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 1
INTRODUCTION SIGNIFICANT ACHIEVEMENTS KPC Distance HC & SCH 5000 4245 4000 Headcount 3000 2444 1812 2000 1232 1040 Student 841 688 645 1000 579 531 402 382 Credit Hours 169 110 0 S07 (9 F07 (8 S08 (29 F08 (42 S09 (45 F09 ( 55 S10 (84 sections) sections) sections) sections) Sections) sections) sections) • 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. Percentage of Minority Students at KPC 20 16.7 14.7 13.9 13.6 13.1 15 12.1 11 10.3 9.4 10 5 0 Fall 2001 Fall 2002 Fall 2003 Fall 2004 Fall 2005 Fall 2006 Fall 2007 Fall 2008 Fall 2009 • Minorities—Low of 110 in ’99; previous high, 216 in ’08. F09, 321— ↑ 192% Alaska Native/Am Indian Students at KPC 250 194 200 129 128 112 111 150 106 106 90 86 71 100 51 50 0 Fall Fall Fall Fall Fall Fall Fall Fall Fall Fall Fall 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 • AK Natives/American Indians at KPC—Low of 51 in 1999; high of 194 in 2009— ↑ 280% 2
FY12 INCREMENT REQUEST SUMMARY KPC PROGRAMATIC PRIORITIES 1. PROCESS TECH FACULTY (2) & PROGRAM COORDINATOR ↑ ↑ 576 SCH Support Workforce Development – High Demand Jobs: Impact 2. STUDENT SUCCESS & ENROLLMENT SERVICES ADVISOR – KBC ↑ 300 SCH Support Consistent and Comprehensive Academic and Vocational Advising: Impact ↑ 3. STUDENT SERVICES REGISTRATION & SCHEDULING COORDINATOR Support Growth in Course and Program Offerings: Impact ↑ ↑ 40 majors 4. DEVELOPMENTAL/REMEDIAL INSTRUCTORS – KRC & KBC ↑ ↑ 600 SCH Support Increasing Enrollments of Under-Prepared: Impact 5. INFORMATION TECHNOLOGY/COMPUTER TECH – KBC ↑ ↑ 619 SCH Support Increasing Distance Delivery Demand: Impact 6. CHEMISTRY TENURE-TRACK FACULTY ↑ ↑ 368 SCH Support Increasing Health Career Demand – Core Courses: Impact 7. ENGLISH TENURE-TRACK FACULTY Support Increasing Health Career Demand – Core Courses: Impact ↑ ↑ 252 SCH 8. ART TENURE-TRACK FACULTY – KBC ↑ ↑ 216 SCH Support Workforce Development - High Demand Jobs - Core Courses: Impact 9. BUDGET/FINANCE FISCAL TECHNICIAN ↑ $1,992.2 AY12 Support Fiscal Stewardship - Increasing Enrollments/Generated Revenue: Impact ↑ 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 Student Services Registration & Scheduling Coordinator 66.0 New 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 Budget/Finance Fiscal Tech 2 66.0 New E-Learning Technology Developer 95.0 Drop KPC Total Request for New Initiatives 795.0 850.0 910.0 465.0 375.0 - 1,062.0 3
PERFORMANCE MEASURES HEADCOUNT & STUDENT CREDIT HOURS (END OF WK 10) I. • Academic HC ↑ 27% and Total Academic SCH > ↑ 38% 1 . FTEs > ↑ 33% . 2 KPC HC & SCH F05 to S10 12836 12270 15000 10580 10137 9883 9567 9708 9277 9230 8972 10000 1847 1983 2080 5000 1638 1586 1666 1532 1580 1668 1699 0 Fall 2005 Spring Fall 2006 Spring Fall 2007 Spring Fall 2008 Spring Fall 2009 Spring 2006 2007 2008 2009 2010 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. o Large increase in distance courses that nationally have a lower retention rate is impacting o 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. Total First-Time Students Fall 1999 Cohort 7.7 11.3 1.6 Graduated Transferred out before Grad 11.3 Intermittent Not Returned Non-Degree Substantial Progress 34.5 27.4 Non-Degree Moderate Progress Non-Degree Minimal Progress Non-Degree No Progress 3.5 2.6 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. KPC High Demand Job Graduates (Actual and Targets) 150 102 93 84 100 80 75 60 54 53 52 51 42 50 26 0 2000-01 2001-02 2002-03 200-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 4 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.
UNIVERSITY GENERATED REVENUE IV. Generated Revenue High Metric Targets FY10 $6,160 7,000.0 FY11 $6,725 $6,365.9 6,000.0 FY12 $7,383 5,000.0 4,000.0 Unrestricted Revenue 3,000.0 Restricted Revenue 2,000.0 Tuition/Fees Total Generated 1,000.0 Revenue 0.0 FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 Projected UnrestrictedRevenue: Indirect, Auxiliary, UAReceipts Ending Restricted Revenue: State, Federal, UA Receipts Graph reflects KPC revenues only (MAPTS revenue subtracted) • 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. 5
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. FY10 Strategic Reallocation Funding Sources Expenditures by NCHEMS SW/Other Research Public Service Donations Base 1% $86.3 $54.5 2% 8% TVEP 1% 1% 13% Infrastructure $2,995.4 UAA 27% Instruction and 8% Student 1% Initiative Related Non-Base 5% $7,853.7 63% 71% 6
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