Research Accounting & Analysis University of Washington Operational Performance Dashboard

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1 Research Accounting & Analysis University of Washington Operational Performance Dashboard September 26 Quarter 1 - Fiscal Year 7 Grant and Contract Accounting Mission As a professional accounting team, our mission is to provide support to the UW Research Community by proactively delivering consistent, accurate and timely financial products and services. We anticipate and creatively respond to the needs of our customers through collaboration and commitment to continuous improvement. Management Accounting and Analysis Mission Our mission is to craft a department that anticipates and is responsive to the costing and other informational needs of the campus community. Enhance services by collaboratively analyzing and developing data, methodologies, and policies to maximize flexibility for academic departments while complying with governmental regulations. Key processes include: Prompt New Award Setup, Accurate Reporting, Timely Invoicing, Full Compliance, Responsible Cash Management, Efficient Recharge Accounting Oversight, Comprehensive Develop and Negotiate Indirect Cost Rates (F&A) For questions about this report, please contact:,, (26) Prepared Date: December 26

2 Research Accounting and Analysis National Benchmark Efficiency.8%.7%.6%.5%.4%.3%.2%.1%.%.75% FY 22 75'th percentile.35% FY 22 25'th percentile.65% FY 22 Median.6% FY 22 Mean.3% FY 22 UW Post-award Administrative Costs as a % of Total Sponsored Project Costs (Source: Preliminary data from Bearing Point survey, October 23) Hours Required to Manage One Budget, FY Customer Satisfaction Survey New Budget Setup 1% 5 75% 5% 25% 69% 74% 67% 52% Number of Calendar Days % Norm FM GCA Teams 1-6 % Customers Satisfied GCA Cash, Compliance & Fiscal Reporting Oct-5 Nov-5 Dec-5 Jan-6 Feb-6 Mar-6 Apr-6 May-6 Jun-6 Jul-6 Aug-6 Sep-6 Number of Days to Setup New Budgets in GCA only GCA target = 1 day RAA Operational Performance Dashboard - University of Washington 2

3 Research Accounting and Analysis Sep 26 Operational Performance Dashboard Quarter 1 Fiscal Year 7 Process / Measure Customer Perspective 1) NEW BUDGETS Average number of business days to setup a new budget (from award receipt in OSP to PI notification of active budget from GCA) * 2) REQUEST TO TRANSFER EXPENDITURE Number of business days to process RTEs. 3) CLOSINGS Number of days to close a budget. 4) RECHARGE CENTERS Average number of MAA days + Combined MAA / Dept days to prepare, review, and approve proposals. Three targets for three levels of rate complexity. Current Output Measure 14 days Sep 6 7 days Sep 6 39 days Sep 6 Q4-6 Sep 6 Target 12 days Gap (Target- Output) 2 days 4 days 3 days 32 days See graph Internal Business Process Perspective 5) CASH APPLIED (a) Average number of calendar days to apply cash receipts to the appropriate budget. (b) Number and dollar amount in Cash Suspense accounts. 6) FINANCIAL STATUS REPORTS (FSR) Percent of submitted on time FSR to Federal sponsor due date. 7a) 3 month Faculty Effort Certification Number of FEC s received on time and outstanding. 7b) 6 month Faculty Effort Certification Number of FEC s received on time and outstanding. 8) COST SHARE Number of budgets past 9 calendar days from the project end-date but still have unmet cost sharing. * Rolling 12-month average; all days are calendar days 34 days Sep 6 46% Sep 6 91% Summer 26 7% Jan-Jun 6 FEC 83 Sep 6 15 days No gap See graph 19 days 85.% 39% 95% 4% 95% 25% 3 budgets 53 Process / Measure Financial Perspective 9) BILLING Billing Backlog the cumulative grant expenditures not invoiced. 1) AGED RECEIVABLES Percent of uncollected invoices that are past 15 calendar days of invoice due date. 11) TOTAL UNCOLLECTED A combination of billing (#9) and aged receivables (#1). The total amount of award dollars owing to the university. 12) DHHS Potential DHHS Award write-offs that will de-obligate on Sept 3/27 13) F&A INDIRECT COST Percent of dollar increase from year to year (fiscal) for indirect-cost recovery. Rolling 5-year average.* 14) STAFF SATISFACTION 23 Highly Satisfied Employees 15) CULTURE & DIVERSITY 23 Culture - Diversity 16) TRAINING & KNOWLEDGE 23 Training & Knowledge Current Output Measure $13.9 M Sep 6 3% Sep 6 $28.5 M Sep 6 $74k Oct 6 8.4% Q1 7 Sep 6 Learning and Growth Perspective 55% (23) 77% (23) 77% (23) Target $2.M Gap (Target- Output) $11.9 M 15.% 15% $23M $5.5 M $ $74k 5.% No gap 42% No gap 9% 13% 9% 13% RAA Operational Performance Dashboard - University of Washington 3

4 ACRONYM DEFINITION Additional definitions maybe found here: Cost Share FEC FSR GCA IDC LOC MAA NEA Cost Share Cost sharing is the portion of project or program cost not borne by the sponsor. It is the University's share of the cost of research. Faculty Effort Certification Faculty effort is the time that faculty spend on instruction, research, patient care, administration, etc., which is compensated by the University of Washington. (FEC) reports are forms faculty complete to document: Effort paid from both Federal and Non-Federal sponsored projects, which include grants and contracts. Cost sharing performed on Federal and Non-Federal sponsored projects, which include grants and contracts. Financial Status Reports A Financial Status Report (FSR) is a statement of expenditures sent to the sponsor of a grant or contract. It is prepared and submitted by Grant and Contract Accounting (GCA) on behalf of the Principal Investigator (PI). FSR can be further segmented by: (Federal versus non-federal) or ( Letter of Credit versus non-letter of Credit). Grant & Contract Accounting GCA is UW central administration office for post-award (OSP is UW central administration office for pre-award). GCA s responsibility includes creating a budget for the award in the University financial system, completing financial reports, invoicing, collecting funds, document cost-share, and budget closing. Indirect Cost Indirect Costs (aka facilities and administrative) costs are those incurred for common or joint objectives and cannot be identified readily and specifically with a particular sponsored project. Letter of Credit In the context of GCA (Grant & Contract Accounting), LOC represents a means to differentiate FSR (Financial Status Report). A compliant completion of LOC FSR provides a favorable setting for the institution to receive expanded authorities. Management Accounting & Analysis UW central administration office responsible for setting and negotiating the University s IDC (Indirect Cost) rate, recharge center rates, and documenting FEC forms (Faculty Effort Certification) Notice to Establish Account A NEA (Notice to Establish Account) is a form used by Office of Sponsored Programs to formally notify the Grant and Contract Accounting office to establish, extend, supplement or reduce a budget number for a grant/contract award. When a sponsor approves an award, a formal notice is sent by the sponsoring agency to the University's Office of Sponsored Programs. This notice is usually in the form of a grant or a contract. The Office of Sponsored Programs issues a Notice to Establish Account (NEA). The NEA is sent to Grant and Contract Accounting who will then establish a budget for the amount of the award. RAA Operational Performance Dashboard - University of Washington 4

5 ACRONYM DEFINITION Additional definitions maybe found here: OSP RAA Recharge Centers RTE Wires Office of Sponsored Projects OSP is UW central administration office for pre-award. Research Accounting & Analysis The combined organization of GCA (Grant & Contract Accounting) & MAA (Management Accounting & Analysis) Recharge Centers Recharge and cost centers are organizational units or activities that provide goods and services primarily to internal university operations and secondarily to external users, and charge the users for these services. Request to Transfer Expenditures A transfer of expenditures between budgets. Wires & Electronic Fund Transfers Wires represent the electronic transfer of funds from the sponsoring agency to University bank accounts. Wires typically take the form of an electronic fund transfer (EFT). RAA Operational Performance Dashboard - University of Washington 5

6 (1) NEW BUDGETS Number of Calendar Days Number of Business Days to Setup New Budgets (combined OSP & GCA) Receipt of Award at OSP to P.I. Notification by GCA Twelve month rolling average Oct5-Sep6: 14 days Oct-5 Nov-5 Dec-5 Jan-6 Feb-6 Mar-6 Apr-6 May-6 Jun-6 Jul-6 Aug-6 Sep-6 Average OSP Time Average GCA Time Combined Target Number of Business Days to Setup New Budgets in GCA Only Receipt of Award at GCA to P.I. Notification by GCA 5 Number of Calendar Days Oct-5 Nov-5 Dec-5 Jan-6 Feb-6 Mar-6 Apr-6 May-6 Jun-6 Jul-6 Aug-6 Sep-6 Average GCA Time Target (GCA only) Effective January 25, calculation is for business days only (excludes weekends & holidays) RAA Operational Performance Dashboard - University of Washington 6

7 (2) REQUEST TO TRANSFER EXPENDITURES - RTE Number of Calendar Days Oct- 4 Nov Dec- 4 Jan- 5 Feb- 5 Number of Business Days to Process RTEs (12 Month Rolling Average = 7 business days, Oct5-Sept6) Mar- 5 1 Apr- 5 7 May Jun- 5 Jul Aug- 5 2 Sep Oct Nov Dec Jan- 6 1 Feb Mar- 6 Apr FTE transition in August 25. In addition the methodology in tracking processing days was modified to include department time, EIO time, and GCA review time (ie. time an RTE was sent back to the department for corrections), May- 6 Jun- 6 Jul- 6 Aug- 6 Sep- 6 Total Number of RTEs per Month Oct- 4 Nov- 4 Dec- 4 Jan- 5 Feb- 5 Mar- 5 Apr- 5 May- 5 Jun- 5 Jul- 5 Aug- 5 Sep- 5 Oct- 5 Nov- 5 Dec- 5 Jan- 6 Feb- 6 Mar- 6 Apr- 6 May- 6 Jun- 6 Jul- 6 Aug- 6 Sep- 6 RAA Operational Performance Dashboard - University of Washington 7

8 (3) CLOSINGS BACKLOG - ALL TEAMS # Budgets NOT Closed with an End date >15days 35 # Budgets NOT Closed >15 days expiration Oct-5 Nov-5 Dec-5 Jan-6 Feb-6 Mar-6 Apr-6 May-6 Jun-6 Jul-6 Aug-6 Sep-6 Average # of Calendar Days to Close a Budget (All Teams) Applies to all budgets closed in the respective month Average # Calendar Days to Close a Budget Oct-5 Nov-5 Dec-5 Jan-6 Feb-6 Mar-6 Apr-6 May-6 Jun-6 Jul-6 Aug-6 Sep-6 Target = 32 days RAA Operational Performance Dashboard - University of Washington 8

9 (3) CLOSINGS CHANGE IN CLOSINGS BACKLOG - ALL TEAMS Number of Budgets Oct-5 Nov-5 Dec-5 Jan-6 Feb-6 Mar-6 Apr-6 May-6 Jun-6 Jul-6 Aug-6 Sep-6 # Budgets to Close (monthly) # Budgets Closed (monthly) Budgets Expired = only budgets with expiration date of days prior (eg. Jun6= budgets w ith expiration date betw een Jan 1st - 31st, 26) Budgets Closed = budgets with expiration date > 15days that have been closed this month July6 with zero budgets expired is inaccurate, and is under review Purging of biennium budgets affects how we currently count budget. RAA Operational Performance Dashboard - University of Washington 9

10 (4) RECHARGE CENTERS Average Number of Days to Prepare, Review and Approve Recharge Center Proposals 2 Days FY6-Q2 FY6-Q3 FY6-Q4 FY7-Q1 FY6-Q2 FY6-Q3 FY6-Q4 FY7-Q1 FY6-Q2 FY6-Q3 FY6-Q4 FY7-Q1 EASY COMPLEXITY MEDIUM COMPLEXITY DIFFICULT COMPLEXITY Target = 3 days MAA days + Combined days Target = 45 days MAA days + Combined days Target = 6 days MAA days + Combined days Total # Days to Approve Rate Proposal (MAA + Dept) Target (varies based on complexity) COMMENTS: FY6-Q2: No rates approved. Typically, all recharge proposals are centered on either a fiscal year or an academic year start, therefore Q2 will experience a very limited (commonly zero) level of proposal submissions. Proposals reviewed during FY6-Q2 will be reflected in the quarter in which they are approved. Number of proposals is numerically expressed at the top of each column. Number of rates within each proposal not shown The number of rates is not shown; however this number is taken into account in classifying the overall complexity of the proposal. Classifying the complexity of rates is a subjective determination by the process owner, and is based upon: Number of internal rates within the proposal? Reviewers level of experience / expertise on proposal preparation. Has the person preparing the proposal worked on it previously? Is this proposal for a new or established center? Is this a University-wide center? Are there significant changes from prior approved proposal? RAA Operational Performance Dashboard - University of Washington 1

11 (5) CASH APPLIED Number of days Average Number of Calendar Days to Apply Cash Receipts to the Appropriate Budget (includes holidays) Sep-5 Oct-5 Nov-5 Dec-5 Jan-6 Feb-6 Mar-6 Apr-6 May-6 Jun-6 Jul-6 Aug-6 Sep-6 # Days to Apply Check Receipts # Days to Apply Wire Receipts # Days to Apply All Receipts Target = 15days Source data for average # days maybe understated. Actual times are likely higher. A review is currently taking place Total Dollar Amount in Cash Suspense Resolved suspense items will adversely impact the average number of calendar days to apply cash. Total $Amount incashsuspense Millions $2 $15 $1 $5 $ $ $ $ $ $ $12.3 $ $ $ $ $13.1 $ Oct-5 Nov-5 Dec-5 Jan-6 Feb-6 Mar-6 Apr-6 May-6 Jun-6 Jul-6 Aug-6 Sep-6 $ Check Suspense $ Wire Suspense $ OSP Suspense Number of Items in Suspense Suspense items will adversely impact the average number of calendar days to apply cash. Total Number of Items incashsuspense Oct-5 Nov-5 Dec-5 Jan-6 Feb-6 Mar-6 Apr-6 May-6 Jun-6 Jul-6 Aug-6 Sep # Check Suspense # Wire Suspense # OSP Suspense RAA Operational Performance Dashboard - University of Washington 11

12 (6) FINANCIAL STATUS REPORTS All Teams New Graph % FSR Completed % FSR Completed - All Teams 12 month average Federal (requiring submitted report) = 46% 1% 75% 5% 25% % Oct-5 Nov-5 Dec-5 Jan-6 Feb-6 Mar-6 Apr-6 May-6 Jun-6 Jul-6 Aug-6 Sep-6 NON-FEDERAL 47% 19% 43% 41% 29% 5% 47% 27% 54% 52% 38% 32% FEDERAL (Requires Submitted Report) 26% 41% 4% 25% 28% 47% 38% 64% 56% 62% 63% 66% FEDERAL (No Requirement to Submit Report) 39% 36% 66% 83% 45% 81% 33% 94% 81% 89% 83% 66% Target (Federal req. Report) = 85% 85% 85% 85% 85% 85% 85% 85% 85% 85% 85% 85% 85% Federal FSR REQUIRES Submitted Reports - All Teams 12 month average = 46% # FSR Oct-5 Nov-5 Dec-5 Jan-6 Feb-6 Mar-6 Apr-6 May-6 Jun-6 Jul-6 Aug-6 Sep-6 % Federal FSR Completed On Time 26% 41% 4% 25% 28% 47% 38% 64% 56% 62% 63% 66% # Federal (w /Report)FSR Not Completed On Time # Federal (w /Report) FSR Completed On Time # Federal (w /Report) FSR Due RAA Operational Performance Dashboard - University of Washington 12

13 (6) FINANCIAL STATUS REPORTS All Teams New Graph Federal FSR NO REQUIREMENT to Submit Reports - All Teams 12 month average = 66% 75 5 # FSR Oct-5 Nov-5 Dec-5 Jan-6 Feb-6 Mar-6 Apr-6 May-6 Jun-6 Jul-6 Aug-6 Sep-6 % Federal FSR Completed On Time 39% 36% 66% 83% 45% 81% 33% 94% 81% 89% 83% 66% # Federal FSR Not Completed On Time # Federal FSR Completed On Time # Federal FSR Due Non-Federal FSR - All Teams 12 month average = 4% 75 # FSR Oct-5 Nov-5 Dec-5 Jan-6 Feb-6 Mar-6 Apr-6 May-6 Jun-6 Jul-6 Aug-6 Sep-6 % Non-Federal FSR Completed On Time 47% 19% 43% 41% 29% 5% 47% 27% 54% 52% 38% 32% Non-Federal FSR Not Completed On Time Non-Federal FSR Completed On Time Total Non-Federal FSR Due RAA Operational Performance Dashboard - University of Washington 13

14 (7A) FACULTY EFFORT CERTIFICATION FEC (3 month) New Graph Quarterly Faculty Effort Certification Number of FEC /4 SOM begins 6 month FEC reporting 7/5 Pharmacy begins 6 month FEC reporting (1)WI 24(2)SP 24(3)SU 24(4)AU 25(1)WI 25(2)SP 25(3)SU 25(4)AU 26(1)WI 26(2)SP 26(3)SU Not Signed/Late Not Signed/Not Late 1 Signed Late Signed On Time Total Quarterly Faculty Effort Certification 1% % of FEC 75% 5% 25% % 24(1)WI 24(2)SP 24(3)SU 24(4)AU 25(1)WI 25(2)SP 25(3)SU 25(4)AU 26(1)WI 26(2)SP 26(3)SU %Not Signed/Late % % % % % % % % % % 7% %Not Signed/Not Late % % % % % % % % % % % %Signed Late 39% 48% 47% 53% 31% 22% 42% 29% 3% 17% 2% %Signed On Time 61% 52% 53% 47% 69% 78% 58% 71% 7% 83% 91% Target FEC's Returned On Time = 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% Note: Measurements for an academic quarter will not be available until the end of the following quarter (i.e. there is a 3 month lag). RAA Operational Performance Dashboard - University of Washington 14

15 (7B) FACULTY EFFORT CERTIFICATION FEC (6 month) New Graph 6 Month Faculty Effort Certification Number of FEC /16/4-6/3/5 7/1/5-12/31/5 1/1/6-6/3/6 FEC's Outstanding & Overdue (late) FEC's Outstanding & Not Overdue 63 FEC's Returned Late FEC's Returned On Time Total Month Faculty Effort Certification 1% % of FEC 75% 5% 25% % 12/16/4-6/3/5 7/1/5-12/31/5 1/1/6-6/3/6 % FEC's Outstanding & Overdue (late) 1% 5% % % FEC's Outstanding & Not Overdue % % 58% % FEC's Returned Late 7% 24% % % FEC's Returned On Time 29% 7% 42% Target % FEC's Returned On Time = 95% 95% 95% 95% RAA Operational Performance Dashboard - University of Washington 15

16 (8) COST SHARE All Teams Number of expired budgets with unmet cost share greater then 9 calendar days. 12 Month Rolling Average Oct5 - Sep6 = Oct-5 Nov-5 Dec-5 Jan-6 Feb-6 Mar-6 Apr-6 May-6 Jun-6 Jul-6 Aug-6 Sep-6 >9 days overdue Target (3 budgets) Total Dollars of Outstanding Unmet Cost Sharing Millions $4 $3 $2 $21. $2.4 $2.2 $19.8 $2.1 $16.9 $16.4 $17.3 $15.9 $16.2 $19.9 $32.2 $1 $ Oct-5 Nov-5 Dec-5 Jan-6 Feb-6 Mar-6 Apr-6 May-6 Jun-6 Jul-6 Aug-6 Sep-6 >9 days overdue $8,177,743 $12,49,14 $19,66,756 $19,229,694 $18,671,33 $15,877,942 $15,662,378 $14,619,97 $13,162,265 $12,285,763 $13,48,26 $13,215, days overdue $4,524,351 $7,979,367 $95,752 $27,8 $27,8 $11,499 $114,212 $541,76 $39,76 $1,742,879 $1,223,135 $14, days overdue $8,294,644 $214 $221,276 $211,3 $134,934 $121,36 $9,952 $338,179 $ $1,837,14 $177,839 $284,32-3 days overdue $ $345,18 $243,934 $113,579 $1,116,248 $84,37 $624,397 $1,778,367 $2,475,859 $315,731 $4,995,425 $18,554,535 Total Amount Exp. $2,996,738 $2,373,613 $2,167,718 $19,761,356 $2,129,592 $16,851,18 $16,41,939 $17,278,222 $15,947,884 $16,181,387 $19,876,425 $32,194,672 Note: Cost share includes committed and mandatory. RAA Operational Performance Dashboard - University of Washington 16

17 (9) BILLING Billing Backlog Cumulative Grant Expenditures Not Invoiced Millions $15 $1 $ $ Oct- 4 Nov- 4 Dec- 4 Jan- 5 Feb- 5 Mar- 5 Apr- 5 May- 5 Jun- 5 Jul- 5 Aug- 5 Sep- 5 Oct- 5 Nov- 5 Dec- 5 Jan- 6 Feb- 6 Mar- 6 Apr- 6 May- 6 Jun- 6 Jul- 6 Aug- 6 Sep- 6 Target=$2.3M Nov 4: Began including FOP 28 in backlog Current Month Billing versus Previous Month Expenditures Millions $2 $ $1 $5 $ Oct-5 Nov-5 Dec-5 Jan-6 Feb-6 Mar-6 Apr-6 May-6 Jun-6 Jul-6 Aug-6 Sep-6 Monthly Expenditures Monthly Billing * Expenditures = Current monthly billing + change in cumulative unbilled RAA Operational Performance Dashboard - University of Washington 17

18 (1) AGED (INVOICE) RECEIVABLES 1% All Invoice Receivables Total Invoice Receivables 12-month rolling average 75% 5% 25% % Sep- 5 Oct- 5 Nov- 5 Dec- 5 Jan- 6 Feb- 6 Mar- 6 Apr- 6 May- 6 Jun- 6 Jul-6 Aug days days 151+ days Sep- 6 > 15 days outstanding 32% days outstanding 15% 1-9 days outstanding 53% $1 Millions $5 Invoice Receivables > 15 Calendar Days $8.4 $7.9 $7.8 $7.4 $6.9 $6.4 $7.2 $6.8 $6.2 $6.1 $6. $5.9 $5.9 5% 4% 3% 2% AR > 15 days as % of 12 month rolling average Twelve month rolling average Oct5 - Sep6 = 3% 37% 4% 33% 28% 27% 26% 25% 25% 26% 31% 33% 32% 1% $ Sep- 5 Oct- 5 Nov- 5 Dec- 5 Jan- 6 Feb- 6 Mar- 6 Apr- 6 May- 6 Target = $5 million Jun- 6 Jul- 6 Aug- 6 Sep- 6 % Oct- 5 Nov- 5 Dec- 5 Jan- 6 Feb- 6 Mar- 6 Apr- 6 May- 6 Target = 15% Jun- 6 Jul- 6 Aug- 6 Sep- 6 RAA Operational Performance Dashboard - University of Washington 18

19 (11) TOTAL UNCOLLECTED Total Uncollected Receivables Millions $35 $ $25 $ $ $1 $ $ Oct-5 Nov-5 Dec-5 Jan-6 Feb-6 Mar-6 Apr-6 May-6 Jun-6 Jul-6 Aug-6 Sep-6 Cumulative Billing Backlog Total Invoice Receivables (net of check & wire suspense receipts) Target (revised Jan6) = 23M = [2M (unbilled) + 5M (aged > 15 days)] + 16M (12 mos. Average, Jan 5 Dec 5, aged < 15 days) This measure represents the Total Uncollected Receivables from Grant & Contracts. Receivables can either be: 1. Expenditures that have not yet been invoiced (ie. Cumulative Billing Backlog primarily consists of Cost Reimbursable budgets). 2. Expenditures that have been invoiced but payment has not yet been received from the sponsor (ie. Total Invoice Receivables) The following are excluded from this measure: Scheduled Invoice & Payments - typically UW receives payment before the expenditure incurs. Deficits & Advances - UW is solely responsible for expenditures resulting in a deficit or advance Letter of Credit - typically are drawn and paid in full the following business day. RAA Operational Performance Dashboard - University of Washington 19

20 (12) DEPARTMENT OF HEALTH & HUMAN SERVICES - DHHS DHHS Historical Writeoffs Thousands $1,2 $1, $8 $992.3 $6 $4 $2 $ $. $. $. $. $. $. $247.1 $. -$.8 -$6. $. $. -$ $3,, UW Financial Risk for September 3 th Federal Deadline Prospective Award Dollars Writeoff $2,5, $2,, $1,5, $1,, $5, $ No writeoffs end of Federal Fiscal Year 24 No writeoffs end of Federal Fiscal Year 25 No writeoffs end of Federal Fiscal Year 26 4/1/24 7/1/24 9/3/24 1/1/24 1/1/25 4/1/25 6/31/25 9/3/25 1/1/25 1/1/26 4/1/26 7/1/26 9/3/26 1/1/26 UW Aw ard > PMS Aw ard De-obligating Sept 3th $26,383 $ $ $2,393,93 $2, $5,999 $37,126 $ $11,745 $296,18 $232,184 $683,498 $73,788 # Aw ards Review ed Risk = budgets that will de-obligate on Sept 3 where UW Award > NIH Payment Management System # Awards Reviewed = number of grants and contracts where UW award > PMS award RAA Operational Performance Dashboard - University of Washington 2

21 11.9% 12.2% 11.1% 1.% 1.4% 9.7% 1.2% 9.9% (13) FACILITIES & ADMINISTRATION (INDIRECT) COSTS New Graph Pending $25 $2 $15 $1 $5 F&A Indirect Cost Recovery In Last Four Quarters Rolling 5 yr Average FY2Q2 - FY7Q1: 8.4% $ FY2-Q2 FY2-Q3 FY2-Q4 FY3-Q1 FY3-Q2 FY3-Q3 FY3-Q4 FY4-Q1 FY4-Q2 FY4-Q3 FY4-Q4 FY5-Q1 FY5-Q2 FY5-Q3 FY5-Q4 FY6-Q1 FY6-Q2 FY6-Q3 Millions FY6-Q4 FY7-Q1 Indirect Cost Recovery Target=5% increase previous year % Change in F&A Indirect Cost Revenues (Comparing current quarter recovery to the same same quarter in last fiscal year) 15% 13.7% 13.6% 1% 8.4% 6.4% 5% 4.% 1.9%.9%.8% % -.2% -5% FY3-Q1 FY3-Q2 FY3-Q3 FY3-Q4 FY4-Q1 FY4-Q2 FY4-Q3 FY4-Q4 FY5-Q1 FY5-Q2 FY5-Q3 FY5-Q4 FY6-Q1 FY6-Q2 FY6-Q3 FY6-Q4 FY7-Q1 Indirect Cost Recovery Target=5% increase previous year 6% 5% 4% 3% 2% 1% % Percent of F&A Indirect Cost Recovered relative Direct Cost (Excluding Gifts) 21.7% 21.4% 2.8% 21.% 22.7% 22.6% 21.9% 21.% 22.7% 23.% 22.3% 2.8% 2.9% 21.6% 2.8% 19.2% 2.5% FY3-Q1 FY3-Q2 FY3-Q3 FY3-Q4 FY4-Q1 FY4-Q2 FY4-Q3 FY4-Q4 FY5-Q1 FY5-Q2 FY5-Q3 FY5-Q4 FY6-Q1 FY6-Q2 FY6-Q3 FY6-Q4 FY7-Q1 IDC as % of MTDC excluding gifts Std IDC 55.5% (effective FY6-Q1, July 25) RAA Operational Performance Dashboard - University of Washington 21

22 (14) EMPLOYEE SATISFACTION (15) CULTURE AND DIVERSITY Overall Highly Satisfied Staff Culture - Diversity 1% 8% 6% 4% 2% % 53% 66% 55% UWFM 23 RAA 21 RAA 23 Industry Benchmark = 42% Source: 23 RAA Employee Survey Overall satisfaction of highly satisfied staff. 1% 8% 6% 4% 2% % 72% 77% UWFM 23 RAA 21 RAA 23 Target = 9% Source: 23 RAA Employee Survey I believe that making this organization more diverse will make the organization better overall. (16) TRAINING AND KNOWLEDGE Training - Knowledge 1% 8% 6% 4% 2% % 72% 77% UWFM 23 RAA 21 RAA 23 Target = 9% Source: 23 RAA Employee Survey I have the training I need to create and share knowledge RAA Operational Performance Dashboard - University of Washington 22