the university of is · contribute to alaska’s economic development a. increase stem graduates...

The University of Alaskais

Creating a Culture of Education in Alaska

by increasing:

1. our contribution to Alaska’s economic development 2. the number of skilled Alaskans for our workforce 3. our world class research 4. the degree attainment of our students 5. the university’s cost effectiveness

Overview• Process• Context

1. What is our situation?2. National numbers3. Program & workforce reductions4. Recent budget and enrollment trends

• Guiding Principles• UA 2025 Goals and Measures• FY19 State Budget Proposal• Strategic Investments• FY2019 Expenditures and Revenues• FY2019 Budget by Goal• UA 2019 Goals, Strategies, and Resources

1. Contribute to Alaska’s economic development2. Provide Alaska’s skilled workforce3. Grow our world class research4. Increase degree attainment5. Operate more cost effectively

• Communication and Advocacy• Discussion 2

Process

06/01/17 Regents’ FY2019 Initial Planning Discussion

09/16/17 Regents’ Planning Workshop

10/10/17 UA 2019 Budget Summit

10/16/17 Executive Council

10/17/17 2019 Budget Materials for BOR Workshop on web

10/23/17 Alaska Public Higher Education Roundtable

10/24/17 FY2019‐2020 Tuition Notice

10/24/17 Board of Regents FY2019 Budget Workshop

11/02/17 2019 Budget Materials for BOR Meeting on web

11/09/17 BOR approval of FY2019 Budget

11/15/17 UA Budget to State

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Context: What is our situation?

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Alaska is a land of great wealth• natural resources• environment• global location• diverse, rich cultures• adventurous people• growing Alaska Native corporations and tribal

organizations• opportunity to create a sustainable future for

generations to come

Our state faces very serious challenges• vast geography and a small population• low educational attainment• health disparities• critical workforce gaps• narrow economic base• high costs in such areas as health care, facilities,

energy, and telecommunications• fiscal uncertainty at state level and recent, severe

budget cuts ($145M since FY14)

There is no single organization in Alaska better poised to solve Alaska’s problems and pursue itsopportunities than the University of Alaska

• mission• assets• record of success• public support• partnerships• plan• commitment

UA is a prime investment in the capabilities and the ideas to propel Alaska forward

• top quality courses and programs in high demand fields, including extensive offerings in the social sciences, humanities, and the arts

• high powered research into issues relevant to Alaska and the world

• inspiring and transformational role in our students’ lives

• critical role of public and community service

UA in National Context

Nation Alaska Rank

Undergraduate STEM awards per 1,000 STEM employment (2012) 59.5 38.2 46th

Undergraduate Health Credentials Awarded per 1,000 Health employees (2008‐2010) 45.6 36.6 34th

State New Economy Index 2014: Alaska’s ranking 32nd

Federally Financed R&D Expenditures per Capita (2013) $123.43 $143.54 13th

Net Tuition as a Percent of Public Higher Education Total Educational Revenue (FY2016) 47.3% 29.5% 3rd

Family Share (2015) 46.5% 26.9%

State Share (2015) 53.5% 73.1%

Net Cost as a Percentage of Median Family Income, Public 4‐year Institutions 19.1% 11.0% 49th

Estimated Need‐based Undergraduate Grant Dollars per Undergraduate FTE (2012‐13) $509 $198 30th

Source: NCHEMS presentation, Challenges Facing Higher Education: A National Perspective, to the Alaska Public Higher Education Roundtable (October 23,2017).

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Selected Academic/Job Training Programs Discontinued or Suspended

Discontinued Suspended

GC Clinical Social Work Practice (UAA) MS Applied Environmental Science & Technology (UAA)

PhD Clinical‐Community Psychology (UAF) MS Engineering Management (UAA)

BA & BBA Economics (UAF) MS Science Management (UAA)

AAS Apprenticeship Technology (UAS) AAS Computer Information and Office Systems (UAA)

Certificate Automotive Technology (UAS) BA Philosophy (UAF)

Associate of Business (UAS) MS Resource Economics (UAF)

BA & BS Sociology (UAF)

Examples of programs discontinued or suspended through September 2017.

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Key Observations

• UA has 1,183 fewer employees than three years ago.

• The largest reductions have occurred at Statewide and within administrative and academic leadership positions on campus.

• Leadership and staff positions have been reduced at a higher rate than regular faculty.

• Reductions achieved primarily through attrition, retirement, ending term contracts, and eliminating or leaving positions vacant.

• UA has reduced 699 State authorized positions (PCNs). Three times more than any other state agency.

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UA Workforce Reductions FY15‐FY18Headcount Fall 2014 (FY15) (1)

SW UAA UAF UAS TotalRegular 239 1,795 2,127 349 4,510

Leadership (2) 34 75 71 12 192Faculty 0 629 649 114 1,392Staff 205 1,091 1,407 223 2,926

Temporary 52 1,714 1,846 308 3,920Adjunct Faculty 6 666 358 118 1,148Staff 20 316 426 56 818Student 26 732 1,062 134 1,954

Total Headcount 291 3,509 3,973 657 8,430

Headcount Fall 2017 (FY18) (1)

SW UAA UAF UAS TotalRegular 163 1,605 1,818 303 3,889

Leadership (2) 28 66 57 11 162Faculty 0 569 544 106 1,219Staff 135 970 1,217 186 2,508

Temporary 24 1,563 1,581 190 3,358Adjunct Faculty 0 585 338 62 985Staff 6 262 347 38 653Student 18 716 896 90 1,720

Total Headcount 187 3,168 3,399 493 7,247

Change in Headcount (FY15-FY18)SW UAA UAF UAS Total

Total Headcount -104 -341 -574 -164 -1,183% Change -36% -10% -14% -25% -14%

1. Employees with active assignments as of Oct 1st 2014 and 2017.2. Includes Academic Leaders (12 month regular faculty ecls FR).

Recent Budget and Enrollment Trends (FY14‐FY18)

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FY14; $377.6

FY18 ; $317.0

FY14; 32,696

FY18 ; est 27,683

27,000

28,000

29,000

30,000

31,000

32,000

33,000

$310.0

$320.0

$330.0

$340.0

$350.0

$360.0

$370.0

$380.0

FY14 FY15 FY16 FY17 FY18

fall

stud

ent h

eadc

ount

in m

illio

ns o

f $

Unrestricted General Funds (UGF) Enrollment

( Δ -$60.6)

( Δ -5,013)

Guiding Principles: How do we prioritize?

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Leverage• Strengthen partnerships with key stakeholders• Diversify funding sources• Build on unique strengths of each university• Exploit the collective power of the system• Weigh return on investment

Goals• Focus on meeting the state’s needs• Set ambitious goals and tie strategies and

resource requirements to them• Goals should exceed projections• Modify goals as progress is made or as

resources are constrained• Commit to continuous improvement

Productivity• Commit to faculty and staff development• Build competitive capacity• Foster innovation and creativity• Invest in lean process improvement and automation

• Reallocate excess capacity into investment and growth

Accountability• Be clear (who, what, when, where)• Measure and report out on progress• Encourage trust• Consult governance groups in decision making

UA 2025 Goals and Measures2017

(baseline)2018 2019 2020 2021 2022 2023 2024 2025

1. Contribute to Alaska’s economic development

A. Increase STEM graduates from 1,640 to 2,460 1,636 1,720 1,810 1,905 2,005 2,110 2,221 2,337 2,460

B. Increase the number of invention disclosures from 17 to 34 17 19 21 23 25 27 29 31 34

2. Provide Alaska’s skilled workforce

A. Increase % of educators hired from 30% to 90% 30% 35% 40% 45% 50% 60% 70% 80% 90%

B. Double number of health program completers 874 912 1,002 1,100 1,209 1,328 1,459 1,602 1,760

3. Grow our world class research

A. Continue leading the world in Arctic research 1 1 1 1 1 1 1 1 1

B. Increase research expenditures to $235 million $159m $167m $175m $184m $193m $203m $213m $224m $235m

4. Increase degree attainment

A. Increasing enrollment by 55% 29,171 29,171* 31,000 33,000 35,000 37,500 40,000 42,500 45,000

B. Increasing completions by 126% 4,594 4,800 5,200 5,800 6,600 7,500 8,400 9,400 10,400

5. Operate more cost effectively

A. Decrease total cost of education (indirect and direct) per completer from $107,300 to $59,000 (45%), proportional to cost of living adjusted peer average

$107.3 $102.5 $94.7 $87.5 $80.9 $74.8 $69.1 $63.8 $59.0

B. Increase Annual Completions per FTE from 23/100 to peer average of 35/100

23/100 24/100 25/100 27/100 28/100 30/100 31/100 33/100 35/100

*FY18 projected enrollment is 27,68310

Operating (UGF)

FY2018 Base Budget $317.0• Compensation $0.0• Fixed Costs $9.8

• Facilities Maintenance $3.7• Utilities $3.1• UAF Engineering Building Operating Costs $2.1• Subscriptions $0.9

• Strategic Investments $14.7• Contribute to Alaska’s Economic Development $1.6• Provide Alaska’s Skilled Workforce $2.1• Grow Our World Class Research $3.7• Increase Degree Attainment $7.3• Mental Health Trust Adjustment ‐$0.1

FY2019 Base Budget $341.4

Request will also include 5% tuition increase (NGF) to maintain a high level of quality and access to students.

Capital (UGF)

• UA Deferred Maintenance and Renewal & Repurposing (DM/R&R) backlog exceeds $1 billion

• $50.0 FY2019 DM/R&R budget request

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FY19 State Budget Proposal(in millions of $)

Strategic Investments(in millions of $)

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Investment AreaFY17 FY18 (2)

(year 1)FY19 (2)Ongoing(year 2)

FY19 (1)Increment

FY20 (2)Proposed(year 3)

Workforce Development $0.0 $1.0 $1.0 $3.8 $1.0 UAA 0.7 0.7 2.5 0.7 UAF 0.2 0.2 0.9 0.2 UAS 0.1 0.1 0.5 0.1

Research (3) $1.0 $1.8 $1.8 $14.2 $1.8 UAA 0.8 0.3 0.3 2.4 0.3 UAF 0.3 1.4 1.4 11.6 1.4 UAS 0.1 0.1 0.2 0.1

Enrollment $3.0 $2.1 $2.1 $12.3 $2.1 UA 0.8 1.5 UAA 1.0 1.1 1.1 6.3 1.1 UAF 1.0 0.8 0.8 3.1 0.8 UAS 0.2 0.3 0.3 1.4 0.3

Process Automation (4) $1.1 $1.1 $1.1 Compliance $0.5 Facilities Maintenance & Operations $13.0

Total Strategic Investments $17.5 $6.0 $6.0 $30.3 $6.0 1. FY19 increment may be included as part of universities ongoing investments.2. Minimum ongoing investment.3. FY18‐20 $1.8M per year funded by Statewide unreserved fund balance.4. FY18‐20 $1.1M per year funded by Statewide working capital fund.

FY2019 Expenditures and RevenuesBudget Change Estimates

$ Change Description

Expenditures

Assets Personnel (1)Facilities (2)EquipmentCollectionsStudentsFinancesProgram

ConsumablesServicesSuppliesUtilities

ContingencyNew Initiatives (3)

‐$4.8M

‐$0.9M

‐‐‐

($0.3M)‐

$4.1M‐

$30.3M

No planned compensation increases for staff in FY19$3.7M UA annual facilities maintenance increase & $1.1M UAF Engineering building operations & maintenance

Electronic journal subscriptions and digital content delivery increases

Net decrease in Mental Health Trust Authority programs

$3.1M estimated UA utility cost increases and $1.0M UAF Engineering building utility cost increase

Strategic Investments in UA Goals

Total Expenditure Change $39.8M

Revenues

Student Fees

State AppropriationsGrants & Other RevReserves

$5.7M

$24.3M$9.8M

Assumes 5% tuition rate increase and enrollment of 29,100. An additional $10M revenue could be realized if the enrollment goal of 31,000 is met. State appropriation total $341.4 millionAssumes increased research activity will generate; net decrease in Mental Health Trust Authority program funding

Total Revenue Change $39.8M

GAP $0.0M

(1) Assumes productivity gains through personnel at current levels. (2) Does not include FY18 offset of $5 million capital appropriation.(3) UA goals begin on page 15.

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UA 2019 Goals, Strategies, and Resources

UA 2019 Budget by Goal: Goal attainment requires investmentState Non‐State (1) Total

1. Contribute to Alaska’s economic development $1,620.0 $1,650.0 $3,270.0

A. Increase STEM graduates $1,000.0 $1,650.0 $2,650.0

B. Increase the number of invention disclosures $620.0 $620.0

2. Provide Alaska’s skilled workforce $2,130.0 $1,650.0 $3,780.0

A. Increase % of educators hired $1,230.0 $1,230.0

B. Double number of health program completers $900.0 $1,650.0 $2,550.0

3. Grow our world class research $3,700.0 $9,850.0 $13,550.0

A. Continue leading the world in Arctic research $1,320.0 $2,760.0 $4,080.0

B. Increase research expenditures $2,380.0 $7,090.0 $9,470.0

4. Increase degree attainment $7,255.0 $2,390.0 $9,645.0

A. Increasing enrollment $5,610.0 $2,090.0 $7,700.0

B. Increasing completions $1,645.0 $300.0 $1,645.0

5. Operate more cost effectively

A. Decrease total cost of education (indirect and direct) per completer

B. Increase Annual Completions per 100 Student FTE

TOTAL $14,705.0 $15,540.0 $30,245.0

1. May include State pass‐through funding (e.g. from state agencies through inter agency receipts). 15

Goal 1a: Contribute to Alaska’s economic development through STEM graduates

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Strategies Resources (in thousands of $)

Partnerships with K‐12 In partnership with Anchorage School District, fund portion of Alaska Native Science and Engineering High School on Anchorage campus

State: $1,000.0Non‐State: $1,650.0

Goal 1b: Contribute to Alaska’s economic development through invention disclosures

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Building Competitive Capacity • Increase funding for Innovate Program, which provides seed capital for start‐ups

• Add campus staff in IntellectualProperty and Commercialization office

State: $620.0

Goal 2a: Provide Alaska’s skilled workforce ‐ educators

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Marketing and Recruitment • Recruit teachers interested in teaching in rural Alaska

• Sustain AKCOE marketing• Recruit STEM and other graduates to MAT program

State: $580.0

Alaska College of Education Add staff for data analysis and reporting

State: $100.0

Partnerships with K‐12 • Expand Rural Alaska HonorsInstitute

State: $200.0

Financial aid • Sustain PITAAS State: $350.0

Goal 2b: Provide Alaska’s skilled workforce – health care

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Building Capacity • Create Masters in Public Policy with health focus

• Expand nursing education• Add Allied Health faculty to increase workforce demand response

State: $400.0Non‐State: $1,150.0

Partnerships with K‐12 Create Health Careers Middle College

State: $500.0Non‐State: $500.0

Goal 3a: Grow our world class research by leading in Arctic Research

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Marketing and Recruiting Showcase research and innovation through media

State: $150.0

Building Competitive Capacity • Invest in Arctic Domain Awareness Center

• Build on Arctic Policy Studies• Support Experimental Arctic Prediction Initiative

• Expand One Health Circumpolar Initiative

State: $1,170.0Non‐State: $2,760.0

Goal 3b: Grow our world class research by increasing research spending

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Building Competitive Capacity • Fund match and seed money for grants

• Establish Science and Technology Centers in oceanography, engineering, energy, and permafrost

• Develop UAV downlink capacity on North Slope

• Support rainforest and interuniversity collaborative research (INBRE and EPSCoR)

State: $1,940.0Non‐State: $5,520.0

Partnerships with Industry • Cubesat program• Mariculture• Health care policy

State: $440.0Non‐State: $1,570.0

Goal 4a: Increase degree attainment by increasing enrollment

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Strategies Resources (in thousands of $)Marketing and Recruiting • Increase marketing on web, social media, and

radio to target high school, traditional, and returning adult students

• Strengthen recruiting through increased financial aid and 25% tuition discounts for selected CTE programs

• Expand access to courses and programs system‐wide through student friendly gateway

State: $2,550.0Non‐State: $200.0

Partnerships with K‐12 • Expand middle colleges, concurrent and dual enrollment, expand Educators Rising statewide

• Support ACT testing in high schools

State: $1,900.0Non‐State: $750.0

Innovative Program Delivery • Invest in high demand on‐line programs that support adult degree completion and rural development

• Expand support for credit for prior learning

State: $1,160.0Non‐State: $1,140.0

Goal 4b: Increase degree attainment by increasing completion rates

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Faculty and Staff Development Increase minority student retention through creation of teaching post‐docs and supportstaff for minority faculty

State: $130.0

Student Advising and Support • Restore student advising and support staff positons

• Implement EAB• Develop innovative developmental education model

• Increase support for students with disabilities

State: $1,515.0

Financial aid Provide Emergency Scholarship Fund

Non‐State: $300.0

Goal 5: Operate more cost effectively

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Strategies Comments

Enrollment Increase enrollment while holding down costs

Per student costs will decline as enrollment rises faster than cost

Strategic Pathways Complete implementation of cost savings initiatives and support of inter‐university collaboration in ways that strengthen performance at lower cost

Ongoing

Administrative improvement Improve and automate critical processes

Statewide is funding $3.3M forprocess improvement and automation, FY18‐20

Productivity • Increase section size•Optimize instructional workloads

Ongoing

Facilities • Improve space utilization• Explore commercial opportunities

Ongoing

Reallocation Use cost savings as source of investment in new initiatives

As necessary

Communication and AdvocacyPosition the University of Alaska as the institution that changes everything – your life, your future, our state. UA empowers Alaskans to build a better future.

Strategies

1. Engage external stakeholders to inform the public in proactive communications

2. Support enrollment growth campaign deployed in FY18

3. Implement an integrated state and federal legislative advocacy campaign

4. Engage and inform internal stakeholders to increase awareness and support

5. Collaborate in developing University system wide messages integrating the individual campus branding where appropriate.

6. Develop data and metrics to measure communications effectiveness

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Strategy Target Audiences Key Tactics Guiding Principles

1. Engage external stakeholders to inform the public in proactive communications

•Media•Alaskan Public •Alumni• Lawmakers• Thought leaders• Prospective Students•Donors & Prospects

•UA Summit, January 19, 2018• Create a news bureau & Experts Guide•@UAPrez & more social media•UA Day in spring 2018 [system‐wide]• Salons & public forums on topics of interest• Promote UA Land development•New Annual UA Index of state and national interest [to be developed]

• Enhance UA’s reputation and create positive public opinion

• Portray UA as an economic engine for Alaska; its role in the Arctic

•Advocate & develop resources necessary to be successful

2. Support enrollment growth campaign deployed in FY18

• Students & prospective students

•Adult Learners•Degree Completers• Faculty/Staff•Alumni• School Districts• K‐12 Administrators

•Multi‐media Ad Campaign• Scholarships/ promotions• Social media outreach• Emphasize COE & Teacher Ed• Presidential Innovation Challenge to develop enrollment innovations

• Partner with those who have a vested interest in workforce development

• Explore taking SeaWolf Debate Team on national tour with embedded celebrity teammates.

•Drive interest in UA and create momentum

• Promote degrees/degree completion

• Promote reasons to choose UA

•Highlight need for more UA‐educated teachers.

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Strategy Target Audiences Key Tactics Guiding Principles

3. Implement an integrated state and federal legislative advocacy campaign

•Governor/OMB• Congressional delegation• State and local elected officials and/or staff

• Federal & state agencies

•Advocacy fact sheets• Talking points /agreed upon legislative priorities

• Convene advocacy workshop/ Fall 2017•Develop an engagement calendar• Coordinate fly‐ins•Distribute regular stakeholder communications• Launch Sen. Ted Stevens Leg Internship program

•Hold Face‐to‐face leadership meetings• Create & deliver effective public testimony

• Tactics will impact UA in a positive manner

• Promote system‐wide collaboration

•Align elected officials with UA priorities

•Develop resource needed for success

4. Engage and inform internal stakeholders to increase awareness and support

• Students• Faculty/ Staff•Regents•Governance groups• Summit Team • Campus Communicators

•UA Summit, January 19, 2018•Annual online surveys to ensure effective messaging

• Listening sessions 2‐3 times per year on each main campus, annually on other campuses

•Use Social media channels [Facebook Live sessions, more Instagram posts, direct messaging when needed]

•Approach will engage students, staff & faculty

•Outcomes will instill pride• Tactics will be appropriately engaging

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Strategy Target Audiences Key Tactics Guiding Principles5. Collaborate in developing University system wide messages integrating the individual campus branding where appropriate

•UAA‐‐ Amazing Stories Being Written Every Day

•UAF ‐‐ Naturally Inspiring•UAS – Learn. Engage. Change.•UA – Many Traditions, One Alaska

• The University of Alaska changes everything – your life, your future, our state

• Share communication strategies• Coordinate, don’t compete•University Relations Council•Align with PR teams on reputational issues [Title IX, Campus Free Speech]

• Involve Alumni in targeted activities

• Resources will be aligned on messaging

•Approach will be compatible and collaborative

• Tactics must respect the individual university brands

6. Develop data and metrics to measure communicationseffectiveness

•Administration• Regents

• Produce an “Impact Report” with a dashboard twice a year to illustrate message penetration [social media, media coverage, other communications]

•University Relations Council scorecard•Annual public opinion poll

•Measures will portray the effectiveness of messaging in support of goals and convey how the university “tells its story?”

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Discussion

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the university of is · contribute to alaska’s economic development a. increase stem graduates...

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