pbac report spring 2013 - university of alaska anchoragestudent life . grew to 19 student clubs this...

Presented by Matanuska-Susitna CollegeApril 18, 2013

PBAC ReportSpring 2013

Snodgrass Hall Paramedic & Nursing Expansion

PBAC ReportSpring 2013

FY14/FY15 PBAC PRESENTATION

TABLE OF CONTENTS

I. Introduction a. College Accomplishments b. MSC Performance Measures

II. FY14 Current Services Budget (Attachment II)

III. FY13 Project/Initiative Status Report (Attachment III)

IV. FY14/FY15 Incremental Request Summary

V. FY14/FY15 Incremental Request Narratives (Attachment VI)

I. INTRODUCTION

College Accomplishments PBAC Spring 2013

Mat-Su College

The highlights for this year (to date) for Matanuska-Susitna College are about additional capacity in facilities, personnel, and programs for our students, the College faculty and staff, and the communities that we work with. Mat-Su College continued our efforts to match priorities to our present and future resources by starting the process of updating our 5 -10 year strategic plan for the college.

Like other educational institutions in the state and the nation, we also experienced a slight reduction in both headcount and semester credit hour attainment from record highs last year. Despite the growth pause for the College, the Mat-Su Borough continues to be the preferred destination for both out-of-state migration to Alaska as well as in-state migration from Anchorage and the rural areas. Current population statistics compiled by the Alaska Department of Labor projects that, from the current population estimate of 93,150, population will grow to 117,222 by 2020 and by 2035, total over 160,700. The Mat-Su Borough School District is the only large school district in the state still showing growth in student population. Thus MSC is optimistic about our prospect to maintain our present level of student enrollment. Our challenge is to increase our “market share” of students enrolling at Mat-Su College from the present 10% of borough graduates by increased presence in the schools in recruitment, by further presence in social media, by the introduction of updated and new course offerings, and by improvements in campus student life and activities to make us a destination for students in the borough.

In light of the UA statewide Strategic Direction Initiative, MSC has already commenced further efforts in several areas to realize these priorities.

Operational

Student achievement continues to be an area of emphasis with additional efforts to expand and increase student advising to reach more of our students as MSC was able to reach more students this year than last. New student orientation attendance continues to increase with 15% increase this year. Other notable attainments consisted of:

• Fall Dean’s list reception saw over 85 students plus their families attend this event recognizing student achievement held each semester.

• Implementation of an automated wait list program for registration

Recruitment also continued efforts to expand contacts with potential students through events at the various schools, job fairs and other events in the area. We expanded the college’s presence through social medial by additional options with use of Twitter, LinkedIn, and Pinderest.

Student Life grew to 19 student clubs this year ranging from the Veteran’s Club to Phi Theta Kappa to the League of Extraordinary Gamers. This spring saw the first on-campus dance in over 8 years sponsored by Student Government and the MSC Dance Appreciation Club. MSC enjoyed increased student government development. Student clubs sponsor several events such

as 2 separate Blood Drives on campus this year, fund raising for charities Breast Cancer research and MyHouse, food basket drives for Thanksgiving and Christmas, and many other events. Notable celebrations we participate in were Alaska Native Heritage Month, Dr. Martin Luther King, Jr. Day and other community events such as Palmer Colony Days, Alaska State Fair, Wasilla 4th of July parade to mention a few. The growth in student activities is an important aspect for the college experience for students at MSC.

Strengthening Instructional Programs

This year saw four new faculty members join the College in Fine Arts, Sustainable Energy, Mathematics, and Business as well as a new Director for Academic Affairs. Our faculty updated and enhanced curriculum in Computer Network Technology and Sustainable Energy. MSC also re-established a workforce development program and a community education program with the goals of:

• Providing professional development opportunities for local employers, • Promote lifelong learning opportunities for part-time students from the community.

Additionally this year saw the establishment of an industry advisory council for Computer Information and Office Systems (CIOS) bringing to 5 separate advisory groups promoting collaboration with our partners in the community.

Public Square

FY13 also saw several events promoting the Public Square such as:

• Geeks Without Borders – Technology Consulting in the Global Community • David Shipler, noted author and New York Times journalism spoke on “Twilight

War, Twilight Peace: The Israeli-Palestinian Conflict” • Visits from Senator Murkowski, Representative Don Young and Senator Begich.

Alumni Relations

This year saw the strengthening of alumni ties with the establishment of the first annual alumni barbeque to add to our efforts to enhance revenue from giving. FY13 also saw the establishment of two new scholarship funds – the Glenn Massey Scholarship Fund and the Kathy Lynn Lynch Veterinary Science Scholarship.

Infrastructure Priorities

The College actively works to sustain and enhance our existing facilities and add new ones to cope with the need for new technologies, training and opportunities needed in the Valley and elsewhere. Some of the notable efforts this year have been to date:

1. Completion of the 3.5 million dollar Paramedic Technology and Nursing Expansion to Snodgrass Hall earlier this spring (see cover picture). Completed ahead of schedule and under budget, the first new construction on campus in nearly twenty years features state of the art technology and training for these important health fields.

Community support from the Mat-Su Borough in the form of grants and donated equipment denotes a major reason for the development and continued success of the program.

2. Addition of 51 additional paved, lined and lighted parking spaces east of Snodgrass Hall also features a paved walkway enhancing access to classrooms and labs. This was made possible through cost savings from the expansion project.

3. Completion of the North Access road and water line access to the campus and the land clearing for 200 additional parking spaces were done last fall by the City of Palmer as part of a land exchange with the College. The city will be building a million gallon water tank on the 5 acres; thus providing city water to the campus for potable use as well as for fire suppression. This is an effective partnership for infrastructure development as the City wanted to establish a water district in this area adjacent to the College.

4. Anticipated ground breaking for the Valley Center for Arts and Learning later this spring which will bring a 500+ seat theatre and auditorium to campus allowing both college and community events and programs with dance, theatre, lecture, music and academic uses for the new facility scheduled to be finished in December, 2014.

5. Continued efforts in maintenance of the existing facilities to lessen energy and water consumption with the installation of more efficient lighting on the building exterior and in common areas in the interior as well as installing flow restrictors for water conservation.

With the increasing challenges and opportunities before us, MSC looks to meet the need to prioritize academic and administrative programs and services to continue to effective serve the educational needs of our students and our communities.

MSC PERFORMANCE MEASURES

I. Student Credit Hours (Actual and Projected for 2012-13)

2007-08 2008-09 2009-10 20010-11 2011-12 2012-13

21,154 21,766 25,587 28,465 30,301 28,786

• Multi-year trends due to demographic changes, higher student course loads per semester, population growth in Mat Valley region, and college characteristics.

II. Total Awards Granted (Actual and Projected for AY13)

AY08 AY09 AY10 AY11 AY12 AY13

83 80 84 129 136 149

• Awards is a function of the increased enrollment that started two years prior. • Finding qualified instructors, having appropriate lab and classroom space for career and

technical fields are continuing issues

III. Retention – Undergraduate • 50.0% -- National average is 55.7% Since FY07, the rate rate has ranged from 50% - 64.9%

o MSC has invested in advisors for student success and expanded The Learning Center for mentor instruction in English, math and the sciences.

o Continued need for remedial classes, lack of student skills upon entry affects retention

IV. University-Generated Revenue (Actual & Projected - in thousands)

2007-08 2008-09 2009-10 2010-11 2011-12 2012-13

3,143 3,570 4,583 5,026 5,585 5,692

• Continued past growth is due to tuition rate increases, increase in credit hours taken per student and increased head count.

V. Academic Program Outcome Assessment • During AY12, MSC established an assessment task force to update the methodology for the

program outcome assessments for all MSC degree programs. The task force completed 100% of all program outcome assessments and submitted such to the UAA Office of Academic Affairs and the Faculty Assessment Committee. Currently, during AY13, the faculty is collecting data for all programs and courses for submission under the approved assessments.

ATTACHMENT II

Matanuska-Susitna College Current Services Budget

FY14

1. Description of Current Services. While a component of the Anchorage MAU, Mat-Su College provides a breadth of services to meet the educational and community needs of the area and the Alaskans we serve. These services consist of instruction, student support activities, library, student government (student life), service learning activities, staff and faculty development, partnership activities, and community participation in college events and projects just to mention the major components. All of these are integral to the priorities contained in UAA 2017 and the UAA Core Themes.

2. Incremental Cost to Maintain Current Services.

As stipulated in the operational strategic priorities (excluding FY14 salary and benefit increases), then the MSC incremental cost to maintain current services is projected to be:

• Facilities Repairs and Maintenance (service contracts) $ 5,200 • Utilities – up 4.9% 12,000 • General Costs – shipping, etc. 8,600 • Custodial Contract –contract increase 5,480 • Library – up 3% -- periodicals, curriculum support 3,500

Total Incremental Costs $ 34,780

3. NGF Contribution.

Tuition revenue, as in past years, will be the primary source of funding for these cost increases if there is no projected general fund allocation in FY14 except for partial funding for projected salary and benefit increases. Projections for tuition revenue are based on the scheduled increase in the tuition rate for FY14. Given our experience in FY13, we are projecting no increase in semester credit hours for FY14. We remain optimistic that our enrollment should hold at FY13 levels given the continuing increase in growth that the Mat-Su Borough continues to enjoy.

Based on the two percent increase in tuition for FY14, the $91,100 projected increase in tuition revenue also has to service additional course offerings and the expenses integral to them. Additional to this, starting earlier this year, MSC has reviewed and modified course fees where necessary for lab courses, fine art courses, etc. to better cover the cost of supplies and materials used each semester in the delivery of the specific courses.

4. Soft Funds in Support of Current Operations.

• Donations - UA Foundation Funds -- This is an area of increased emphasis

for the MSC with the continued development of an employee contribution campaign and the development of alumni recognition and giving effort. The college currently has established 9 separate UA foundation accounts for general campus support, program support, named and general scholarships including four endowed scholarships – all valued in excess of $430,000.

• Matanuska – Susitna Borough Paramedic Technology -- This continuing grant is to support and further develop the paramedic program at the College. At this time, this $90,000 grant funds one faculty position. For the next fiscal year, indications are this level of funding will continue. Additionally, the Borough is donating an ambulance body for use as instructional equipment in the newly completed Paramedic/Nursing addition to Snodgrass Hall valued at an estimated $100,000.

• Technical Vocational Education Program (TVEP) Funds – Currently, MSC has received $123,500 in TVEP funding which provided funding for two one-time allocations for funding for Veterinary Technician Curriculum design and Paramedic Technology equipment to equip the newly constructed Paramedic and Nursing addition to Snodgrass Hall. We have submitted for two additional one-time allocations for the Veterinary Technician program and the Computer Network Technology program for FY14. However, the prospects for continued faculty funding from TVEP for future years appear to be limited and the College will look to internal reallocation of funds and/or other grant funding opportunities if available.

• Other Restricted Funds -- Mat-Su College in June 2012 held its second

annual Machetanz Art Festival at the campus in conjunction with donations from the community, Conoco-Phillips, British Petroleum and First National Bank Alaska. Further small grants for this year from the Alaska State Council of the Arts as well further community donations will continue the self-support community art education and festival for the future.

5. TVEP Funding.

Given the reductions in TVEP Funding over the past two years and anticipating the projected Tier 1 FY14 TVEP funding for the College, we are restricting our funding requests one time only requests to the degree possible. Existing faculty

positions with full or partial TVEP funding have been moved to general funds or university generated revenue for FY14 and the foreseeable future.

6. Reduction to General Fund. By instruction from UAA Budget and Finance, we at the community college level were not required to respond to a 2-5% across- the-board cut to the general fund.

7. Cost Savings and Efficiency Measures. Steps taken by MSC have consisted of the following:

• Continued effort in the effective use of utilities as we upgrading boilers and hot water heaters to 95% efficiency units

• Installation and refitting parking lights to LED lighting for lower consumption and longer unit life between changes

• Review of existing maintenance contracts for equipment, technology, etc. to determine continued need and/or if there are still appropriate

• Continued deployment of VDI technology to achieve cost savings and longer device life over PC in the classroom.

• Room resource allocation to increase instructional space to general additional revenue. This involves several moves by college entities to “right-size” them into appropriate spaces and free up larger spaces for classrooms.

• Consolidation of bookstore and copy center to achieve better labor utilization and space efficiency leading to the discontinuation of one position in administrative services.

ATTACHMENT III

Project/Initiative Status Report FY13

Project/Initiative Title: MSC VCAL Facility Coordinator $ Awarded: $70,200 Org #: 26612 Contact: H. D. Harmon – MSC Administrative Services E-mail: [email protected]

1. What were the original objectives of this initiative? Dependent upon the commencement of construction, our goal was to recruit the facility coordinator in the spring of FY13 with the intention that the selected individual would be employed by December 2013, one year prior to the planned opening, to develop need operational policies and procedures, begin marketing of the facility, start the booking process and work with the selected contractor and the project manager with UAA Facilities, Planning and Construction as the user representative.

2. What was accomplished? The position description has been developed and the recruitment process through the University system has commenced. Shortly we will begin to incur recruitment expenses for advertising, etc. Our present plan is to carry forward unspent funds from this FY13 allocation to fund the position for FY14 to the degree possible. The intend to award is presently in process as of this time with the proposed ground breaking to occur in late May, 2013 with proposed completion scheduled for December, 2014.

3. What has been the impact? Benefit to UAA continues to be the implementation of the facility business plan to make the process of bringing the new facility on-line during its construction cycle as effective as possible with the necessary and appropriate policies and procedures established, marketing and facility use booking established so that the opening of the facility once completed will be successful. The realization of the facility as an important academic resource for the College and an essential community asset for the Public Square aspects in developing partnerships, participation of the public in college events and programs as well as the enhancement of student life and culture on campus.

4. What are the expected future outcomes of this initiative? This initiative will allow an effective implementation and management of bringing the VCAL facility on line.

5. Amount Spent. (As of month end: ___3/31/2013_____)

Expense Category YTD Expense Projected Expense Unspent Balance Personnel -0- 5.000 65,200 Non-personnel

Total -0- 5,000 65,200

ATTACHMENT III

Project/Initiative Status Report FY13

Project/Initiative Title: MSC Campus Security Initiative $ Awarded: $70,000 Org #: 26612 Contact: H. D. Harmon – MSC Administrative Services E-mail: [email protected]

1. What were the original objectives of this initiative? Original goal was to determine through a study to do the following:

1. Ascertain the current security risk of the college; 2. Communicate the current security measures in place to all involved; 3. Evaluate the possible security alternatives available; 4. Determine the appropriate and necessary level of security for the

college given our location and other factors; 5. Establish a college security milestone list as to the level of security

that needs to be in place at certain levels of size, makeup, and other factors for the future (for planning purposes);

6. Determine what infrastructure, equipment, staffing, etc. would need to be acquired to implement an appropriate security presence and start the acquisition process.

2. What was accomplished? MSC began the process as outline above and has determined an appropriate level (at this time) of security presence for the campus. We have developed the criteria and specification for a security presence and, in conjunction with UAA Procurement and Risk Management, designed a request for security proposal/quote that was used for solicitation of responses from qualified security firms in the area. At present, we have a successful apparently low bidder and will be commencing services shortly.

3. What has been the impact? Besides allowing us to address our unique needs given our location outside of any city police force, it allows our campus to establish a patrol and perform proactive enforcement. Additionally, it allowed additional importance to additional security and compliance needs for both the UAA Campus and the Kenai Peninsula. This resulted in a submission for general funding for the FY14 UA operation budget. However, the results of this request to the Legislature for the current session are still yet to be determined.

4. What are the expected future outcomes of this initiative? It is MSC’s intention to continue the security services already commenced this month for the duration of the existing fiscal year and to carry forward funding for FY14 operating year. We are also requesting general funding for a resubmission for security and compliance mandate for a priority submission for UAA and its associated campuses for FY15.

5. Amount Spent. (As of month end: _____3/31/2013___________)

Expense Category YTD Expense Projected Expense Unspent Balance Personnel -0- Non-personnel -0- 16,461 53,539

Total -0- 16,461 53,539

IV. FY14/FY15 Incremental Request Summary

MSC Program Priorities

1. MSC Valley Center for Arts and Learning (VCAL) Facility Coordinator

2. MSC Campus Security Effort

3. MSC Humanities/Social Sciences Faculty

4. MSC Licensed Veterinary Technician Faculty Position

5. MSC Student Success Advisor

6. MSC Communications Faculty Position

ATTACHMENT VI FY14/FY15

Title: MSC Valley Center for Arts and Learning (VCAL) Facility Coordinator

Incremental Request Form

MBU Priority Ranking #: 1 (prior submitted in 2012)

1. Request Description/Strategic Purpose. a. With the passage of the statewide GO Bonds in the fall of 2010, funding was secured for the

VCAL facility on the Mat-Su College campus. As the design and the construction of this facility move forward, MSC will need to recruit and hire appropriate personnel to manage and operate the theatre/auditorium. A facility coordinator is a key staff component. They will schedule and solicit facility uses, develop operational policies and procedures and participate in the latter stages of the construction to better understand and operate the facility. With the community interest in the theatre/auditorium, we will need to have this position filled at least 12 months prior to the completion of the facility. Projected completion and occupancy of the theatre/auditorium is now scheduled to be in December of 2014. Recruitment for the position is now in process with the one- time funding provided through the PBAC process for FY13.

b. How does the request advance the strategic priorities stated in the Cabinet Strategic

Guidance in Attachment V? This request is necessitated by the VCAL construction under the infrastructure strategic priorities as stated in the Cabinet Strategic Guidance. The recruitment of the coordinator would occur during the second half of FY13 with the commencement of his/her activities during FY14.

c. Does the request fill a gap, remedy a problem, or respond to an external requirement

(e.g. accreditation or professional standard)? As projected in the business plan for the facility, VCAL will be utilized year around for a wide variety of college and community events and uses. This will require a full time coordinator to appropriately schedule and manage the variety of uses of the facility.

2. Internal MBU Reallocation.

Initially, we will need to reallocate funds internally to support the recruitment of the coordinator during FY13. Since the estimated completion date of the facility at this time is December, 2014, the coordinator’s salary and benefits will need to be funded in FY14 either from internal reallocation (or general funds, if available) as the theatre/auditorium will not be able to generate revenue prior to its opening. Since the scheduled recruitment is now in process, the funding provided during FY13 will be carried forward if possible to provide funding for FY14 prior to

theatre operations. Operationally, since this will have community and college uses, the revenue generated by the facility may be sufficient within the first year (FY15) to support its operational expenses according to the business plan. This facility will be setup as an auxiliary operation much like the college bookstore. However, due to the key nature of this position, the college would like to have the position considered for general funding for FY15.

3. Statewide System Performance Measures.1 University-generated revenue would be the primary performance measure that this increment would affect though revenue from facility operations. Increased semester credit hours would be a result of classes being held in the facility with existing band and music courses, theater instruction, stage craft, and drama as added courses, and basic survey courses being the best fit. a. For each performance measure related to this request, provide the estimated

timeframe for realization. University generated revenue and increased semester credit hours will be impacted starting in FY15 by theatre operations and additional classes being held in the facility.

b. What strategy-specific sub-metric will be used to demonstrate return on

investment? Which strategy specific sub-metric will be used to track intermediate progress? Operating rate defined as actual use less potential use divided by potential use times 100. Intermediate progress will be tracked by schedule of advance bookings and filled dates and times.

c. For this sub-metric, what are the current baseline, the expected change, and the

timeframe for realizing it if the requested funding is received?

The current baseline has not yet been established until the project has reached 90% of design. We would estimate, once we determine the final building configuration and establish rental rates and the coordinator is hired, that advance bookings prior to facility opening in July, 2014 will give us an intermediate progress indication of the operating rate.

4. Other Output Measures

Possible other output measure would be to measure overall facilities use for scheduled events expressed as a percentage of available time slots for events.

1 For reference, please see UAA Performance ‘11, pp 33 ff. at http://www.uaa.alaska.edu/institutionaleffectiveness/upload/Performance-11_web-version.pdf

5. Total Amount Requested.

Request Type Fiscal Year General Funds

Non-General Funds

Generated

Number of Positions

One-time FY14 $70,200 none one Base FY15 $ 75,000 Est. 139,100 one


Title: MSC Campus Security Initiative



1. Request Description/Strategic Purpose. a. Due to recent events, the College has been requested by faculty, staff and students to

consider a security force presence on campus akin to the University Police on the UAA campus. While actual reported incidents remain low, the apprehension of possible incidents, unrealized threats, and inappropriate classroom behavior has created the need to address this concern. Given the size of the College and our stage of development, a campus police force may or may not be necessary or appropriate. MSC over the past two years has added a mass notification system, increased the number of security cameras and now implementing the UA Alert (Blackboard Connect) system through the UA System Office of Risk Services. This is the follow on product for the Everbridge system on campus. However, this does not address the concern of not being able to summon assistance to a classroom or other area if (or when) a security issue does occur. The further issues of what that assistance should comprise of and the length of time that it is available during the college day are additional concerns. Additionally, MSC is not within the jurisdiction of any city police force – in case of emergency, we must contact the Alaska State Troopers for assistance.

The College did receive funding through the PBAC in FY13 for a college security initiative of up to $70,000 to study the following:

1. Ascertain the current security risk of the college; 2. Communicate the current security measures in place to all involved; 3. Evaluate the possible security alternatives available; 4. Determine the appropriate and necessary level of security for the

college given our location and other factors; 5. Establish a college security milestone list as to the level of security

that needs to be in place at certain levels of size, makeup, and other factors for the future (for planning purposes);

6. Determine what infrastructure, equipment, staffing, etc. would need to be acquired to implement an appropriate security presence and start the acquisition process.

This process was completed and, as outlined in Attachment III – MSC Campus Security Initiative, we are commencing security services on campus as of the current month. However, we are re-submitting the request for funding for inclusion for general funding for FY15 as recent events elsewhere in the nation further underlines the importance of assuring the safety of students, faculty and staff.


Guidance in Attachment V?

This initiative is an operational strategic priority that comes under other institutional obligations. If we consider UAA Core Theme #4 – UAA Community, one of the outcomes listed is that UAA campuses are safe – do we have an appropriate level of preparedness for emergency?


(e.g. accreditation or professional standard)?

Depending on the results of the initiative, the College endeavors to communicate effectively and demonstrate to the faculty, staff and students that MSC has in place appropriate security systems and procedures now and is planning for the possible future needs to maintain MSC as a safe place to teach, work and learn.


Given the current state of general funds availability for FY14, MSC will reallocate necessary funds to complete the contract for FY14 to toward this effort. Funding leftover from the F13 initiative will be carry forward to be also used for FY14 funding.

3. Statewide System Performance Measures.1

This initiative is not included directly in the Statewide System Performance Measures.

4. Other Output Measures.

We will measure the effectiveness of this investment by conducting a survey prior to the initiative of faculty, staff, and students to ascertain their perception of security concerns to establish the baseline. Once the appropriate and necessary security level has been


determined and the results and action plan communicated to faculty, staff, and students, then a post-initiative survey will be conducted to determine if their security concerns have been improved.



Non-General Funds

Generated

Number of Positions

One-time FY14 Carryover funds from FY13 and internal reallocation

None none

Base FY15 70,000 None none


Title: MSC Humanities/Social Sciences Faculty



1. Request Description/Strategic Purpose. a. Mat-Su College requests general funds to hire a full-time tenure-track humanities faculty

member for the Humanities/Social Sciences. The department has been experiencing rapid growth over the past four years as we have added additional courses in political science, anthropology, philosophy in addition to a large increase in class sections. These courses have proven be very popular among students to fulfill general education requirements (GERs) and accommodate a growing number of majors and minors in these disciplines. The College since Fall 2003 has relied on one full-time faculty member, a few long-term adjuncts (5 years and more) and several adjuncts who have taught from 1-3 years to provide the variety and volume of courses. The college feels that a full time tenure-track instructor would allow MSC to:

• offer more courses during the morning and early afternoon to better meet the needs of students aged 18-24, as most adjunct faculty are only able to teach in the late afternoons or evenings due to their regular full-time jobs.

• offer a larger volume and variety of courses to meet the growing demand for humanities/social science GER courses and more specialized courses for majors and minors in the humanities/social sciences.

• reduce the need to constantly recruit and hire new adjunct faculty to meet student demand and/or replace departing adjuncts. A new full-time faculty member could also serve periodically as Department coordinator for the humanities/social sciences, a service that has been performed by the existing lone full-time faculty member since 2007.

Table 1 below exhibits the changes in overall SCH in the expanded humanities which is an important component in our programs.

Table 1. Changes in overall SCH since AY07.

AY07/08 AY08/09 AY09/10 AY10/11 AY11/12 AY12/13(est.) Overall SCH 1356 1011 2163 3627 3345 3627 Full-time 588 414 597 810 636 417 Adjunct 768 597 1566 2817 2709 3210 % Overall Change

-25% 213.9% 67.7% -7.7% 8.4%

This request aligns with UAA 2017 Strategic Priority A. Strengthen and Develop the Total UAA Instruction Program:

“(1) Build depth, reinforce success and ensure sustainability in programs that support

student success, general education, workforce development, preparation for high-demand careers, or respond to high student demand.”

It also is support by the Mat-Su College Strategic Plan 2007-2012 Strengthen Instructional Programs:

“Enhance high quality academic educational opportunities for Associate Degrees and support of Baccalaureate Degrees. Continue to seek high quality faculty.”

b. How does the request advance the strategic priorities stated in the Cabinet Strategic Guidance in Attachment V? This request advances those priorities as it meets the institutional obligation to provide and sustain academic offerings.

c. Does the request fill a gap, remedy a problem, or respond to an external requirement (e.g.

accreditation or professional standard)? This increment will allow increased academic opportunity and capacity to meet increasing demands for course offerings during times when adjunct faculty are not available to teach course which fulfill general education requirements.

d. Internal MBU Reallocation. (Will any funds be reallocated internally to support this

effort?) Given the existing constraints on general funds, this request will be considered for internal reallocation given its priority. This is presented as a programmatic need that deserves appropriate consideration to meet course demand.

2. Statewide System Performance Measures.1 Performance measures that would be applicable are:

• Increased student credit hours • Additional university-generated revenue • Increase of sections offered

a. For each performance measure related to this request, provide the estimated timeframe

for realization. If we were able to fund this in FY14, this request would increase student credit hours in FY15 because of lead time needed to recruit faculty. University-generated revenue and student credit hours would be increased by the additional course offerings and/or sections provided.

b. What strategy-specific sub-metric will be used to demonstrate return on investment?

Which strategy specific sub-metric will be used to track intermediate progress? 1 For reference, please see UAA Performance ‘11, pp 33 ff. at http://www.uaa.alaska.edu/institutionaleffectiveness/upload/Performance-11_web-version.pdf

We would measure ROI by the percent of capacity and number of total sections offered.

c. For this sub-metric, what is the current baseline, the expected change, and the

timeframe for realizing it if the requested funding is received? Current baseline is 3200 credit hours with 22 sections offered. With the additional faculty member, we should be able to offer 8 additional courses each year for 720 credit hours beginning in FY15 if funding would be available.



Request Type Fiscal Year General Funds Non-General

Funds Generated

Number of Positions

One-time FY14 Reallocation if possible

none one

Base FY15 $ 82,150 $120,960 one


Title: MSC Licensed Veterinary Technician Faculty for Veterinary Technology Program


MBU Priority Ranking #: 4

1. Request Description/Strategic Purpose.

a. Mat-Su College requests general funds to hire a full-time licensed veterinary technician faculty member. Mat-Su College is developing an Associate of Science degree program in veterinary technology and currently plans to implement that program in the Fall 2015 semester. This program will need to receive accreditation by the American Veterinary Medical Association (AVMA) for it to be viable. According to the July 2012 “Accreditation Policies and Procedures of the AVMA Committee on Veterinary Technician Education and Activities (CVTEA)” 9e, “each program must have a minimum equivalent of one full-time licensed veterinarian and a minimum equivalent of one full-time credentialed veterinary technician who must be a graduate of an AVMA-accredited program.” A full-time veterinary technician is not currently on staff and will need to be hired by Spring semester of 2015 as the feedback from the AVMA is that they like to see the faculty for the program hired three to six months prior to start of classes.

This initiative supports Priority A of the UAA Strategic Plan 2017:

“Strengthen and Develop the Total UAA Instructional Program. (1) Build depth, reinforce success and ensure sustainability in programs that support student success, general education, workforce development, preparation for high-demand careers or respond to high student demand. (2) Collaborate closely with public and private sector partners to maintain and develop our programs supporting workforce development and high-demand careers. (3) Assure that all instruction is centered on current and active professional and craft practice”.

The initiative also supports the MSC Strategic Plan in the area of enhancing vocational courses and programs to meet student, community and industry needs. Some specific strategic objectives met include:

“Identify high demand job areas and evaluate MSC programs based on industry needs. Increase collaboration with public and private entities through partnerships to develop internship and apprenticeship opportunities”.

b. How does the request advance the strategic priorities stated in the Cabinet Strategic Guidance in Attachment V? This increment represents our effort to build on the success that the Occupational Endorsement Certificate (OCE) has enjoyed by providing the next step for applicants to secure additional career and technical education in a career field with considerable growth potential. This new investment leverages our prior investments and grows the program into an Associate of Applied Science degree.

c. Does the request fill a gap, remedy a problem, or respond to an external requirement (e.g. accreditation or professional standard)?

An accredited veterinary technician program is currently non-existent in the state of Alaska, and according to a survey of veterinarians and veterinary technicians in the state that was completed in October of 2010 at the Alaska Veterinary Medical Association conference, 98% of the individuals responding were very supportive of the development of an accredited veterinary technician program and indicated they would hire our graduates. Currently Mat-Su College has a veterinary assisting occupational endorsement certificate (OEC) program that trains individuals for entry-level positions. However the Alaska veterinary community is required to hire licensed veterinary technicians for certain procedures. The veterinary technician licensing laws will soon change to require anyone wanting licensure to complete an accredited veterinary technician program before taking the licensing exam. Since there is no veterinary technician program in Alaska, veterinary clinics looking to hire veterinary technicians either have to recruit from out-of-state or train an individual on-the-job. Both of these options are costly and time-consuming. According to the Rochester Institute of Technology’s (RIT) “Job Outlook to 2018 For Today’s College Graduate” report based on U.S. Department of Labor statistics, the job outlook for veterinarians will increase at a much faster than average rate: 33%. This increase in jobs for veterinarians will mandate a need for more veterinary technicians to support them -- both here in Alaska and across the country. According to the United States Department of Labor, Bureau of Labor Statistics the job opportunities for veterinary technicians and technologists are excellent and are “expected to grow by 36 percent over the 2008-18 projection period, which is much faster than the average for all occupations” (http://www.bls.gov/oco/ocos183.htm). Furthermore, not only do veterinary technicians support veterinarians in clinics, but they have many other rewarding career options as well, such as research, military service, food safety, teaching, zoos and aquariums, and more according to the AVMA website (http://www.avma.org/careers/veterinary_technician.asp). An accredited veterinary technician program will provide our veterinary assistant graduates and others in the veterinary professional community with the next rung on their career advancement ladder and upon completion would earn a two-year associate of applied science degree as a veterinary technician. Our existing veterinary assisting OCE program has generated 472 semester credit hours in AY12 and projected to generate over 410 semester credit hours for the current academic year.

http://www.bls.gov/oco/ocos183.htm

http://www.avma.org/careers/veterinary_technician.asp


Recruitment costs will be re-allocated from internal sources to cover position recruitment.

3. Statewide System Performance Measures.1 a. For each performance measure related to this request, provide the estimated

timeframe for realization. Funding for this position will allow for the implementation of an Associates of Applied Science in Veterinary Technology in FY 15 with appropriate lead time for recruitment.


investment? Which strategy specific sub-metric will be used to track intermediate progress? The number of graduates from this program will be used to demonstrate return on investment. Student credit hours will be used to track intermediate progress.

c. For this sub-metric, what is the current baseline, the expected change, and the timeframe for realizing it if the requested funding is received? There is no baseline since this is a new program.


Other output measures consist of:

• Meet all instructional requirements for MSC, UAA, and Northwest Commission on Colleges and Universities (NWCCU) accreditation.

• Provide local educational opportunities to support UA’s mission to recruit and retain local students in a growing technical field.

• Meet AVMA standards for program accreditation. • Enhance community involvement by working with the advisory group and subject

experts in the oversight of course curricula. • Increase educational opportunities to support UA’s mission and develop better

relations with the state and local professional communities. • Implement an AVMA accredited veterinary technician program to meet industry

needs.




Non-General Funds

Generated

Number of Positions

One-time FY14 7,500 recruitment Base FY15 75,044 unknown one


Title: MSC Student Success Advisor


MBU Priority Ranking #: 5

1. Request Description/Strategic Purpose. a. Mat-Su College requests funds in support of a Student Success Advisor. This

position would provide comprehensive enrollment advising to prospective and continuing students with an emphasis on bridging currently enrolled high school students to college. The advisor would provide high school outreach, transitional advising, and first-year retention strategies based on the career pathway model. MSC’s proximity to the Anchorage campus encourages local high school graduates to begin their college career at Mat-Su College and transition into UAA bachelor degrees. This is one reason that student credit hours increased by over 32% between fall 2007 and falll 2012. More students mean more demand for services, especially access to academic advising, degree planning, and student success strategies. Additional advising staff would allow the college to successfully implement mandated advising for first-time freshmen. While not included in last year’s PBAC request, this was included in the FY14 budget submission under UAA Mandatory Comprehensive Student Advising – Community Campuses. This submission is to continue the request for consideration for the FY15 funding.


Guidance in Attachment V? Strategic Direction Initiatives 1 concerns persistence and retention. Research on student retention emphasizes the critical need for first-time students to make meaningful connections to advising services. Ensuring that all incoming freshmen receive substantive counseling to help them navigate the culture, language, policies, and procedures of the college environment increases the odds that they will successfully complete their first year and subsequently persist to obtain a degree. This proposal also enhances partnerships with Alaskan schools in order to encourage high school graduates to continue their academic careers in support of SDI2


(e.g. accreditation or professional standard)?

The Mat-Su Borough School District is one of the few districts with expected increases to the number of college-bound graduates. Improving our current 10%

high school penetration rate by further developing high school outreach is one way to offset possible enrollment decreases as the state and national economies improve.

As noted before, the addition of this Student Success Advisor would aid MSC in reaching the University’s goal towards mandatory advising for the first-time student. This position would further reduce the student to advisor ratio while advancing our overall ability to provide support services specifically tailored to other critical populations.

2. Internal MBU Reallocation. Given the existing budgetary constraints on general funds, this request will be considered for internal reallocation given its importance for student retention and success. It is presented as a programmatic need and to encourage resubmission as a UAA priority for FY15 as a high demand program.

3. Statewide System Performance Measures.1 a. For each performance measure related to this request, provide the estimated

timeframe for realization. Incremental increases in student credit hours are possible by FY15. An increase in excess of 250 SCH per year is expected. Eventually increased retention, transfer and graduation rates are possible.


investment? Which strategy specific sub-metric will be used to track intermediate progress? The sub-metric tracked will be the high school penetration rate measured by the number of admission applications received from local high school graduates in relation to the number of graduates.


timeframe for realizing it if the requested funding is received? Our current baseline is a 5-year average of approximately 10%. The goal is to increase our rate at the three major high schools (Palmer, Colony, and Wasilla) to 17%.



In addition to SWS Performance Measures, effectiveness of the investment can be measured by student satisfaction with advising based on the prior results of the CCSSE survey.



Non-General Funds

Generated

Number of Positions

One-time Base FY15 $ 68,400 Est. 42,000+ one


Title: MSC Communications Faculty


MBU Priority Ranking #: 6 (Prior submitted in 2012)

1. Request Description/Strategic Purpose.

a. Mat-Su College requests general funds to hire a full-time communication faculty member for the English department. Since AY08, the department has only been able to offer 45 sections of communication, generating 2253 student credit hours. The College relied on onc full-time faculty member and one adjunct to meet student needs. However, we need to offer more sections of communication, as it is a significant part of the general education requirement our students must meet. Table 1. Changes in overall COMM SCH since AY08

AY07/08 AY08/09 AY09/10 AY10/11 AY11/12 AY12/13(est) Overall SCH 471 576 630 444* 603 570 Full-time 399 576 630 444 471 441 Adjunct 72 0 0 0 132 129 % Overall Change

-17.3% 22.29% 9.3% -29.5% 35.9% -5.4%

* The drop in SCH is most likely due to both lack of adjuncts teaching COMM courses as well a change in our full-time communication faculty member’s workload from eight sections to seven sections in AY10/11. With no adjuncts teaching in AY08 to AY10, SCH numbers have significantly decreased; with the exception of AY10, though, all of these showed healthy growth.

Furthermore, all degree programs require students to take at least one communication course. An additional full-time faculty member specializing in communication would allow us to attract and retain more students to support other programs at Mat-Su College and UAA in general by helping students flow through their general education courses more efficiently and would provide first-year students more choices. An inability to offer sufficient sections currently creates a bottleneck in the progress of MSC students toward their degrees. Finally, it would meet community needs, for there is always strong demand for students with effective communication skills, no matter the field of endeavor.


Guidance in Attachment V? This request falls within the investment priorities in Career and Technical Education as Arts, AV Technology and Communications are program priority career areas

within TVEP. Communication is critical to all the career and technical education and is why it is a required course in all degree programs.

c. Does the request fill a gap, remedy a problem, or respond to an external requirement (e.g. accreditation or professional standard)? The request will allow for increased capacity of communications classes, meeting the increasing need to offer more GER courses for students to progress towards their degrees. The number of present course is consistently a 100% fill with students on the course waiting list.


Given the existing constraints on general funds, this request will be considered for internal reallocation given its priority. This is presented as a programmatic need that deserves appropriate consideration to meet course demand.

3. Statewide System Performance Measures.1 Performance Measures that would be applicable are:

• Increase student credit hours • Additional university-generated revenue

a. For each performance measure related to this request, provide the estimated

timeframe for realization. If able to be funded in FY14, this increment would increase student credit hours in FY15 due to the time required to recruit qualified faculty. University-generated revenue and student credit hours would increase because of the additional sections and/or additional courses that would be provided.


investment? Which strategy specific sub-metric will be used to track intermediate progress. We would measure the return on investment based on:

1. Percent of capacity 2. Number of total sections offered 3. Semester credit hours in communications


timeframe for realizing it if the requested funding is received? 1 For reference, please see UAA Performance ‘11, pp 33 ff. at http://www.uaa.alaska.edu/institutionaleffectiveness/upload/Performance-11_web-version.pdf

Estimated current capacity for AY12/13 is 570 credit hours with nine sections offered during fall and spring semester. With an additional faculty member, we should be able to offer eight additional sections each year for an additional 528 credit hours beginning in FY15 if funding is provided in FY14.




Non-General Funds

Generated

Number of Positions

One-time FY14 Reallocation if possible for recruitment

None one

Base FY15 $82,350 $88,704 one

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