty and other teaching staff will be taking in the next few years, is there anything that the university can do to decrease the various non-fiduciary burdens that we experience in the classroom, such as the ever-increasing time burdens associated with DRS accommodations or the numerous compliance webinars that we are required to take? Will there be any attempt to minimize the impact of the new “digital accommodations” that are coming a year from now?

We sympathize with the growth and burden of state and federal regulatory requirements.聽 While most are well intended, it鈥檚 true that they place additional administrative requirements and costs on the university at both the staff and faculty level.

While complying with state and federal regulations is required and we cannot totally mitigate the burden, we鈥檝e initiated efforts to try to minimize the burden and impact on the university community.聽 Examples include:

Adopting a common learning management and training platform to streamline and consolidate university-required training.
Investing in and, where appropriate,
Leveraging the to provide on digital accessibility. This was a recent discussion item at the Faculty Senate.
Re-organizing and consolidating central safety and compliance services to make our compliance systems more effective and easier to navigate

In addition, multiple faculty working groups are developing workflows for addressing digital accessibility for common course materials. These recommendations will inform technology-based solutions as well as training and resources for faculty to streamline actions needed for compliance.

In the past year, there have been a number of new task forces and initiatives considered. One of the task forces was to examine the relationship between private industry and university curriculum. Given the looming financial cliff, is this task force going to be delayed or cancelled? It doesn’t seem like a good idea to alienate potential financial donors and partners at this time. And what about the AI task force that suggested hiring one hundred new faculty related to AI-research. Where does that stand? There was also talk about expanding the required diversity credits for undergraduates to 10. This will likely require additional teaching staff to provide adequate course coverage. Is this plan moving forward or is it on the backburner?

Regarding a taskforce on examining the relationship between private industry and the university curriculum, the faculty senate asked the administration to look at existing university policies and procedures and best practices to set a foundation of information on where the 91探花stands proximate to its peers and best practices.聽 This work is almost done and will be sent to the faculty senate for review and discussion of any needed next steps.

The AI Task Force held a series of university town halls and a speaker series to gather university feedback on its recommendations and work. 聽A final report has been provided to the President and Provost, who are identifying a path forward within the context of annual budget conversations and in convening faculty committees to address policies and coordination of educational programs that schools/colleges and campuses are already developing.

Is someone soliciting the faculty for ideas of what programs they see as redundant or could be cut? One example that comes to mind is the Resilience Lab, which seems to be eating up a lot of resources without providing any benefits in terms of students becoming more “resilient.” It would be useful to solicit information from faculty at the grassroots as to what they see as unnecessary or inefficient, and to make such a “bulletin board” public.

Thanks for the suggestion.聽 We鈥檙e always open to ideas.聽 The best place to start is working at the local level with your Dean and Elected Faculty Council.聽 If your suggestion is not specific to your unit, you鈥檙e always welcome to email provost@uw.edu with suggestions or come to the Provost鈥檚 Office Hours.

Is the administration already considering closing or consolidating any programs due to budget cuts?

All units were asked to model 5 and 10 percent expenditure reductions in early March as state budget shortfalls and escalating federal grant and contract terminations and flagging awards prompted an escalation of Together We Thrive.聽 As a part of that effort, units are evaluating opportunities for efficiencies.聽 A current point of emphasis is the adoption of .聽 We don鈥檛 currently have any plans for consolidation or elimination of academic programs.聽 Any proposals must go through the university RCEP process and would be subject to faculty review.

Given the seriousness of the impacts of federal policy decisions, would 91探花in cooperation with the Big 10 consider a 鈥渟ports strike鈥� as is proposed in this recent Slate ? What is realistically in the table to address the 鈥渇ive alarm fire鈥� of budget concerns?

This idea isn鈥檛 under active consideration.聽 Our strategy currently is:

Advocating and protecting the university鈥檚 rights and interest through litigation in partnership with the state鈥檚 attorney general鈥檚 office
Leveraging partnerships within AAU, APLU, ACE, BIG10 to share information and develop joint legal and advocacy strategies,
Strengthening congressional advocacy, including activation of our alumni network
and identifying new opportunities to advance the university鈥檚 research given the changing federal landscape
What is the 91探花willing to do in earmarking funds to save the research mission? For example, is the 91探花willing to eliminate athletic programs to save the research mission?
Can it be justified to continue spending on university athletics when spending on core educational and research activities is being cut?

The university is already utilizing central and local reserves to provide emergency support when research grants are terminated by the federal government. We are also exploring ways to engage our philanthropic community in supporting our research efforts and graduate education.聽 We are always in the process of evaluating or athletics programs and there will likely be some programs that become smaller, but entirely eliminating programs doesn鈥檛 actually save money in the near or medium-term, and it also doesn鈥檛 recognize the value 91探花athletics generates for the university in the way of exposure, supporters, and economic impact. For example, the number of applications from out of state applicants to both our undergraduate and graduate programs has risen dramatically since we joined the Big Ten.

The 91探花often appears to be a business with activities in real estate ownership and development, for example. If and when spending is cut, is the 91探花going to prioritize people, or buildings?

Net revenue from the University Metropolitan Tract goes into a state-appropriated account that is required to be spent on capital and facilities maintenance.聽 Capital spending is always evaluated alongside operating spending, as our ability to borrow is impacted by the university鈥檚 financial circumstances.聽 Decisions are project-specific and require consideration of short- and long-term tradeoffs.聽 For instance, in the case of the Chemical Sciences Building, the state has proposed providing a record amount of state funding for an academic and research building to support that project.聽 We wouldn鈥檛 want to make a decision that would put that level of state investment at risk. Moreover, pitting people against buildings creates a false dichotomy, we build buildings FOR people.

Budget: employment, termination

What is the hierarchy of cuts and when do we notify staff/faculty of the process?

Units leaders were to develop plans for 5-10% budget reduction scenarios.聽 Priorities vary at each individual unit depending on their circumstances.聽 Ideally, this planning occurs in consultation with unit leadership and elected faculty councils.聽 Unit leaders will receive updated budget directions after the May Board of Regents meeting.聽 Broader communications will follow.

What is the plan to cover tenure track FTE as access to 鈥渂uyout鈥� and other options diminish?

Decisions about faculty buyouts and how to handle them are always made at the unit level. During annual budget meetings, the Provost raised the need to plan for salary offset within the budget for each school, college, and campus.

What is the minimal layoff notice we can give an individual (faculty or staff, by rank)?聽聽

It depends on the type of employee and the circumstances.聽 An overview of information can be found on .

Who covers the cost from the time the funds are pulled to when an individual is laid off?

It depends on the circumstances.聽 Typically, the unit.聽 However, in the case of federal grant terminations, some central support is available to bridge the time between the federal action and the effective date of the furlough or termination.

What happens to 91探花staff members when a federal grant is frozen or canceled? Are they put on furlough until it becomes clear that the money is really gone? Or are they terminated? If terminated, what happens if the grant money comes back

It depends on the circumstances, but we are urging/supporting temporary actions in any circumstance where the status of the funding is unclear or if there are actions (e.g. legal, agency appeal) where we believe funding may be restored.

What support is available at the 91探花to support the transition of staff who are affected?聽

An overview can be found on .

Budget: administrative spending

Over the past two years, the 91探花has increased spending on senior administration by 22% ($24 million) and on financial staff by 18% ($35 million). Over the same period spending on faculty salaries has decreased by 4% ($10 million). These are inflation adjusted. Will the university commit to cutting senior administration costs back to (inflation-adjusted) 2022 levels before implementing any reduction in faculty or staff salaries?

According to an analysis of NCES data by takebacktheacademy.org, over the last 2 years at 91探花there has been a 22% increase in the dollars spent on upper administration (over $24M) and an 18% increase in the dollars spent on financial staff ($35.5M). And we shouldn鈥檛 forget the $500M cost of Workday which costs the university $38M a year. (All numbers adjusted for inflation.) Meanwhile in this same 2-year period there was a 4% decrease ($10M) in the amount spent on faculty salaries, saving the university $10M year. Given these numbers will the university commit to reducing upper administration costs to inflation-adjusted 2022 levels before implementing any reduction in staff (including staff and non-tenure track faculty) salaries?

As is the case with data analysis generally, a shorter time period may reflect anomalous activity. Broadening the time period allows for a better understanding of the overall growth trends. Faculty salaries in colleges and schools have steadily increased from FY2018 to FY2024. The 鈥淭ake Back the Academy鈥� analysis focused on FY21, where we did experience a one-year dip as salaries were stagnant (no merit was awarded that year after SCPB and BODC consultation) and administrative expenses increased to respond to the pandemic.

Faculty comprise nearly 47% of UW鈥檚 workforce and continue to command the largest share of academic unit salary budgets. Instructional spending has held steady at over 50% of core budget expenditures, according to IPEDS data.

Furthermore, UW’s Administrative/Instructional cost ratio (AI ratio) has remained below 0.20 for 20 years鈥攁mong the lowest in the AAU.聽Only ~12% of UW鈥檚 total expenditures are directed toward central administrative functions.聽The analysis from 鈥淭ake Back the Academy鈥� lumped departmental administrative expenses with central administrative expenses. The largest administrative growth the University has seen from FY13 to FY23 was in departmental administrative expenses, which include areas of student advising, departmental research support, HR, IT security, and regulatory compliance.

Zooming out, between 2002 and 2022, 91探花operating expenses rose 65%, while enrollment grew 60% and state appropriations declined 13%.聽Core academic expenses (instruction, research, academic support) make up over 75% of total functional expenses.聽Compared to public AAU peers, UW鈥檚 growth in academic expenditures (+68%) is well within the norm.

We are all in this together and it is important for our leaders to lead by example. Will upper admin staff see a salary freeze or cut?

We are all in this together. Senior administrative leaders, some of whom are also faculty, are subject to annual performance evaluations which inform individual merit decisions. However, many choose to give back and donate to the university as a symbol of their commitment to the institution during both good and difficult financial times.

While students and instructors are consistently evaluated through transparent, rigorous, and objective-aspiring metrics鈥攕uch as assignments, exams, graduation benchmarks for students, and tenure evaluations or merit pay assessments for faculty鈥攗niversity administrators often operate behind a veil of opacity. Unlike students and faculty, administrators are seldom held accountable through similarly transparent measures. Their effectiveness, efficiency, and fidelity in advancing institutional goals frequently remain unclear. Critical details such as budget allocations, hiring decisions, and the specific activities undertaken by administrators and their assistants are rarely shared openly. This lack of transparency makes it difficult for the academic community to assess whether administrative actions genuinely reflect institutional priorities and responsibilities. This not only wastes resources but undermines institutional trust, fosters cynicism and hampers the collective pursuit of educational excellence. What are the plans to increase administrative transparency as we go through these difficult budget decisions?

All senior leaders of the university receive annual merit reviews and evaluations by the President and Provost on their performance based on goals set annually.聽 Administrators with academic appointments, including Deans, are also subject to comprehensive five year reviews.聽 In addition, all senior leaders are held accountable to their unit鈥檚 budget and financial performance in annual budget meetings with the President and Provost.聽 Annual budgets and budget submission are posted publicly to the 91探花finance website.聽 The Provost requires each unit to provide their consultation process as part of their budget submission and strongly encourages to be shared with their school elected faculty council. 聽Elected faculty councils must be consulted on merit and unit adjustment plans.聽 , units in financial deficit received enhanced levels of monitoring and make commitments to University leadership to turnaround their financial performance; all of these commitments and monitoring activities are shared with the Faculty Senate Committee on Planning & Budgeting.

Budget: State

The House/Senate Budget Proposal (linked here: /opb/opb-briefs/house-senate-budget-proposals-2025-27-capital-budget-update/) plans tuition increases of 3% next year and 5% the year after. This is on top of the normal 3% inflation increase. But pg. 4 of the budget says that the legislature plans to recapture all of this money and not allocate it to 91探花— decreasing funding to 91探花by the same amount as the tuition increases. Two questions: 1) Who in Olympia is negotiating on our behalf? 2) What does 91探花plan to tell students, their parents, faculty and staff regarding why these tuition increases — which are entirely justified — will not see a penny go toward UW?

Under the direction of the President, the university鈥檚 Office of State Relations represents the university in Olympia.聽 They routinely partner with ASUW, GPSS and faculty senate legislative representatives.聽 Our position in Olympia has been firm 鈥� tuition increases should go to the benefits of our students and their education.

Budget: federal grants

What are the plans for when 91探花gets federal funding withheld like Columbia? I think we can all assume this is coming.

All of the circumstances under which the federal government has withheld funding from a higher education institution have been different.聽 The university would need to evaluate its options based on the specific action and rationale.聽 Needless to say, we would be evaluating all legal options available to protect the university鈥檚 rights and interests.

Are we guaranteed that the funds in our ICR and 鈥渓abs鈥� are available to us and will remain available to us?

To date, there have been no changes to university ICR allocation policies in response to federal actions.聽 ICR allocations are made in advance of federal agency鈥檚 reimbursement to the 91探花for eligible indirect costs borne by the University. The University is advancing ICR to units prior to receipt from the federal government as has been the practice for 8- years. Future allocations will depend upon the University鈥檚 financial condition and the receipt of federal reimbursement for indirect costs.

The University has obligated funds to some centers/institutes and many have payments deposits past due. Will the centers receive these obligated funds? When? What is the potential they will not be issued or cut in the future?

The answer to this question depends on the specific circumstances.聽 If you would like a response based on a specific center鈥檚 experience, email provost@uw.edu and we will respond with the most up to date information.

Can the federal gov claw back disbursed funds? Can they claw back already spent funds? If yes: How is 91探花currently handling this situation or planning to handle it if the funds have already been spent? If budgets are hit that support students or post docs with union contracts how will 91探花respond when this person no longer has funding to support them? Will 91探花just push the responsibility to fund the student per union contract back on the PI?

The federal government has some ability to stop or reverse funding decisions it has made previously.聽 When they have done so inappropriately or in violation of an active contract, we pursue legal action.聽 We are working in partnership with units to figure out how to support and bridge financial emergencies when we see these types of new and extraordinary circumstances.

The question has to do with the new rule limiting budget advances to 30 days. Last year, one of our faculty received a non-competitive renewal (continuation) NOA for a NIH grant about 2 months late from the NIH but then it took another 4 months for the 91探花to actually process the NOA. The question is, if the NOA is already received at the UW, does that still count as an “advance”? Also, what is being done to improve the processing time it takes for NOAs once they are received at the UW?

Detailed guidance can be found of the Office of Research鈥檚 federal impacts webpage.聽 We have a new initiative called AIDE to improve research administration post-Workday.聽 You can read more about it and other research resilience efforts in the latest newsletter from the Office of Research.

Budget: salary

Per inquiring faculty, there has been 22% inflation since the pandemic. Other professions have had significant increases in salary tracking or exceeding the cost of living increases to maintain their purchasing power, while nothing has been doing for 91探花faculty. Is there a plan to address this?

Inflationary pressures have eroded salaries and difficult budget environments have impacted the state and university鈥檚 ability to keep pace with inflation. We鈥檝e attempted to address these issues through a combination of regular merit and unit-based adjustments where feasible.聽 This year, as we are unlikely to see any incremental state funds for salary or benefit increases, we鈥檒l have to make difficult decisions about how to cut expenses to prioritize regular merit. The University has continued to spend on compensation at a higher rate than the revenues it generates. This imbalance must be addressed on the expense side, as well as on the revenue side.

How might our budget situation, particularly the state budget, impact faculty salaries, especially since “merit” increases already do not keep up with inflation. Might we still expect “merit” raises in the coming few years? Might compression might still addressed? Might we face literal cuts to salary?

We don鈥檛 expect to receive incremental state funds for compensation this year.聽 However, given inflationary pressures, we expect to need to move ahead with regular merit and we will work through our normal consultative process with SCPB and BODC before presenting a proposed salary plan to the Board of Regents. We will have to cut expenses to provide merit pools, a situation we may be in for some time unless revenues increase.

Budget: 5% cuts

The June 30 deadline to enact 5% cuts is an extremely short timeline, especially if those cuts require administrative reorganization and staff consolidation. 聽Are there circumstances under which the June 30 deadline can be extended? Must every administrative unit meet the same deadline? If not, how were deadlines established for each unit?

Why does this cut need to happen now and so fast (by July 1)? Are other units across the 91探花having this same cut asked of them (e.g. other Colleges, or student services etc.)? How might this timeline be adjusted for currently unknown retirements?

Is there a plan for instituting the 5% across the board cut to the CAS budget that was announced this week? Are we facing salary cuts, personnel cuts, or both? What is the decision making process for this going to look like? Will decisions be made at the college level, the dean level, or at the department level?

The College has been operating in budget deficit for several years and has needed to make budget adjustments for some time. In the fall of 2024, all units were notified that they were required to submit a balanced budget this year. The College of Arts and Sciences did not do so, and the Provost asked them to come back with a plan for a balanced budget including expenditure reductions that the rest of the University is planning for. The Provost is committed to working with the College on a sustainable plan and path forward, but actions do need to be taken to address the most urgent financial issues.

聽Are any units (departments, schools, other academic programs) exempted from making cuts or being given lower percentages?

Final budget decisions have not been made.聽 We expect to have final decisions after the Board of Regents budget discussion at their May meeting.聽 All units have been asked to plan for a 5-10% budget reduction.

Would the University share what other departments have done to reduce cost and overlaps.聽 For example, some are not taking PhD students or are taking fewer. Others have restricted extra curriculum programming, reducing options for summer salaries, etc.

In the planning process, schools, colleges and campuses were encouraged to take an analytical approach to identify and prioritize adjustments in areas of expense growth in their modeling. The pressures are different for each unit, and the Deans and Chancellors are in active communication with one another and with the Provost on various scenarios during this planning period.

Hiring, Promotion, Tenure

What adjustments are being made to tenure and promotion expectations to offset the current moratorium on using departmental funds earmarked for research?

There have been no modifications to the promotion and tenure expectations at the university level.聽 There are processes by which faculty can apply for in where they have experience extraordinary impacts.聽 We are encouraging faculty and units who have been impacted by changes in federal policy and funding to explore this existing path.

Immigration, visas

What is 91探花doing to support students with removed visas? Are they actively supporting ICE operations or trying to resist or somewhere in the middle?

The university is providing direct, individualized support for students who have had their VISAs revoked by the federal government.聽 Support is coordinated through and includes connecting students to legal support, academic support and accommodation, emergency financial resources, and wellness support.聽 If you are made aware of a student who has been impacted or is worried they may be, please encourage them to reach out to ISS.

Other

How can the use of AI can streamline efforts?

Yes!聽 We鈥檝e received lots of good suggestions and recommendations through the AI taskforce.