University of Alaska Board of Regents FY20 Budget Presentation - - PowerPoint PPT Presentation
University of Alaska Board of Regents FY20 Budget Presentation November 8, 2018 Overview UA Mission Needs of the State Historical Context Strategic Pathways BOR 2040 Priorities FY20 Operating Budget Request Summary
November 8, 2018
2
3
4
5
6
7
(in millions of $)
8
$378 $375 $351 $325 $317 $327 $3 $27 $53 $61 $51 FY14 FY15 FY16 FY17 FY18 FY19 Unrestricted General Funds (UGF) Cumulative Impact = $195M
9 Unrestricted Funds 73.5% Match Funds 0.8% Designated Funds 0.6% Restricted Funds 20.1% Auxiliary Funds 5.0% Salaries & Benefits 56.8% Travel 1.9% Contractual Services 22.8% Commodities 6.9% Capital Outlay 4.2% Student Aid 3.5%
3.9%
47.2% 47.5% 45.0% 43.0% 42.0% 42.4% 15.6% 16.2% 17.2% 17.8% 17.9% 17.5% 11.5% 10.9% 11.4% 12.0% 13.6% 13.3% 3.8% 3.9% 4.4% 4.6% 4.5% 4.7% 15.7% 15.6% 16.2% 16.6% 15.7% 16.1% 6.3% 6.0% 6.0% 6.1% 6.2% 6.1% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% FY14 FY15 FY16 FY17 FY18 FY19 Projection Other Restricted Federal Receipts Indirect Cost Recovery Auxiliary, Designated, Match, & Other Unrestricted Student Tuition & Fees Unrestricted General Funds
* excludes UA-intra-agency receipts
10
11
Unrestricted General Funds (in millions of $)
$0 $10 $20 $30 $40 $50 $60 $70 $80 $90 $100 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 in millions of $ State Appropriation UA Bonding/Reallocation UA Minimum Request
12
13
OUR MISSION “The University of Alaska inspires learning, and advances and disseminates knowledge through teaching, research, and public service, emphasizing the North and its diverse peoples." (Regents' Policy 01.01.01) OBJECTIVE Maximize value to Alaska through excellent, accessible, and cost effective higher education funded by diverse and growing revenue sources CORE PRINCIPLES Focus, Access, Diversity, Excellence, Consistency, Fiscal Sustainability STRATEGY Prepare, Restructure, Implement, Refine WHO WE ARE UA ANCHORAGE Comprehensive metropolitan university in Alaska’s economic hub, with primary focus on workforce development through its several regional community campuses UA FAIRBANKS Research university renowned for leadership in Arctic and the North, with additional focus on workforce development and community and rural education UA SOUTHEAST Comprehensive regional university focused on interdisciplinary & marine-oriented programs, teacher education, e-Learning, and workforce development CAMPUS LEAD FOR THE STATE* Research Social and economic sciences, health policy Arctic science and policy, physical, biological, and social sciences, engineering and applied energy Interdisciplinary / environmental Teaching
programs with UAF)
mine training Outreach
COURSES / PROGRAMS AVAILABLE ACROSS THE UNIVERSITY SYSTEM
* Research, teaching, and outreach at campuses other than the “lead” campus that are of high quality, cost effective, and core to mission, will continue to be provided.
14
15
16
We will ill gr grow UA in in its its ser servic ice an and d lea leaders rship for r Ala laska by: y:
Tak aking car are of
the bas basics
Gr Growin wing g our
wn
Le Leveragi ging par partnership ips
health care, resource development, gas line, maritime, military)
Bui Build ldin ing g on
competit itiv ive adv dvantages
(e.g., Arctic studies, project management/logistics, Indigenous studies, Homeland Security, OneHealth) Le Leadin ing inno nnovatio ion and and creativ ivit ity
Takin ing the the long
17
2017 Baseline 2018 Observed 2019 Proposed 2020 Target
to Target 2025 Goal
Increase STEM graduates 1,628 1,691 1,776 1,875 +99 (6%) 2,460 Increase # invention disclosures 17 34 23 25 +2 (9%) 34
Increase % of educators hired 30% 33% 37% 43% +6% (16%) 90% Double number of health program completions 874 939 986 1,086 +100 (10%) 1,760
Lead the world in Arctic related research 1 1 1 1 1 Increase research expenditures (1) $159m $150.7m $157.4m $168.3m +$10.9m (7%) $235m
Fiscal Year Student Full Time Equivalent (FTE) 18,492 17,555 18,433 19,825 +1,392 (8%) 28,526 Increase completions 4,594 4,554 4,781 5,442 +661 (14%) 10,400
Decrease total cost of education (indirect and direct) per completer $107.3 $108.4 $103.0 $93.9
$59.0 Increase annual completions per Full Time Equivalent (FTE) 23/100 23/100 24/100 26/100 +1.6 (6%) 35/100 Note: Information is reviewed annually as part of the President’s performance compensation (quantitative performance goals)
(Tentative, subject to BOR approval)
18
19
20
St State Non
Total
Compensatio ion (1) $7.2 $7.2 $4.8 $4.8 $12. $12.0
Operating Co Cost t Inc Increases
$1.8 $1.8
$11.1 $11.1
$1.0 $1.0
$.4 $.4 Su Subtotal Op Operating Co Cost t Inc Increases $14 $14.3 $0.0 $0.0 $14 $14.3
Strategic In Investm tments by y Goa Goal
$.6 $.6
$3.1 $3.1
$1.1 $1.1
$5.2 $5.2 Su Subtotal Str Strategic In Investments $10. $10.0 $0.0 $0.0 $10. $10.0
Budget Adj djustments (2) $0.0 $0.0
$6.9
$6.9 FY20 Operating Budget Change $31.5
$29.4
(in millions of $)
21
22
23
24
25
26
are less at UA than those found across higher education, and gender pay inequities are less than found across Alaska
standard benchmark in compensation analysis
number of employee salaries are below market
recurring market and inflation impact
27
Pay Equ quity (1) Mar arket (2) Infl flation 1% 1%/year (3) Pen ensi sion (4) Benefi fits s (5) Tot
Cost
Faculty 310,000 4,667,000 3,337,300 1,705,000 2,415,300 12,434,600 Staff 1,251,000 3,506,000 4,604,200 3,465,000 3,833,400 16,659,600 Executives 140,000 510,000 467,500 330,000 312,900 1,760,400 TOTAL 1,701,000 8,683,000 8,409,000 5,500,000 6,561,600 30,854,600 FY19 FY19 (1) (Su (Supplemental) TBD
Three-year Plan
FY20 (Operating) 1,701,000 2,894,333 2,775,200 2,000,000 2,605,000 11,975,533 GF GF 1,02 1,020,6 ,600 1,73 1,736,6 ,600 1,66 1,665,1 ,100 1,20 1,200,0 ,000 1,56 1,563,0 ,000 7,18 7,185,3 ,300 NGF 68 680,4 0,400 00 1,15 1,157,7 ,733 1,11 1,110,1 ,100 80 800,0 0,000 00 1,04 1,042,0 ,000 4,79 4,790,2 ,233 FY21 (Operating) 2,894,333 2,802,900 1,900,000 1,973,300 9,570,533 FY22 (Operating) 2,894,334 2,830,900 1,600,000 1,983,300 9,308,534
Notes:
retroactive pay equity adjustments.
28
29
Summer 2018 Fall 2018 Winter 2019 Spring 2019 Summer 2019
Communications
Board of Regents Governance / Unions Faculty salary analysis Staff salary analysis Executive salary analysis Initial cost estimation Final costing Legislature Pay equity implementation Market, inflation, and pension implementation*
* Subject to funding.
FAQs (periodically updated): https://alaska.edu/classification/compensation-review/ Board of Regents, September 2018 presentation: Link: Total Compensation Review Sept. 14, 2018
30
31
32
33
34
35
(1)
(2)
(3)
(4)
(4)
(5)
1) Represents those programs noted in the SB241 report as open for admission and enrollment, leading to a UA degree and/or a recommendation for certification. 2) Major counts are unduplicated, primary majors in all programs delivered by the university’s education units, including those in teach-out status or that do not lead to a UA credential, as provided by the university’s institutional research officer and certified by the university’s IPEDS coordinator, respectively. 3) Awards represent distinct number of UA degrees and credentials awarded in all teacher education programs including those in teach-out; some of the degree awards are in initial teacher preparation programs; some individuals receive more than one award in a given fiscal year, and all awards are counted. 4) Distinct faculty headcount, not full-time equivalent (FTE). Faculty may be paid from more than one unit and from sources outside the unit, and may be double counted if summing
5) Includes expenditures in support of all unit functions, e.g. instruction, research, public service, administration, etc., and from both restricted and unrestricted sources. Does not include support expenditures outside the unit. Education programs do not include UA K12 Outreach expenditures ($3,584,000).
36
(1)
(2)
(3)
1) Represents those programs in health and related professions identified by Classification of Instructional Programs (CIP) codes and include those qualifying graduates to work in health professions such as nursing and allied health, mental health professions such as clinical psychology, and health administration professions, as provided by each university’s registrar via management information systems. Program count represents degree programs open for admission and enrollment at the university level, as certified by each university’s IPEDS coordinator; universities sometimes deliver the same program out of more than one campus. 2) Major counts are unduplicated, primary majors for all programs, including those in teach-out. 3) Awards represent distinct number of UA degrees and credentials awarded in all programs including those in teach-out; some individuals may receive more than one award in a given fiscal year.
37
(1)
(2)
(3)
(4)
(4)
(5)
1) Figures represent the UAA COH and its component unit’s programs, as provided by the university’s institutional research officer. Program count represents the number of degree programs delivered by each COH unit that are open for admission and enrollment as certified by the university’s IPEDS coordinator. Many Health and related profession programs as identified by Classification of Instructional Programs (CIP) codes are delivered by units other than UAA COH. Conversely, not all programs delivered by UAA COH are classified as Health and related profession programs by CIP code, e.g. Justice. 2) Major counts are unduplicated, primary majors for all programs, including those in teach-out. 3) Awards represent distinct number of UA degrees and credentials awarded in all programs including those in teach-out; some individuals may receive more than one award in a given fiscal year. 4) Distinct faculty headcount, not full-time equivalent (FTE). Faculty may be paid from more than one component unit of COH, and from sources outside the unit. Faculty may be double counted if summing over units. 5) Expenditures include those paid directly by the unit for all functions, including instruction, research, etc. by the COH, and do not include support expenditures outside the college.
38
UAF-CTC Allied Health Department
(1)
(2)
(3)
(4)
(4)
(5)
1) Figures represent the UAF CTC Allied Health department programs, as provided by the university’s institutional research officer. Program count represents the number of degree programs delivered by the department that are open for admission and enrollment as certified by the university’s IPEDS coordinator. Other Health and related profession programs, as identified by Classification of Instructional Programs (CIP) codes, are delivered out of departments other than UAF CTC Allied Health and out of campuses other than UAF CTC. All programs open for admission and enrollment delivered by the UAF CTC Allied Health department are currently classified as Health and related profession programs by CIP code. 2) Major counts are unduplicated, primary majors for all programs, including those in teach-out. 3) Awards represent distinct number of UA degrees and credentials awarded in all programs including those in teach-out; some individuals may receive more than one award in a given fiscal year. 4) Faculty number represents headcount, and not full-time equivalent (FTE). A faculty member may be paid from other departments in addition to UAF CTC Allied Health. 5) Expenditure figures include those in support of all unit functions, e.g. instruction, research, public service, administration, etc., and from both restricted and unrestricted sources. Expenditures and faculty headcount represent those paid directly by the department and do not include expenditures in support of the department by other components of UAF CTC or outside the unit.
39
40
41
42
2017 Baseline 2018 Observed 2019 Proposed 2020 Target
to Target 2025 Goal
Increase STEM graduates 1,628 1,691 1,776 1,875 +99 (6%) 2,460 Increase # invention disclosures 17 34 23 25 +2 (9%) 34
Increase % of educators hired 30% 33% 37% 43% +6% (16%) 90% Double number of health program completions 874 939 986 1,086 +100 (10%) 1,760
Lead the world in Arctic related research 1 1 1 1 1 Increase research expenditures (1) $159m $150.7m $157.4m $168.3m +$10.9m (7%) $235m
Fiscal Year Student Full Time Equivalent (FTE) 18,492 17,555 18,433 19,825 +1,392 (8%) 28,526 Increase completions 4,594 4,554 4,781 5,442 +661 (14%) 10,400
Decrease total cost of education (indirect and direct) per completer $107.3 $108.4 $103.0 $93.9
$59.0 Increase annual completions per Full Time Equivalent (FTE) 23/100 23/100 24/100 26/100 +1.6 (6%) 35/100 Note: Information is reviewed annually as part of the President’s performance compensation (quantitative performance goals)
(Tentative, subject to BOR approval)
43
44
(in millions of $)
45
46
November 2018
December 2018
transmitted to Legislative Finance January/February 2019
Legislature Feb. 13th
47
48
Economy Education He Healt lth En Environment
economy
natural resources
an important role
investing in Alaska
and matured in Alaska
systems
from P-20
practices
support for education
profession and in the economy
with UA
population
and conservation
development
hand with western knowledge
49
system)
environment
50
51
Stu Students Res esearch IT IT Programs Facu aculty & St Staff
accessibility to meet their needs (expectations of quality)
(115,000) contributing is -
credit for prior learning
greater freedom to create flexible solutions for students
being met
succeed - lack confidence in their capabilities
feedback - mechanism to gauge that
themes
low
retention of good faculty?
attract necessary talent for future
research capacity
process improvement
building)
world
key fields
collaboration
feel supported
passion
Development (e.g. education)
process improvement
building)
world
key fields
collaboration
feel supported
passion
52
St Structure Part artnerships Faci acili lities Ph Phila ilanthropy Reputation
compensation
maintenance
to decision-makers
procedures to simplify bureaucracy
applied research/industry connection
(university needs to embrace it as an economic driver)
“partnerships”; being the resource
facilities & goals
utilization yet to come
transformation
student housing
needed
to peers
(it is everyone’s job); ambassadors
“worth it?”
education
education
success stories/ programs
community
internal & external
themes?” Mission? Does everyone understand them?
education
spirit - students need to be telling stories, connect to a university after graduation
do not think UA is a good investment
53