U N I V E R S I T Y O F A L A S K A A N C H O R A G E K E N A I - - PDF document

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U N I V E R S I T Y O F A L A S K A A N C H O R A G E K E N A I P E N I N S U L A C O L L E G E

F Y 1 1 P B A C P R E S E N T A T I O N

TABLE OF CONTENTS I. INTRODUCTION

• a. Significant Achievements

II. INCREMENT REQUEST SUMMARY

• a. Programmatic Priorities

III. PERFORMANCE MEASURES

• 1. Headcount & Student Credit Hours
• 2. Retention
• 3. High Demand Job Degrees
• 4. Generated Revenue
• 5. Grant-Funded Research
• 6. Strategic Enrollment Management Planning
• 7. Academic Program Outcome Assessment
• 8. Sustainability

IV. CURRENT BASE OPERATING BUDGET

• a. Budget Status 2/28/10
• b. Strategic Reallocations
• c. Soft Funds

V. KPC ACADEMIC PROGRAMS/ORG STRUCTURE VI. Appendix

• a. Attachment IV – Incremental Need Narratives

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INTRODUCTION

SIGNIFICANT ACHIEVEMENTS

• In seven semesters, KPC DE has grown 515% in HC, 633% in SCH and 511% in sections offered.
• DE comprises 33% of KPC SCH this Spring. Last PBAC, projected it would be 20-25%.

Project 40% for Sp11.

• KPC received Title III Grant in Fall 2008 to further develop distance-delivered courses and

student services

• KPC will offer 22 DE sections in Summer 2010 and 100+ in Fall 2010.
• Minorities—Low of 110 in ’99; previous high, 216 in ’08. F09, 321—↑192%
• AK Natives/American Indians at KPC—Low of 51 in 1999; high of 194 in 2009—↑280%

169 110 382 402 645 688 1040 579 531 841 1232 1812 2444 4245

1000 2000 3000 4000 5000

S07 (9 sections) F07 (8 sections) S08 (29 sections) F08 (42 sections) S09 (45 Sections) F09 ( 55 sections) S10 (84 sections)

KPC Distance HC & SCH

Headcount Student Credit Hours 9.4 10.3 11 12.1 13.1 13.9 13.6 14.7 16.7 5 10 15 20 Fall 2001 Fall 2002 Fall 2003 Fall 2004 Fall 2005 Fall 2006 Fall 2007 Fall 2008 Fall 2009

Percentage of Minority Students at KPC

51 71 86 90 106 112 129 106 111 128 194 50 100 150 200 250 Fall 1999 Fall 2000 Fall 2001 Fall 2002 Fall 2003 Fall 2004 Fall 2005 Fall 2006 Fall 2007 Fall 2008 Fall 2009

Alaska Native/Am Indian Students at KPC

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FY12 INCREMENT REQUEST SUMMARY

KPC PROGRAMATIC PRIORITIES

• 1. PROCESS TECH FACULTY (2) & PROGRAM COORDINATOR

Support Workforce Development – High Demand Jobs: Impact

↑ ↑576 SCH

• 2. STUDENT SUCCESS & ENROLLMENT SERVICES ADVISOR – KBC

Support Consistent and Comprehensive Academic and Vocational Advising: Impact ↑

↑300 SCH

• 3. STUDENT SERVICES REGISTRATION & SCHEDULING COORDINATOR

Support Growth in Course and Program Offerings: Impact ↑

↑40 majors

• 4. DEVELOPMENTAL/REMEDIAL INSTRUCTORS – KRC & KBC

Support Increasing Enrollments of Under-Prepared: Impact

↑ ↑600 SCH

• 5. INFORMATION TECHNOLOGY/COMPUTER TECH – KBC

Support Increasing Distance Delivery Demand: Impact

↑ ↑619 SCH

• 6. CHEMISTRY TENURE-TRACK FACULTY

Support Increasing Health Career Demand – Core Courses: Impact

↑ ↑368 SCH

• 7. ENGLISH TENURE-TRACK FACULTY

Support Increasing Health Career Demand – Core Courses: Impact

↑ ↑252 SCH

• 8. ART TENURE-TRACK FACULTY – KBC

Support Workforce Development - High Demand Jobs - Core Courses: Impact

↑ ↑216 SCH

• 9. BUDGET/FINANCE FISCAL TECHNICIAN

Support Fiscal Stewardship - Increasing Enrollments/Generated Revenue: Impact

↑ ↑$1,992.2 AY12

FY09 FY10 FY11 FY11 FY11 FY11 FY12 KPC KPC KPC UAA BOR Legislative KPC Operating Budget Request (Priority Program Growth): Requested Requested Request Requested Requested Funded Request

High Demand Jobs

Health Programs Chemistry Tenure-Track Faculty - KRC 80.0 80.0 English Tenure-Track Faculty - KRC 75.0 75.0 Workforce Development Process Technology Faculty (2) ; Program Coordinator 375.0 375.0 375.0 375.0

• 375.0

Art Tenure-Track Faculty - KBC 80.0 80.0 80.0

• 80.0

Student Success Initiatives

Advising, Placement, Retention Developmental/Remedial Instructors - KRC & KBC 150.0 150.0 150.0

• 150.0

New

Student Services Registration & Scheduling Coordinator 66.0 Student Success & Enrollment Advisor - KBC 75.0 80.0 80.0 90.0

• 90.0

MAU Specific Information Technology/Computer Tech - KBC 70.0 70.0 70.0

• 80.0

New

Budget/Finance Fiscal Tech 2 66.0

Drop

E-Learning Technology Developer 95.0 KPC Total Request for New Initiatives 795.0 850.0 910.0 465.0 375.0

• 1,062.0

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PERFORMANCE MEASURES

I.

HEADCOUNT & STUDENT CREDIT HOURS (END OF WK 10)

• Academic HC ↑27% and Total Academic SCH > ↑ 38%1. FTEs > ↑ 33%.2

II. RETENTION

• 64.2%--national avg-53.7%. Since AY01, retention rate has been 55%-66%.
• Lack of funding for student success; KBC advisor, remedial instructors.
• Large increase in distance courses that nationally have a lower retention rate is impacting

this.

• Projection: gradual improvement as Title III efforts gain traction to increase retention in distance

classes.

• Measures FTFT—not accurate measure for community campuses, small cohorts.

Gary Rice model—After ten years, 89.7% of KPC students have met or are progressing toward their goal. III. HIGH DEMAND JOB DEGREES AWARDED

• 80 awarded in 2009; 75 in 2008, 53 in 2007; 97 projected for this year.
• Limiting factors: instructors, classrooms, labs—more faculty, staff, space=more graduates.
• Projection: Increase of 4-6 per year FY11-FY13.

1 Based on SW Closing reports, Fall 2005 to Spring 2010, except for Spring 2010, which is as of 3/22/2010. 2 Based on total credit hours with audits and CEUs. Taken from KPC closing reports, except for this semester.

1638 1586 1666 1532 1580 1668 1699 1847 1983 2080 9277 8972 9883 9230 9567 9708 10137 10580 12270 12836 5000 10000 15000 Fall 2005 Spring 2006 Fall 2006 Spring 2007 Fall 2007 Spring 2008 Fall 2008 Spring 2009 Fall 2009 Spring 2010

KPC HC & SCH F05 to S10

11.3 34.5 3.5 2.6 27.4 11.3 1.6 7.7

Total First-Time Students Fall 1999 Cohort

Graduated Transferred out before Grad Intermittent Not Returned Non-Degree Substantial Progress Non-Degree Moderate Progress Non-Degree Minimal Progress Non-Degree No Progress

26 60 52 42 51 54 53 75 80 84 93 102 50 100 150

2000-01 2001-02 2002-03 200-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12

KPC High Demand Job Graduates (Actual and Targets)

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5 $6,365.9 0.0 1,000.0 2,000.0 3,000.0 4,000.0 5,000.0 6,000.0 7,000.0 FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10

Generated Revenue

Unrestricted Revenue Restricted Revenue Tuition/Fees Total Generated Revenue UnrestrictedRevenue: Indirect, Auxiliary, UAReceipts Restricted Revenue: State, Federal, UA Receipts Graph reflects KPC revenues only (MAPTS revenue subtracted) High Metric Targets FY10 $6,160 FY11 $6,725 FY12 $7,383

Projected Ending

IV. UNIVERSITY GENERATED REVENUE

• Projections indicate FY10 metric target will be exceeded if grants are fully expended.
• Unrestricted revenues reflect a decrease due to revenue acct code changes to our Kenai Fishing

Academy and decreased demand for OSHA training.

• Due to enrollment increases, tuition/fee revenue has exceeded our high performance metric

target by 26%.

• Potential shortfalls will be in restricted grants/contracts. Funding for grant writers will be

critical to achieve metric goal. V. GRANT FUNDED RESEARCH EXPENDITURES

• FY08 funding level was $26,802, FY09 funding is $84,848, FY10 funding level is $0.

With only one tripartite faculty member, KPC has limited capability to increase grant funded research. VI. STRATEGIC ENROLLMENT MANAGEMENT PLANNING

• FY10 SEM plan presented to UAA, 2/10. Third revision in four years; more than any other

campus. KPC Strategic Plan and Academic Plan being rewritten. Strategic planning retreat in Aug. 2010. VII. ACADEMIC PROGRAM OUTCOME ASSESSMENT

• Plans completed for all programs. Faculty collecting data for all programs, courses.

VIII. SUSTAINABILITY

• In one year, Facilities and Sustainability Club efforts have doubled the volume of materials

recycled.

• Remodeled four bathrooms with low flow faucets, dual flush toilets and efficient hand dryers.
• Sustainability Club co-sponsored five speakers since January 09, aided the campus recycling

efforts and hosted the first annual Earth Day with presentations and vendors on campus.

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Instruction and Student Related $7,853.7 71% Infrastructure $2,995.4 27% Public Service $86.3 1% Research $54.5 1%

Expenditures by NCHEMS

FY10 CURRENT BASE OPERATING BUDGET

• General Fund Supplements UAA: $68.7
• General Fund Supplements TVEP: $135.0 plus $37.1 awarded in April.
• Non-Operating Supplements: $35.6 UAA; $29.0 KPC UA Foundation funds; $10.0 SW; $1.9 UAF

EPSCoR.

• FY09 Carryforward: $151.0 allocated back to the departments generating the revenue for

continued program activity. (Publications, Performing Arts, OSHA Training; Guide Academy; CC Director’s Conference residual, etc.)

• FY10 Projected Carryforward: $290.0; $136.6 to departments; $153.4 contingency for FY11.
• FY10 benefit rate savings of approx. $288.0 provided one-time reallocation opportunities.
• 1% Initiative fund of $68.1 reserved for one-time strategic reallocations.
• Budget authority for student tuition/fees has not kept pace with tuition rate and enrollment increases. UAA

transferred $1.2M in budget authority in March to cover budget shortfall.

Base 8% Non-Base 63% 1% Initiative 5% UAA 8% TVEP 13% Donations 2% SW/Other 1%

FY10 Strategic Reallocation Funding Sources

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FY10 STRATEGIC REALLOCATIONS

Core Theme Addressed KPC Strategic Actions $$ Funding Source

Nursing Program - Supplemental

24.0 $ UAA School of Nursing - 104110

Paramedic Funding - Supplemental

18.3 UAA Academic Affairs

PRT Lab > Staff Support

20.0 Donations - Chevron

Welding - Upgrade Hoods

37.1 SW TVEP

Process Tech > Faculty

135.0 SW TVEP

Chemistry Faculty -Term

63.3 Non-Base

English Faculty - Term

63.3 Non-Base

Distance Education > Course Conversion

45.7 Non-Base

OSH Program - Equipment Upgrades

22.3 Non-Base

Biology Lab > Staff Tech Hrs

14.4 Base

Program Assessment

7.6 UAA Academic Affairs

Psychology Faculty > to Fulltime

14.9 Base

Ed Department Travel - UAA Meetings

1.5 $ UAA Dept of Ed

Adjunct Peer Evaluation Program

2.0 Non-Base

Distance Ed Faculty Training Programs

3.2 1% Initiative

Service Learning Mentoring Program

6.0 $ Base

Faculty Travel - Carnivore Conservation Conference

1.9 $ UAF EPSCoR

Faculty Travel - Canadian Studies Conference

2.3 UAA International Studies

Dena'ina Language Website - Project Equipment

12.5 Non-Base

Marketing/Recruitment > Staffing

6.5 $ Base

Marketing/Recruitment > Advertising

46.5 Non-Base

Math Lab (On-Line/F2F) - Math Learning Specialists

31.6 $ 1% Initiative

Math Lab (On-Line/F2F) - Math Learning Specialists

5.0 UAA Unrestrictet Support - Foundation

On-Line Writing Lab

12.4 Base

AES PRT Student Support

0.5 Donations - BP

Testing Advisor - Summer

5.0 UAA Student Affairs

Testing Administrator - Summer

5.0 Base

Student Success Advisor - KBC

41.7 Non-Base

Student Success Advisor - KBC

5.0 UAA Student Affairs

Civil Rights Day - Campus Events

0.9 $ UAA Diversity Action Council

AKNOS

1.2 UAA Diversity Action Council

AKNOS

3.5 Donations - Campus Support

Dena'ina Language Website >Staff Assistance

8.7 Non-Base

Youth for Understanding Program Yr2 Funding

5.0 Donations - Campus Support

National Student Services Professional Conference

2.0 $ UAA Student Affairs - 104110

Cashiering Station Renovations

55.0 $ Non-Base

Goodrich Building Offices

175.0 Non-Base

K-Beach LED Sign

65.0 Non-Base

Office Upgrades - Faculty/Staff

145.0 Non-Base

Kachemak Bay Campus Addition - Supplement

200.0 Non-Base

Smart Phone Allowance

7.0 Base

IT Developer Position > 50%

37.6 Base

Website Upgrade > Staffing

10.0 Non-Base

Website Upgrade - Training

8.0 Non-Base

IV Classrooms > 2

33.3 1% Initiative

KBC Debt Service - 1/2 FY10 Payment

27.0 $ UAA Administrative Services

Advancement/Development > Staffing

6.5 Base

Accounts Receivable > Staffing

24.0 Non-Base

Idita-Scholarship Fundraising Event

3.0 Base

Writer's Conference Support - SW Academic Affairs

10.0 $ SW Academic Affairs 6.0

Science of Climate Change Community Course

4.6 UAA CCEL - 104110 1.0 Attract and retain highly qualified, innovative and inspiring faculty and staff. KPC Goal Addressed Core Theme #1: Teaching and Learning - Students achieve objectives set by the faculty Curriculum/ programs are relevant, current and accessible 6.0 Offer enhanced, expanded programs that meet the current and future needs of our greater community. Faculty employ effective teaching practices 1.0 Attract and retain highly qualified, innovative and inspiring faculty and staff. Core Theme #5: Public Square Strong institutional involvement with the community

Offer enhanced, expanded programs that meet the current and future needs of our greater community.

Diverse and inclusive campus environment 2.0 Provide a safe, supportive, stimulating learning environment attracting a culturally diverse student body. Supportive and sustainable learning, working, and living environment 1.0 Attract and retain highly qualified, innovative and inspiring faculty and staff. 3.0 Have among the best equipped, aesthetically pleasing and environmentally responsible facilities in the state. 5.0 Possess modern technology that optimally supports both classroom and distance learning. Responsible fiscal stewardship 7.0 Acquire funding for faculty, staff, facilities; utilize reduced tuition, waivers and financial aid to benefit all. Core Theme #3: Student Success - Students achieve objectives that they set for themselves Access and successful transition into UAA 4.0 Have students achieve their academic, vocational, professional and/or self- enrichment goals and contribute to the greater community. Persistence, distinction, and achievement of educational goals Core Theme #4: UAA Community Students engage in effective learning 4.0

Students achieve academic, vocational, professional, self- enrichment goals.

Core Theme #2: Research, Scholarship, and Creative Activity Faculty, students and staff participate in research and creative activity

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Kenai River Campus $228.0 Seward Extension Site $19.0 Kachemak Bay Campus $226.6 Service Learning Program $38.4 JumpStart Waivers $130.1

FY11 Funding Request - $642.1

College Wide

SOFT FUNDS

DONATIONS – UA FOUNDATION FUNDS

• KPC continues to focus on fundraising as the most essential component of our resource development
• program. Currently established 27 separate UA Foundation accounts for general campus support,

program support, named and general scholarships including five endowed scholarships.

• Significant donations have been received from business and industry in support of Process Technology.
• Scholarship funding has increased due to successful faculty/staff campaigns as well as

private/corporate giving in response to development activities and promotions. KENAI PENINSULA BOROUGH APPROPRIATION From FY92 to FY10, KPC has received $6,233,252 from the borough. FY10 Funding: $634.7

FUNDING EIGHT CORE POSITIONS  IT Tech – KBC  Library Tech – KBC  Registration Tech – KBC  Student Advisor – KBC 

• W. Campus Admin – KBC

 Financial Aid Tech – KRC  Career Coordinator - KRC  Evening Coordinator -KRC

Current Borough Administration & Assembly are supportive of the

• College. Loss of support resulting in loss of or decreased funding levels would be financially
• devastating. As scarce resources become available, KPC is slowly institutionalizing these positions.

TITLE III STRENGTHENING INSTITUTIONS

• KPC’s Title III grant, now in year 2, continues to make outstanding progress developing access to high

demand programs and student support services via distance/hybrid delivery.

• To be institutionalized in FY11 – 15% – eLearning Developer; 25% Academic/Student Success Developer.

OTHER RESTRICTED FUNDS

• State ABE/GED; State WIA, Project Grad; AEIN (UAA partnership); Alaska State Council on the Arts;

Usibelli Foundation; Alaska Humanities Forum; BP-Conoco UA Foundation.

• 50,000

100,000 150,000 200,000 250,000 300,000 FY06 FY07 FY08 FY09 FY10 Program Support 23,015 29,535 155,002 141,222 180,950 Scholarships 1,725 4,105 5,942 22,696 57,533 Campus Support 8,005 851 18,784 19,801 18,701

Donations

Program Support Scholarships Campus Support

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ACADEMIC PROGRAMS

4-Year UAA Degrees at KPC Art (BA) History (BA; all but capstone) Elementary Education (BA) Psychology (BA/BS) Liberal Studies (BLS) 2-Year Degrees & Certificates Associate of Arts Accounting (AAS, UAA) Computer Electronics (AAS) Process Technology (AAS) CIOS (AAS and OECs) Corrections (Certificate and OEC) Digital Arts (AAS) General Business Human Services (AAS, UAA) Industrial Process Instrumentation (AAS) Nursing (ADN, UAA) Paramedical Technology (AAS) Welding Technology (Certificate) Mechanical Technology (Certificate) Petroleum Technology (Certificate) Other KPC Programs of Note Kachemak Bay Writers Conference-KBC; Project GRAD Summer Institute-KBC OSHA-certified training-AES—in conjunction with UW; only place in AK available Kenai Fishing Academy-KRC; Kenai River Guide Academy—State requirement for all Kenai River fishing guides (KRC)

Gary Turner, Director Assistant Director, Paula Martin

KPC Administrative Services 7 staff Director’s Office/AAES 2 staff Title III 3.5 staff (2.5 KRC, 1 KBC) Campuses and Sites Student Services - 9 staff Library - 1 FT faculty, 1 staff Physical Plant 4 staff IT - 2 staff

Kachemak Bay Campus Campus Director, Carol Swartz Student Services-3 staff

Physical Plant - 1 staff Library 1 staff IT - 1 staff Learning, Testing Center 2 staff Admin 2 staff Faculty 7 FT faculty, 30 adj Accounting Business Biology Chemistry English History Political Sci Math Nursing (UAA) Psychology Selected GERS 8 adj Process Tech OSH 2 FT faculty, 8 adj Kenai River Campus ANC Extension Site 1.5 staff Resurrection Bay Extension Site 1 PT staff Advancement 2 staff Arts & Sciences 15 FT faculty*, 2 staff, 60 adj Anthropology History Art Math Biology Philosophy Chemistry Physics Education Astronomy English Psychology Business & Industry 12 FT faculty, 1 staff, 25 adj Accounting Instrumentation Business Mechanical CIOS Nursing (UAA) Comp Science Paramedic Corrections Process Tech Electronics Welding Counseling/Advising 2 FT faculty

* KPC hired two FT faculty (Chemistry and English) using tuition

revenue, and a third in Math to begin F10. The Chem and Math faculty teach all DE; one lives in Palmer and other in Colorado.

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APPENDIX ATTACHMENT IV: FY11 INCREMENTAL REQUEST NARRATIVE

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University of Alaska Anchorage Incremental Request Form PBAC Spring 10 Title KPC Process Technology Faculty (2) and Program Coordinator (1)

• 1. Request Description. To support the greatly increasing workforce development demands of

Alaska in order to provide trained workers to fill high demand jobs by hiring one full-time Process Technology faculty member at the Kenai River Campus, one full-time Process Technology faculty at the Anchorage Extension Site, and one Process Technology program coordinator/instructor. Demand has been increasing, both by students interested in the program and by industry needing process operators. In AY09 we had 4.5 times the number of program applicants compared to program graduates -- the bottleneck to graduation is seat space. With expansion of oil exploration (such as Exxon Mobile returning to the state at Pt. Thompson and Shell's recent return) and the potential gas line, the in-state demand for process operators is enormous with demand for KPC process tech graduates likely doubling or tripling within the next 4-7 years. Considering it takes 2-4 years to produce a graduate, an additional two faculty members (one at KRC and one at AES) is required to meet this need. This request was made in the FY09, FY10 and FY11 budget request for an additional faculty and program coordinator but it has not been approved. There are presently wait lists for KPC Process Technology introductory classes. Process Technology HC and SCH production at AES has increased from 39 students and 259 SCH in Fall 2005 to 63 students and 463 SCH in Fall 2009 and the program is supported by one faculty member. At KRC, HC and SCH production has increased from 63 students and 401 SCH in Fall 2005 to 104 students and 873 SCH in Fall 2009, and is supported by two faculty members (one faculty is being paid for with TVEP funds). Three faculty members and a few adjuncts are supporting a program that is producing high demand job graduates and more than 1336 SCH in process technology at KPC each semester. The only other UA campus to offer the Process Technology degree is the UAF Tanana Valley

• Campus. TVC has two full-time process technology faculty members and a full-time program
• coordinator. KPC has two locations to support and does not have a program coordinator.

The large number of retiring workers and increases in oil, gas and mining activities presently being seen (without even considering the large scale projects potentially on the horizon) dictates that KPC increase its capacities in these workforce development programs. Industry's interest in these graduates is such that even if they cannot immediately hire all KPC graduates locally, they utilize them at Lower 48 facilities and bring them back to Alaska as openings occur.

• 2. Strategic Purpose. As outlined above, this position solidly supports UAA 2017 Priority A :

Strengthen and Develop Total Instruction Program and Core Theme Teaching and Learning by building depth, reinforcing quality, and ensuring sustainability in preparing students for high- demand careers. The programs have an excellent growth potential at KPC due to an ever- increasing demand from industry and students.

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• 3. Operational Focus. This request would accelerate the institutional success KPC has

experienced in responding to the demand for process operators for Alaska. One of these faculty positions has been funded by TVEP funding; however, those funds are not permanent. We are therefore at risk of losing ground in high-demand job graduates at a time when expanding demand is critical for the state economic development. In its 2009 accreditation report, NWCCU recommended that UAA tie its enrollment management activities more directly to its planning efforts to better respond to substantial increases in student numbers. Funding this request will clearly integrate the budgeting process to demands arising from significant, sustained growth.

• 4. FY10 GF and NGF Request.

General Funds Requested: Two Process Technology faculty positions and one program coordinator position: $375,000 NGF Revenue Anticipated: $98,000

• 5. Operational Expense. All general funds ($375,000) will be spent on personnel services for

these three positions. KPC will assume/reallocate for any related costs to support these positions such as travel and professional development at a cost of $5,800.

• 6. Department/Program Investment. This addition of two new faculty positions will slightly

increase the workload for the department chair and student support services personnel; however, the new program coordinator position will reduce this. KPC will assume any additional costs internally to provide this support.

• 7. Collaboration. These positions leverage the strengths and resources of KPC’s Kenai River

Campus and Anchorage Extension Site. We will realize an economy of scale since we already

• ffer these programs at both KPC locations.

KPC is responsible for offering Process Technology at two of the only three locations in the UA System, the other being at the Tanana Valley Campus. Shell Oil ranks KPC’s process technology program #1 in the nation of the 41 colleges they track. ExxonMobile recently visited both KRC and AES with a team experienced in global training standards for process operators. They evaluated the KPC program to be the top in the nation. ExxonMobile estimated that they could take ALL the KPC graduates as they return to production in Alaska: new demand for this already high demand job arena. KPC is the expert and leader in the UA system in these disciplines. Industry demand, state needs and student interest dictate that we expand our programs to fill the high demand jobs in Process Technology.

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• 8. UA SWS Performance Measures.

High Demand Job Area Degrees Awarded:

• a. The addition of a process technology faculty member and program coordinator would

increase the number of high demand graduates at KPC by 10-15 per year by AY13 (AY11 will be the year of hire).

• b. Process technology enrollment will be tracked as the preliminary indicator of eventual

increases in high demand graduates.

• c. AY09 SCH in process technology was 2035; these hires would increase SCH by at least

576 by AY12 (28% increase), assuming 24 more full-time students. Student Credit Hours:

• a. The addition of these process technology faculty would increase the SCH in process

technology by AY12 (AY11 will be the year of hire).

• b. Process technology enrollment will be tracked as the preliminary indicator of eventual

increases in high demand graduates.

• c. AY09 SCH in process technology was 2035; these hires would increase SCH by at least

576 by AY12 (28% increase), assuming 24 more full-time students. University Generated Revenue:

• a. The addition of these process technology faculty would increase the SCH in process

technology by AY12 (AY11 will be the year of hire).

• b. Process technology enrollment will be tracked as the preliminary indicator of eventual

increases in high demand graduates.

• c. AY09 SCH in process technology was 2035; these hires would increase SCH by at least

576 by AY12 (28% increase), assuming 24 more full-time students, resulting in additional tuition revenue and fees of approximately $49,000 each semester. First-Time Full-Time Undergraduate Retention:

• a. The addition of process technology faculty members would increase first-time, full-time

retention by providing additional advising for students by AY12 (AY11 is the year of the hire) and by reducing the advising load on current faculty (currently 100-200 for each).

• b. Intro to Process Technology (PRT A101) course retention will be tracked as the

preliminary indicator of eventual increases in first-time, full-time retention.

• c. AY09 PRT A101 course retention (students completing with a C or better) was 87%;

these hires would increase this already excellent metric by 3% by AY11.

• 9. Other Output Measures. The program coordinator position would increase the number of
• internships. Also, the program coordinator would expand upon and enhance our existing

industry partnerships.

• 10. Productivity and Efficiency. Efficiencies will be gained since this program will be

expanded at KPC locations where the infrastructure already exists. The primary KPC AES classroom/lab at the University Center was upgraded last summer to improve utilization so one group of students can be taking a lecture class while another uses the lab, therefore virtually doubling the capacity. The Kenai River Campus will need capital upgrades to support the

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increase in Process Technology, and this was included in their FY09, FY10 and FY11 capital budget requests. As of this writing, the Career and Technical Center is included in the proposed GO bond proposed by the legislature. The faculty to student ratio will decrease slightly thereby providing students with more available instructors who have more time to advise and coordinate their programs. The cost per student will remain the same or increase only slightly due to economies of scale by supporting additional students with no increase in staff for the Process Technology program. KPC's Title III grant has focused on creating distance and hybrid offerings for process technology; these hires will build upon that effort.

• 11. Effectiveness and Quality. The program coordinator position will help to maintain the

high-quality process technology program consistently between its two KPC locations.

• 12. Sustainability. These hires are central to sustain growth in producing process operators for

the State of Alaska.

• 13. Priority Ranking. KPC Priority #1 of 9 as KPC must address the significant industry

demand for workforce development for oil, gas and mining industries.

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University of Alaska Anchorage Incremental Request Form PBAC Spring 10 Title: KPC-KBC Student Success and Enrollment Services Advisor

• 1. Request Description KPC’s Kachemak Bay Campus does not have a permanently-funded

Student Services Advisor dedicated to providing year-round consistent and comprehensive academic, vocational, enrollment advising and career job and exploration services to new and continuing students, special population students and KBC’s distance education students. Duties will include conducting retention and student success activities, and academic and financial aid advising that guide students in determining appropriate entry level, completing admissions, selecting classes and developing academic plans. This role is vital to increasing student success, responding to state needs, strengthening staff innovation and enhancing the campus’s educational quality. It will significantly strengthen recruitment with the area high schools’ graduating seniors. Meeting the current and increasing demand for full-time comprehensive student advising, this position will directly positively impact student credit hour production, retention, and student success as well as meet a verifiable, accountable and vital function at the KPC KBC campus.

• 2. Strategic Purpose. In the UAA 2000 NWCUU Accreditation Report, the following

recommendation was made: provide additional resources to increase the availability of student support services at KBC (Standard 3.A.1). KBC is the central resource for rural populations, including Native Alaskans and those living off the road system in the southern Kenai Peninsula. These populations have particular advising needs to maximize their student

• success. This position has been requested for five years and has yet to be funded.

This position is central to Priority C (Expanded Educational Opportunity and Increase Student Success) and Core Theme 3 and Priority D (Strengthen the UAA Community) and Core Theme 4. Effective advising should show significant positive impact on the rates of retention and completion of student educational goals and improve student engagement with the campus community.

• 3. Operational Focus. This request fills a gap identified in the UAA 2000 NWCUU

Accreditation Report to increase the availability of student support services at KBC. KBC has used a patchwork of soft money funds, including from the Kenai Peninsula Borough, to supply this position on a part-time, temporary basis.

• 4. FY10 GF and NGF Request

General Funds Requested: $90,000 NGF Revenue Anticipated: $50,000 (>enrollments = >tuition/fees)

• 5. Operational Expense All general funds will be spent on personnel services for the one, full-

time position. KBC-KPC will provide related costs to support travel and professional development.

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• 6. Department/Program Investment. Other enrollment services functions will be provided by
• KBC. Borough funding being used currently to temporarily support the current, part-time

advisor will be shifted to provide greater tutorial services.

• 7. Collaboration. KBC has been unable to provide adequate year-round advising services to

350-550 students each semester due to lack of this professional advisor position. Having more consistent, direct and efficient advising for campus students who seek or will seek degrees from other UA campuses will strengthen recruitment and retention capacities and

• expertise. This will aid collaboration with the Kenai Peninsula Borough School District’s

Project Grad program and other rural student success initiatives.

• 8. UA SWS Performance Measures.

High Demand Job Area Degrees Awarded:

• a. The addition of a KBC Student Success Advisor would likely increase the number of

high demand graduates at KBC by 2-3 per year by AY13 (AY11 will be the year of hire).

• b. KBC enrollment will be tracked as the preliminary indicator of eventual increases in high

demand graduates.

• c. AY09 KBC fall enrollment (HC) was 488; this hire would increase KBC fall HC by 20-

30 by AY13 (4.1%-6.2% increase). Student Credit Hours:

• a. The addition of a KBC Student Success Advisor would increase SCH at KBC by 200-300

per year by AY13 (AY11 will be the year of hire).

• b. KBC enrollment will be tracked as the indicator of increases in SCH.
• c. AY09 KBC enrollment (SCH) was 3723; this hire would increase KBC SCH by 200-300

by AY13 (5%-8% increase). University Generated Revenue:

• a. The addition of a KBC Student Success Advisor would increase tuition and fee revenue

at KBC by $50,000 per year by AY13 (AY11 will be the year of hire).

• b. KBC enrollment will be tracked as the preliminary indicator of increases in revenue.
• c. AY09 KBC enrollment (SCH) was 3,723; this hire would increase KBC SCH by 200-300

by AY13, resulting in revenue increases of $50,000. First-Time Full-Time Undergraduate Retention:

• a. The addition of a KBC Student Success Advisor would increase first-time, full-time

retention by providing additional advising for students by AY13 and by providing a sustained, consistent advising resource.

• b. Advising sessions at KBC will be tracked as the preliminary indicator of eventual

increases in first-time, full-time retention.

• c. In AY09, KBC advising sessions totaled approximately 50 per week; the addition a full-

time KBC Student Success Advisor would increase this metric by 50%.

• 9. Other Output Measures. This position will increase the number of traditional and non-

traditional students and enable their success. Also, the hiring of this core position would

SLIDE 17

enable KPC-KBC to start fulfilling its role in KPC’s enrollment plan and meeting KBC’s strategic plan. This position has been a high priority of this for many years. This position will result in greater enrollment and success of rural and Alaskan Native students because of its integration with Project Grad.

• 10. Productivity and Efficiency. The hiring of this position will increase and retain

enrollments, thereby enhancing productivity and efficiency.

• 11. Effectiveness and Quality. Funding this position will help address the specific

recommendation from NWCCU 2000 report, addressing a documented deficiency.

• 12. Sustainability. Institutional sustainability will be improved by increased student success.
• 13. Priority Ranking.

KPC Priority #2 of 9 as addressing documented deficiencies from our accrediting agency and addressing needs for rural and Alaskan Native students is a high priority for KPC.

SLIDE 18

1 University of Alaska Anchorage Incremental Request Form PBAC Spring 10 Title KPC Full-Time Student Services Registration & Scheduling

Coordinator

• 1. Request Description. To support growth in course and program offerings, we

request one full-time Registration and Scheduling Coordinator. This position will be responsible for registering students, building the schedule and creating class sections in Banner, scanning documents into OnBase imaging system, and processing data requests to support the production of statistical reports. As KPC HC and SCH has grown dramatically in the past years (e.g., 38% increase in SCH since Fall 2005), the single staff person currently responsible for these tasks (and all Registrar-type tasks at KPC) is overwhelmed with work. KPC’s sustained growth over the last few years, coupled with its growing numbers of traditional age students, has generated a significant increase in both Admissions and sections being offered. In Fall 2004, KPC admitted 165 students to its degree programs; in Fall 2009, this number had grown to 345, a 109% increase in Admissions workload. Adding to the complexity is the growth in distance offerings (requiring new coding and different scheduling management), from 9 sections in Spring 07 to 84 sections in Spring 10. Additionally, KPC is now part of the OnBase Document Imaging system. Additionally, KPC focuses on data-driven decision- making and the KPC Admissions and Records coordinator also serves as the KPC Banner expert. All these growth changes have dramatically increased the workload

• f the single KPC Admissions and Records coordinator. It is no longer reasonable to

expect a single individual to perform all these functions.

• 2. Strategic Purpose. As outlined above, this position solidly supports UAA 2017

Priority A : Strengthen and Develop Total Instruction Program and Core Theme Teaching and Learning as registration and scheduling is foundational support to this core theme. With new distance coding requirements, there will be an even greater demand on registration and scheduling workload. Adding this position will increase KPC’s ability to sustain our efforts to support student success, general education, workforce development, high-demand careers and high student demand.

• 3. Operational Focus. In its 2009 accreditation report, NWCCU recommended that

UAA tie its enrollment management activities more directly to its planning efforts to better respond to substantial increases in student numbers. Funding this request will clearly integrate the budgeting process to demands arising from significant growth. Additional statistics regarding KPC growth is included in Section 10.

SLIDE 19

2 The KPC Admissions and Records coordinator is an important point of contact for students and is involved in KPC student success. However, the overwhelming workload of scheduling, admissions, academic petition processing, graduation, Banner entry, coordination with department chairs regarding the schedule and academic review boards, and records management with OnBase, has reduced the time available for this individual to work with students. This request will increase staff time for direct student support.

• 4. FY11 GF and NGF Request.

General Funds Requested: One full-time Student Services Technician 2 (12 month, Range 76): $66,000. NGF Revenue Anticipated: $0.

• 5. Operational Expense. All funds will be spent on personnel services. KPC will

assume/reallocate for any related costs to support this one, full-time position such as for professional development.

• 6. Department/Program Investment. KPC will invest in facility office space,
• perational contractual and commodities costs and professional development for

training for this new position.

• 7. Collaboration. Funding this position will allow a more efficient division of labor

between the Admissions and Registration functions within KPC Student Services. The current Admissions and Records coordinator would focus on processing and tracking admission requests, transcripts, petitions, requests for graduation, and assisting students on those topics. The new employee would focus on entering and updating semester section schedules in Banner, working with department chairs regarding the schedule, coordinating with the multiple KPC sites and with the UAA Registrar team, and assisting students with registration issues.

• 8. UA SWS Performance Measures.

High Demand Job Area Degrees Awarded:

• a. The addition of a GF funded registration and scheduling technician and the resultant

increase in efficient processing of student records and increased student support activities should improve the number of high demand graduates at KPC by 2-3 per year by AY13 (AY11 will be the year of hire).

• b. Enrollment in High Demand Job Graduate degree programs will be tracked as a

preliminary indicator.

• c. In Fall 2009, there were 403 students KPC students admitted to degree programs

leading to High Demand Jobs. It is estimated this will grow by 40 majors in AY13.

SLIDE 20

3 First-Time, Full-Time Retention:

• a. The addition of a GF funded registration and scheduling technician and the resultant

increase in efficient processing of student records and increased student support activities should improve the first-time, full-time retention at KPC to 65% year by AY13 (AY11 will be the year of hire).

• b. Enrollment in High Demand Job Graduate degree programs will be tracked as a

preliminary indicator.

• c. In Fall 2009, there were 403 students KPC students admitted to degree programs

leading to High Demand Jobs. It is estimated this will grow by 40 majors in AY13.

• 9. Other Output Measures. This request will be central to maintain or improve

consistency of Banner coding for distance courses. This position will also cut the wait for registration assistance during the busy times (at the opening of registration and at the start of semesters).

• 10. Productivity and Efficiency. KPC has experienced tremendous growth in the last

few years. Since Fall 2005, Academic HC has increased 27% and Total Academic Student Credit Hours have increased by 38%. Admissions to KPC degree programs has more than doubled from 165 in Fall 2004 to 345 for Fall 2009. KPC has received no additional staffing to process this greatly increased workload. The addition of this position will greatly improve the staff-to-student ratio in this critical area.

• 11. Effectiveness and Quality. Average time to process student admission and

graduation requests will be reduced by 33%. This will improve the quality of the student experience of KPC Student Services, in part by reducing wait time for registration assistance.

• 12. Sustainability. This position would enhance institutional sustainability. By

addressing the need to efficiently and correctly process student requests, both for admission and graduation, funding this position will enable KPC to continue to sustain itself and grow. Furthermore, by reducing individual workloads back to reasonable levels, it will allow for sustained superior performance by KPC staff, as

• pposed to burning them out rapidly.
• 13. Priority Ranking. #3 of 9 as the continued growth of KPC requires additional staff

to provide quality student service and support student success.

SLIDE 21

University of Alaska Anchorage Incremental Request Form PBAC Spring 10 Title: KPC Developmental/Remedial Education Instructors (Kenai River Campus and Kachemak Bay Campus)

• 1. Request Description. Both KPC campuses are in need of a developmental/remedial

education instructor (one per campus) to support the increasing number of students needing this type of support. KPC averages more than 260 Adult Basic Education students each semester and an increasing number of these students elect to continue their academic careers at KPC where in the past most have received their GEDs and stopped. These students, through strong advising, are learning they can become college students, but most need remedial instruction to reach the point of being able to do undergraduate-level college work.

• 2. Strategic Purpose. This position would support Priority A (Strengthen and Develop Total

Instructional Program) and Core Theme 1, Priority C (Expand Educational Opportunity and Increase Student Success) and Core Theme 3, and Priority D (Strengthen the UAA Community) and Core Theme 4. UA has increasingly recognized the need for remedial/developmental instruction particularly in math and English disciplines. Having a dedicated remedial studies instructor at both the Kenai River Campus and Kachemak Bay Campus will enable those students who are not yet ready for college level work to take the courses and get the tutoring they need so they are successful. More than 60 percent of UA students require at least one remedial course.

• 3. Operational Focus. In its 2009 accreditation report, NWCCU recommended that UAA tie its

enrollment management activities more directly to its planning efforts to better respond to substantial increases in student numbers. Funding this request will clearly integrate the budgeting process to demands arising from significant growth. KPC has seen an increase in SCH by 33%, and as many students begin their college course work first with developmental courses, providing remedial services to this growing student body is crucial.

• 4. FY11 GF and NGF Request

General funds requested: Two remedial/developmental instructors @ $75,000 each: $150,000 NGF Anticipated revenue from tuition and fees the first year: $100,000 - $153,000

• 5. Operational Expense. All general funds ($150,000) will be spent on personnel services.

KPC will assume/reallocate for any related costs to support these positions such as travel, and professional development. Two positions requested.

• 6. Department/Program Investment. KPC, through the Kenai Peninsula Borough funding,

provides $84,300 for the ABE/GED programs at both campuses, $51,200 in operating costs for KBC’s West Campus that houses their Learning Center and $10,900 for tutors at both campuses.

SLIDE 22

• 7. Collaboration. The KBC has a Learning Center “room” at their West campus; however, due

to a lack of funding they are unable to staff it except by peer tutors. A developmental instructor would enable them to provide the support for remedial and ABE students. The KRC has an active Learning Center that provides limited support to remedial students, ABE, ESL and tutoring services. The campus received a grant from UA two years ago that allowed the hiring of a PT developmental/remedial Math instructor that greatly increased the students using these services and increased their success in Math courses. KRC is now funding this temporary positions using tuition revenue. KRC needs to make this a permanent, FT position.

• 8. UA SWS Performance Measures.

High Demand Job Area Degrees Awarded:

• a. The addition of two remedial/developmental instructors would likely increase the number of

high demand graduates at KPC by 10 per year by AY14 (AY11 will be the year of hire).

• b. ABE enrollment will be tracked as the preliminary indicator of eventual increases in high

demand graduates.

• c. AY09 ABE enrollment was 300 each semester and since then averages more than 260 each
• semester. The hires would increase HC in these disciplines by 50 each semester. We assume

at least 10 of these would eventually graduate with a high demand degree (increasing graduates by 17%, from a base of 90+ KPC graduates this year). Student Credit Hours:

• a. The addition of two remedial/developmental instructors member would likely increase SCH

at KPC by 300-450 per semester by AY13 (AY11 will be the year of hire).

• b. ABE enrollment will be tracked as the preliminary indicator of eventual increases in SCH.
• c. AY09 ABE enrollment was 300 each semester; these hires would increase high demand

degree HC by 50 each semester by AY12 (17% increase), following which SCH increases are expected. University Generated Revenue:

• a. The addition of two remedial/developmental instructors would likely increase total tuition

revenue and fees by at KPC by $50,000 - $76,000 per semester by AY13 (AY11 will be the year of hire).

• b. ABE enrollment will be tracked as the preliminary indicator of eventual increases in revenue.
• c. AY09 ABE enrollment was 300 each semester; these hires would increase HC in high

demand jobs areas by 50 each semester by AY12 (17% increase), with resulting revenue increases. First-Time Full-Time Undergraduate Retention:

• a. The addition of two remedial/developmental instructors member would likely increase

retention by AY13 (AY11 will be the year of hire).

• b. Math A054 and Math A055 (remedial math) student success rates will be tracked as the

preliminary indicator of eventual increases in retention.

• c. In Fall 2007, 33.7% of KRC students in remedial math failed to complete the course with a C
• r better grade. We expect to see remedial math success improve by 10% by AY12.

SLIDE 23

• 9. Other Output Measures. KPC will expand marketing of remedial education opportunities at

Kenai River Campus and Kachemak Bay Campus.

• 10. Productivity and Efficiency. The hiring of these two instructors will increase enrollments

and retention in math and English courses thereby increasing faculty efficiency. Additionally, these students will be retained at higher levels in the 100/200 level courses making KPC more productive.

• 11. Effectiveness and Quality. Quality of student learning will be improved, particularly at

KBC, as students will have greater and more consistent access to remedial educators.

• 12. Sustainability. As an open enrollment institution, remedial services are critical for student

success and student persistence.

• 13. Priority Ranking. KPC Priority #4 of 7 as building a strong foundation for student success

is a large part of continuing KPC success.

SLIDE 24

University of Alaska Anchorage Incremental Request Form PBAC Spring 10 Title KPC Information Technology/Computer Technician

Kachemak Bay Campus

• 1. Request Description. KPC receives funding from the Kenai Peninsula Borough which has

been used to pay for this core position. The Borough has asked repeatedly, over four years, why are we utilizing Borough funds to support a Kachemak Bay Campus position that should be funded by the university. Over the next few years, it is expected KPC's operating budget will need to assume almost $250,000 to pay for the eight core positions that are currently funded with Borough funds. This is one of these positions. Without it, KBC would not be able to support their computer lab, faculty and staff IT resources and telephone service. During President Hamilton’s visit to the Peninsula in April 2007 he stated that boroughs and municipalities that provide such funding to community campuses are being penalized since colleges are using these funds to pay for core staff and programs that the University should be funding. The need for this position has become even more pronounced since this request was submitted three years ago (and not funded) due to KPC’s distance education (DE) efforts. In Fall 07, KPC

• ffered eight distance courses; in Fall 10, 100+ will be offered. From Fall 07 to Spring 10,

KPC’s DE headcount has increased from 110 to 1040, nearly 10 times more in three years! Semester credit hour production during this time period for distance went from 579 to 4245, more than seven times as much in 3 years! In Spring 2010, 50% of KBC's SCH were derived from distance courses -- courses that requires significant technology support. The need for IT support to maintain this extraordinary growth in DE is obvious.

• 2. Strategic Purpose. As outlined above, this position solidly supports UAA 2017 Priority A :

Strengthen and Develop Total Instruction Program and Core Theme Teaching and Learning. It is critical to the continuing growth of KPC’s distance education offerings and support to students, including those pursuing high-demand careers. Sufficient faculty technology support is required to sustain distance education. Continuing to rely upon borough funding to fulfill this critical function may have a negative impact on Priority D (Strengthen the UAA Community) by discouraging future public support.

• 3. Operational Focus. In its 2009 accreditation report, NWCCU recommended that UAA tie

its enrollment management activities more directly to its planning efforts to better respond to substantial increases in student numbers. Funding this request will clearly integrate the budgeting process to demands arising from significant growth.

• 4. FY11 GF and NGF Request

General Funds Requested: One full-time IT/computer technician: $80,000. NGF Revenue Anticipated: $100,000 (>enrollments = >tuition/fees).

• 5. Operational Expense -All funds will be spent on personnel services. KPC will

assume/reallocate for any related costs to support this one, full-time position such as travel or

SLIDE 25

professional development. The Borough funding freed up by this position will be used for student success initiatives and to provide additional technical support.

• 6. Department/Program Investment. KPC and the Kenai Peninsula Borough has funded this

position for the last 10+ years, the borough has stated that such core functions need to be funded by UA. Converting this position to GF would free up the Borough funding, allowing us latitude to expand student success initiatives and provide additional technology support as KBC is feeling the pressure of having only a single staff person yet having over 50% SCH from distance.

• 7. Collaboration. The incumbent KBC IT technician works across the KPC campuses and with

UAA IT to provide up-to-date support for students, faculty and staff. It is crucial, with the current design of information technology systems, to have technology staff at each campus site.

• 8. UA SWS Performance Measures.

High Demand Job Area Degrees Awarded:

• a. The addition of a GF funded technology KBC staff person and the resultant increase in

student services from Borough funding would increase the number of high demand graduates at KPC by 2-3 per year by AY13 (AY11 will be the year of hire).

• b. KBC Distance enrollment will be tracked as the preliminary indicator of eventual increases

in high demand graduates.

• c. AY09 distance from KBC was 563; the staff hire and resultant addition of student success

and technology support would increase SCH by 619 by AY13 (10% increase). Student Credit Hours:

• a. The addition of a GF funded technology KBC staff person and the resultant increase in

student services from Borough funding would increase SCH per year by AY13 (AY11 will be the year of hire).

• b. KBC Distance enrollment will be tracked as the preliminary indicator of eventual increases

in SCH.

• c. AY09 distance from KBC was 563; the staff hire and resultant addition of student success

and technology support would increase SCH by 619 by AY13 (10% increase).

• 9. Other Output Measures. Greater technical support will permit KBC faculty to further

expand or improve their distance offerings. With Borough funds being redirected to students’ success, more tutoring will be available therefore student completion rates will improve.

• 10. Productivity and Efficiency. This funding will allow KPC to make this a permanent FT

position that would not be funded through the Kenai Peninsula Borough (soft money), which will make it more likely KPC can retain the outstanding IT tech they have at KBC.

• 11. Effectiveness and Quality. Being able to expand both student success and temporary

technician support while having a full-time regular network technician will provide flexibility and a high-quality, stable foundation to maintain computer services and technical support.

SLIDE 26

• 12. Sustainability. The position moves KBC to be a more sustainable institution, by having a

crucial support position be supported by GF. It also sustains the current expansion in distance

• fferings, which helps students across the university system to complete their programs.
• 13. Priority Ranking. -KPC Priority #5 of 9 as this is a critical hire to replace Borough funding.

SLIDE 27

University of Alaska Anchorage Incremental Request Form PBAC Spring 10 Title: KPC Full-Time Tenure-Track Chemistry Faculty

• 1. Request Description. To support increasing workforce development demands in Alaska by

providing more trained workers to fill high demand jobs, and, to reinforce and expand KPC’s instructional program, we request one full-time, tenure-track chemistry faculty member at the Kenai River Campus. KPC has increased its annual output of High Demand Job graduates, with 92 expected to graduate in AY09. The goal set by UA Statewide for KPC was 75. In many of these degree programs, one or more chemistry courses are required. KPC recognized the absence of a distance-delivered chemistry course anywhere in the UA system and took steps to fill the void, funding distance course development through funding temporary faculty professional development. Beginning in Spring 2007, KPC has offered CHEM A103 via distance; this course has generated high enrollment demand from across Alaska. In Spring 2008, a similar section of CHEM A104 was added. In AY09 alone, these two courses and their associated labs have generated 584 SCH for KPC, equating to $78,256 in tuition revenue. KPC is offering both CHEM A103 and CHEM A104 via distance this summer and both are already full. The speed at which these sections fill up (within hours of registration opening) is indicative of significant unmet need, which is expected to increase as the demand for GERs to support High Demand Job degree programs across the state increase. KPC began to address this demand by paying for distance course development and instructional design and adjunct chemistry faculty, then by hiring a term chemistry faculty member funded directly by tuition revenue. Converting this position to a full-time, tenure-track chemistry faculty will enable KPC to continue to provide quality, distance chemistry course offerings to address student need, both locally and through-out the state. This conversion will also allow KPC to expand chemistry and other STEM offerings via distance in response to statewide demand and student need for accessible courses. The tenure-track chemist with distance instructional expertise will help identify, develop and supervise new adjunct distance science instructors.

• 2. Strategic Purpose. As outlined above, this position solidly supports UAA 2017 Priority A :

Strengthen and Develop Total Instruction Program and Core Theme Teaching and Learning by building depth, reinforcing quality, and ensuring sustainability in preparing students for high- demand careers. The increasing demand by industry and students for healthcare and workforce development programs clearly illustrates the need for additional, high-quality, distance delivered GER science courses.

• 3. Operational Focus. This request would reinforce and accelerate the institutional success

KPC has enjoyed in responding to the demand for distance-delivered chemistry courses

SLIDE 28

throughout the UA system. The tenure-track position would allow KPC to stabilize its proven track record of success. In FY09, KPC spent $400,100 for course development and delivery (including $219,200 from Title III and other grant funds). Hiring a tenure-track position with expertise in teaching chemistry via distance will allow us to greater utilize faculty services to support distance course development rather than by grant or tuition funding. Also, by moving a faculty line to GF, the freed tuition revenue would be used to further expand distance chemistry and other offerings, with quality oversight from the new tenure-track position.

• 4. FY11 GF and NGF Request.

General Funds Requested: One full-time chemistry faculty: $80,000. NGF Revenue Anticipated: $66,000 (33,000 each semester)

• 5. Operational Expense. All general funds$80,000) will be spent on personnel services for one,

tenure-track position. KPC will assume/reallocate for any related costs to support this position such as travel or professional development.

• 6. Department/Program Investment. This addition of this new position will slightly increase

the workload for the department chair and student support services personnel. KPC will assume additional costs to provide related costs of the position (travel and professional development) of $5,800. Tuition revenue realized from this new tenure-track position will be further invested in additional chemistry and other science distance offerings.

• 7. Collaboration. This request will benefit across all the MAUs as a number of the students

that enroll in KPC distance chemistry courses are enrolled in high demand programs at other UA campuses, and, distance chemistry is not offered elsewhere in the UA system. This position leverages the strengths and resources of KPC’s Kenai River Campus. KPC was awarded a Title III Grant in October 2008 to help develop and improve its ability to distance-delivery courses and student services. This tenure-track position will be able to synergize with these efforts to improve the availability of these critical distance courses. It is expected that this faculty member would assist in providing training to other KPC faculty members in distance delivery.

• 8. UA SWS Performance Measures.

High Demand Job Area Degrees Awarded:

• a. The addition of a chemistry faculty member would increase the number of high demand

graduates at KPC by 4-6 per year by AY13 (AY11 will be the year of hire).

• b. Distance chemistry enrollment will be tracked as the preliminary indicator of eventual

increases in high demand graduates.

• c. AY09 distance SCH in chemistry was 584; the tenure-track hire and resultant addition of

distance chemistry adjuncts would increase SCH by 368 by AY13 (63% increase).

SLIDE 29

Student Credit Hours:

• a. The addition of a chemistry faculty member would increase the SCH in distance

chemistry and other science courses by AY13 (AY11 will be the year of hire and AY12 will be the year to begin to hire new science adjuncts and put on new chemistry sections).

• b. Distance chemistry SCH will be tracked as the preliminary indicator of eventual increases

in distance science SCH.

• c. AY09 distance SCH in chemistry was 584; the tenure-track hire and resultant addition of

distance chemistry adjuncts would increase SCH by 368 SCH by AY13 (63% increase). University Generated Revenue:

• a. The addition of a chemistry faculty member would increase revenue in distance

chemistry and other science courses by AY13 (AY11 will be the year of hire and AY12 will be the year to begin to hire new science adjuncts and put on new chemistry sections).

• b. Chemistry SCH will be tracked as the preliminary indicator of eventual increases in

distance science SCH.

• c. AY09 distance SCH in chemistry was 584; the tenure-track hire and resultant addition of

distance chemistry adjuncts would increase SCH by 368 SCH by AY13 (63% increase), resulting in additional tuition revenue and fees of approximately 33,000 each semester. First-Time Full-Time Undergraduate Retention:

• a. The addition of a chemistry faculty member would increase first-time, full-time retention

by providing additional advising for students by AY13 and by providing a sustained, high-quality distance chemistry offering.

• b. Distance chemistry course retention will be tracked as the preliminary indicator of

eventual increases in first-time, full-time retention.

• c. AY09 distance chemistry course retention (students completing with a C or better) was

74%; the tenure-track hire and resultant addition of distance chemistry adjuncts would increase this already excellent metric by 3% by AY13.

• 9. Other Output Measures. KPC will be able to offer at least three additional chemistry

courses, enabling approximately 75 additional students to fulfill their GER requirements. Additionally, the tenure-track faculty member will serve as a distance science mentor to other faculty, increase science offerings by 5 sections per year by AY13, and, help maintain quality of distance science instruction. KPC expects this position will help to continue to increase course access for rural Alaskan students, which increased from 37 rural students served by distance courses in Spring 2007 to 186 in Spring 2010.

• 10. Productivity and Efficiency. Efficiencies will be gained since this program will be

building on KPC’s proven expertise with distance-delivered chemistry courses coupled with its Title III grant. Maintaining stability in distance faculty reduces the cost per student for distance delivery as it minimizes the course development costs.

• 11. Effectiveness and Quality. Addition of at least three sections of chemistry to KPC course
• fferings will make a significant contribution to improving the availability of science GERs

throughout the UA system. Addition of a tenure-track chemistry faculty with expertise in

SLIDE 30

distance science instructional design will improve instructional quality, as the position will be expected to mentor other distance, STEM instructors.

• 12. Sustainability. This position would enhance both institutional and programmatic
• sustainability. By addressing the need throughout the UA system for distance-delivered

chemistry courses, this position will enable UA degree programs to remain competitive with those from Lower 48 institutions, which are competing for the distance student. By ensuring that UA’s degree programs are sustainable (by offering greater flexibility, sustained quality and access to crucial courses), UAA will be more sustainable as an institution.

• 13. Priority Ranking.

KPC Priority #6 of 9 as it is crucial for KPC to sustain and expand upon existing high-quality distance science offerings for high demand job graduates.

SLIDE 31

University of Alaska Anchorage Incremental Request Form PBAC Spring 10 Title KPC Full-Time Tenure-Track English Faculty

• 1. Request Description. To support increasing health career demands in Alaska by providing

more trained workers to fill high demand jobs, and to reinforce and expand KPC’s instructional program, we request one full-time, tenure-track English faculty member at the Kenai River Campus. KPC has increased its annual output of High Demand Job graduates, with 92 expected to graduate in AY 09. The goal set by UA Statewide for KPC was 75. I n all Health degree programs, English A111 and A212 are required courses. KPC English offerings have increased from 20 sections in Spring 08 to 27 sections in Fall 09. Particularly in demand are the KPC

• nline English courses that have increased from two to 10 in four semesters. Typically all KPC
• nline distance courses have filled. We offered 11 distance English sections in Spring 2010.

KPC began to address this demand by paying for distance course development, instructional design and increasing numbers of adjunct faculty, and then by hiring a term English faculty member funded directly by tuition revenue. Converting this position to a full-time, tenure-track English faculty will enable KPC to continue to provide quality, distance English course offerings to address student need, both locally and through-out the state. This conversion will also allow KPC to expand English offerings (both developmental and undergraduate level English) via distance in response to statewide demand and student need for accessible courses. The tenure- track English faculty member having distance instructional expertise will serve to identify, develop and supervise new adjunct distance English instructors.

• 2. Strategic Purpose. As outlined above, this position solidly supports UAA 2017 Priority A :

Strengthen and Develop Total Instruction Program and Core Theme 1 Teaching and Learning by building depth, reinforcing quality, and ensuring sustainability in preparing students for high- demand careers. The increasing demand by industry and students for healthcare and workforce development programs clearly illustrates the need for additional, high-quality, distance delivered English courses.

• 3. Operational Focus. This request would reinforce and accelerate the institutional success

KPC has enjoyed at answering the demand for distance-delivered English courses throughout the UA system. The tenure-track position would allow KPC to stabilize its proven track record of

• success. In FY09, KPC spent $400,100 for course development and delivery (including

$219,200 from Title III and other grant funds). Hiring a tenure-track position with expertise in teaching English via distance will allow us to greater utilize faculty services to support distance course development rather than by grant or tuition funding. Also, by moving a faculty line to GF, the freed tuition revenue would be used to further expand distance developmental and GER

• fferings, with quality oversight from the new tenure-track position.

SLIDE 32

• 4. FY11 GF and NGF Request.

General Funds Requested: One full-time English faculty: $75,000 NGF Revenue Anticipated: $45,000

• 5. Operational Expense. All general funds ($75,000) will be spent on personnel services for
• ne, tenure-track position. KPC will assume/reallocate for any related costs to support this

position such as travel or professional development.

• 6. Department/Program Investment. This addition of this new position will slightly increase

the workload for the department chair and student support services personnel. KPC will assume additional costs to provide related costs of the position (travel and professional development) of $5,800. Tuition revenue realized from this new tenure-track position will be further invested in additional GER and developmental distance offerings.

• 7. Collaboration. This position leverages the strengths and resources of KPC’s Kenai River
• Campus. KPC was awarded a Title III Grant in October 2008 to help develop and improve its

ability to distance-delivery courses and student services. This new faculty position will be able to synergize with these efforts to improve the availability of these critical courses. It is expected that this faculty member would assist in providing training to other KPC faculty members in distance delivery by conducting peer review under the Quality Matters rubric for quality distance

• instruction. As a number of the students that enroll in distance English courses are enrolled in

high demand programs at other UA campuses thus the hiring of this faculty will benefit students at all three MAUs. KPC is the only campus offering distance development English below the PRPE A108 level.

• 8. UA SWS Performance Measures.

High Demand Job Area Degrees Awarded:

• a. The addition of a tenure-track English faculty member would increase the number of high

demand graduates at KPC by 4-6 per year by AY13 (AY11 will be the year of hire).

• b. Distance English enrollment will be tracked as the preliminary indicator of eventual

increases in high demand graduates.

• c. AY09 distance SCH in distance English (both ENGL and PRPE courses) was 831; the

tenure-track hire and resultant addition of distance adjuncts would increase SCH by 252 by AY13 (30% increase). Student Credit Hours:

• a. The addition of a tenure-track English faculty member would increase the SCH in

distance English and other GER courses by AY13 (AY11 will be the year of hire and AY12 will be the year to begin to hire new adjuncts and put on four new sections).

• b. Distance English SCH will be tracked as the preliminary indicator of eventual increases

in distance English and GER SCH.

• c. AY09 distance SCH in distance English (both ENGL and PRPE courses) was 831; the

tenure-track hire and resultant addition of distance English and other GER adjuncts would increase SCH by 252 by AY13 (30% increase).

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University Generated Revenue:

• a. The addition of a tenure-track English faculty member would increase revenue in

distance English and other GER courses by AY13 (AY11 will be the year of hire and AY12 will be the year to begin to hire new adjuncts and put on four new English and GER sections).

• b. Distance English SCH will be tracked as the preliminary indicator of eventual increases

in distance English and GER SCH.

• c. AY09 distance SCH in distance English (both ENGL and PRPE courses) was 831; the

tenure-track hire and resultant addition of distance English and other GER adjuncts would increase SCH by 252 SCH by AY13 (30% increase), resulting in additional tuition revenue and fees of approximately $45,000 each year. First-Time Full-Time Undergraduate Retention:

• a. The addition of a tenure-track English faculty member would increase first-time, full-

time retention by providing additional advising for students by AY12 and by providing a sustained, high-quality distance English offering.

• b. Distance English course retention will be tracked as the preliminary indicator of eventual

increases in first-time, full-time retention.

• c. AY09 distance English course retention (students completing with a C or better) was

60%; the tenure-track hire and resultant addition of distance adjuncts would increase this metric by 5% by AY12.

• 9. Other Output Measures. KPC will be able to offer at least four additional English courses,

enabling approximately 90 additional students/semester to fulfill their GER requirements or to complete the developmental English courses necessary for their progression. It is anticipated that three of the four English sections taught by this faculty would be distance delivered and that this faculty member would serve as a Quality Matters peer reviewer for other KPC distance

• courses. KPC expects this position to help continue to increase educational access for rural

Alaskan students. In Spring 2007, KPC distance served 37 rural students while in Spring 2010 the number served was 186, an increase of 500%).

• 10. Productivity and Efficiency. Efficiencies will be gained since this program will be

building on KPC’s proven expertise with distance-delivered English courses coupled with its Title III grant. Maintaining stability in distance faculty reduces the cost per student for distance delivery as it minimizes the course development costs.

• 11. Effectiveness and Quality. Addition of at least four sections of English or other GERs to

KPC course offerings will make a significant contribution to improving the availability of GERs throughout the UA system. Addition of a tenure-track English faculty with expertise in distance peer review will improve instructional quality, as the position will be expected to mentor other distance English instructors.

• 12. Sustainability. This position would enhance both institutional and programmatic
• sustainability. By addressing the need throughout the UA system for distance-delivered English

courses, this position will enable UA degree programs to remain competitive with those from

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• ther Lower 48 institutions, which are competing for the distance student. By ensuring that

UA’s degree programs are sustainable, UAA will be more sustainable as an institution.

• 13. Priority Ranking.

KPC Priority #7 of 9 as it is crucial for KPC to sustain and expand upon existing, high- quality English distance offerings for health care career graduates.

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University of Alaska Anchorage Incremental Request Form PBAC Spring 10 Title KPC, Kachemak Bay Campus Faculty: Art

• 1. Request Description. Students seeking associate and baccalaureate degrees are required to

take general education courses in the arts. Rural students seeking 2- and 4-year degrees in the arts and training areas for high demand jobs are also required to take art courses that strengthen critical thinking capabilities. The KPC - Kachemak Bay Campus has sought for many years to acquire this last core faculty position. The position would allow KBC to provide the full range

• f GER courses. KBC built an art studio classroom but has no regular faculty to oversee it or

teach and coordinate art programs within it, or to maintain it through attentive stewardship. Finding adjunct instructors with the required credentials to teach each semester to meet the growing student demand is increasingly challengingly. This basic, core position is vitally needed to meet existing demand and to promote student success through a consistently planned sequence

• f courses and formal academic training. The position will address demonstrated community and

campus needs including local workforce development. In Homer, art is workforce development.

• 2. Strategic Purpose. This faculty position would significantly and effectively support

Priority A (Strengthen and Develop Total Instructional Program), Priority C (Expand Educational Opportunity and Increase Student Success), and Priority E (Expand and Enhance the Public Square). This position will support students at KPC’s Kachemak Bay Campus to better pursue their education goals at that campus, making them more likely to successfully complete their studies. The position will also better integrating the campus into the local community, through promoting service learning and action as a public square. The arts have been documented and highlighted through a UAA economic study indicating their significant role in economic development and Homer was highlighted as having the arts as a major growing component of its economy. Connecting KBC through this hire to the important economic art community of Homer would strength both the campus and the community.

• 3. Operational Focus. This request fills a gap in the GER instructional program at the

Kachemak Bay Campus. It also fills a gap in campus to community connections, as Homer is

• ne of the premiere art communities in Alaska.
• 4. FY10 GF and NGF Request

General Funds Requested: Art instructor:$80,000 NGF Anticipate: $37,000

• 5. Operational Expense. All general funds ($80,000) will be spent on personnel services for
• ne, tenure-track position. KPC will assume/reallocate for any related costs to support this

position such as travel or professional development.

• 6. Department/Program Investment. KBC would provide all funds needed to adequately

equip and support the arts program. This addition of this new position will slightly increase the

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workload for the student support services personnel. KPC will assume additional costs to provide related costs of the position (travel and professional development) of $5,800.

• 7. Collaboration. This core position will enhance the campus’s ability to meet the increasing

needs and demands in this service area for formal and informal arts programming, helping to build partnerships with the local art community. Homer has been nationally recognized as one of the “top art towns in America.” It will promote the development of core programming in this discipline and stabilize KBC’s ability to provide general education core courses.

• 8. UA SWS Performance Measures.

Student Credit Hours:

• a. The addition of a KBC art faculty member would increase the SCH in art by AY12

(AY11 will be the year of hire).

• b. Art SCH at KBC will be tracked as the preliminary indicator of eventual increases in

distance science SCH.

• c. AY09 SCH in Art at KBC was 278; the hire of one regular KBC art faculty would

increase SCH by 216 SCH by AY12 (78% increase). University Generated Revenue:

• a. The addition of a KBC art faculty member would increase revenue by AY12 (AY11

will be the year of hire).

• b. KBC Art SCH will be tracked as the preliminary indicator of eventual increases.
• c. AY09 SCH in Art at KBC was 278; the hire of one regular KBC art faculty would

increase SCH by 216 SCH by AY12, resulting in additional tuition revenue and fees

• f approximately $18,500each semester.
• 9. Other Output Measures. By having a regular art faculty member at KBC, campus--

community partnerships and public square events in art would increase, possibly including a KBC Art Conference much like the KBC Writers Conference. This request would aid rural Alaskan students to finish their GER requirements more quickly because regular GER Art courses would be available.

• 10. Productivity and Efficiency. Since KBC does not currently have such a faculty position, it

will enhance its ability to provide excellence in public service and teaching by providing consistent programs and course offerings in this discipline for the first time, as well as optimally utilize the new art classroom.

• 11. Effectiveness and Quality. The position would maintain or improve art education by

providing oversight of art adjuncts.

• 12. Sustainability. Tapping into the artistic demand of the Homer community will increase the

institutional sustainability of KBC.

• 13. Priority Ranking. -KPC Priority #7 of 9 as it is crucial for KBC to fill the void in its core

GER instructional program.

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1 University of Alaska Anchorage Incremental Request Form PBAC Spring 10 Title KPC Fiscal Technician 2 (Budget/Finance)

• 1. Request Description. This position will be responsible for formulating and

preparing budget revisions from departmental and administrative requests; providing detailed budget information to departments, including agency student and club accounts; assisting and interpreting account status; reviewing and reconciling account code activity; updating statistical data for reporting, trending and forecasting. Due to the dramatic growth of KPC enrollment (such as 33% increase in SCH in three years), the demands on administrative services have grown beyond the current staffing levels.

• 2. Strategic Purpose. KPC continues to diversify its organizational structure into a

more detailed map providing access to financial data for management analysis. The restructure provides for quick assembly of academic unit profile data and programmatic fiscal data for enhanced decision making. This position is directed towards and supports Priority D (Strengthen the UAA Community and Core Theme #4: UAA Community; Objective: Responsible fiscal stewardship; Outcome: Effective generation and use of fiscal resources. This position also supports the UA Strategic Plan 2009, Goal 4: Faculty and Staff Strength; Objective D: Ensure excellent administrative practices that are integrated with the university’s strategic priorities.

• 3. Operational Focus. As KPC’s organizational structure has grown, administrative

support staffing to provide departmental financial assistance has not. The expanding base of budgeted funds is beyond current staffing capacity. This request fills the current gap in timely and effective financial communication to departments; between KPC campuses; to UAA and SW. In its 2009 accreditation report, NWCCU recommended that UAA tie its enrollment management activities more directly to its planning efforts to better respond to substantial increases in student numbers. Funding this request will clearly integrate the budgeting process to demands arising from significant growth.

• 4. FY11 GF and NGF Request:

General Funds Requested: $66,000 NGF Revenue Anticipated: $0

• 5. Operational Expense. All funds will be spent on personnel services. KPC will

assume/reallocate for any related costs to support this one, full-time, 12 month position (Range 76) such as travel or professional development.

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2

• 6. Department/Program Investment. KPC would provide facility office space,
• perational contractual and commodities costs, and professional development for

training.

• 7. Collaboration. Collaboration between KPC and UAA optimizes awareness of

resource needs, directions and outcomes. Collaboration between KPC’s administrative services office and KPC instructional and support departments

• ptimizes financial resources. KPC does not have “cost center” clerks. Department

chairs and program managers rely on the administrative services staffing for budgetary guidance and status.

• 8. UA SWS Performance Measures. This position will not directly impact

performance metrics but will indirectly impact all by providing essential fiscal support as a foundation to sustain and strengthen performance.

• 9. Other Output Measures. N/A
• 10. Productivity and Efficiency. KPC has experienced significant growth in

programmatic generated revenues creating the need for a more diversified

• rganizational structure and an expanded base of budgeted funds. This position will

allow a more efficient division of labor within KPC’s Administrative Services and more effective use of administrative management staffing. Management can redirect time and effort towards financial analysis, costing, strategic allocations/reallocations and position available resources to the best advantage and strategic purpose.

• 11. Effectiveness and Quality. Timely budget revisions and financial reporting to

departments will result in more effective and strategic fiscal management. Data updates will provide for more timely and accurate decision making by administration.

• 12. Sustainability. Investment in this position increases KPC’s institutional

sustainability by creating an effective organizational framework for long term excellence in fiscal management.

• 13. Priority Ranking. KPC priority #9 of 9 as the position supports the administrative

services related to growing enrollments.