Budget Workshop - Boarddocsfile... · •Dual credit with K-12 •Developmental Education * Research, teaching, and outreach at campuses other than the “lead” campus that are

Budget Workshop

University of AlaskaBoard of Regents

April 8, 2019

1

Overview

1. Purpose

2. Strengths, Goals, Challenges and Opportunities

3. State Budget

4. Revenue Enhancement / Expense Reduction Options

5. Potential Cases

6. Structural Options

7. Next Steps

8. Appendix

2

Purpose

3

Purpose

• Review our education/advocacy work for a stronger Alaska through UA

• Provide update on budget

• Discuss possibility of a multiyear funding “compact”

• Discuss position and program adjustments needed to accommodate potential cuts while still making strategic investments

• Discuss structural options in light of potential cuts

4

Strengths, Goals, Challenges and Opportunities

5

Alaska has challenges, UA can help!• Geography Largest state in US

• Land grant State still due 5 million acres from federal government

• Population #49 in US; decreasing for 6 consecutive years

• Health care costs #1 in the US, #2 concern of Alaskans

• Economic development #42 in New Economy Index in US

• Jobs #1 in unemployment in US

• Job growth #50 in US

• Culture of education #50 in post-secondary participation in US

• Climate Threatened communities & infrastructure

• Crime #1 concern of Alaskans

• Energy costs #6 in US, #3 concern of Alaskans

• Finance Unsustainable model for financing state and local public services

6

Alaska has opportunities, UA can lead!

• Expand commerce and development in the Arctic

• Demonstrate unique model for indigenous education and development

• Develop our natural resources with commitment to environmentally responsible development

• Expand our important role in national security research and education

• Develop alternative, lower cost energy sources

• Become global model for multisource power microgrids

• Create a blue ocean economy

• Become a world leader in UAV testing and development

7

UA has strengths to address Alaska's challenges and create opportunities• Constitutional status, 100+ year history of educating Alaskans

• 3 accredited universities, with unique but complementary missions

• 13 community campuses providing access to wide variety of career and technical education (CTE) programs and transition to universities

• 7,000 high quality faculty and staff

• Globally, #1 university in Arctic research, with 6:1 return on state investment and increased focus on commercialization of intellectual property

• 26,000+ students

• 4,500+ completions in 2018

• In Alaska, #1 provider of higher education, from occupational endorsements to doctorates

• 100,000+ alumni

• $1.2 billion economic impact

8

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)

OBJECTIVEMaximize 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 ANCHORAGEComprehensive metropolitan university in Alaska’ s

economic hub, with primary focus on workforce development through its several regional community

campuses

UA FAIRBANKSResearch university renowned for leadership in Arctic

and the North, with additional focus on workforce development and community and rural education

UA SOUTHEASTComprehensive regional university focused on

interdisciplinary & marine-oriented programs, teacher education, e-Learning, and workforce development

CAMPUS LEAD FOR THE STATE*

ResearchSocial and economic sciences, health policy

Arctic science and policy, physical, biological, and social sciences, engineering and applied energy

Interdisciplinary / environmental

Teaching

• Health professions• Business and public policy• Economics• Logistics• Project Management

• Physical, natural, and related sciences • Arctic / Northern Studies• Rural development / tribal management• Doctoral education• Mine training• Fisheries and ocean sciences

• Marine– oriented programs (including joint programs with UAF)

• Teacher education (administration)• Interdisciplinary degrees/ degree completion• Emphasis on regional workforce priorities, e.g.,

mine training

Outreach • Aligned with Research and Teaching Focus

COURSES / PROGRAMS AVAILABLE ACROSS THE UNIVERSITY SYSTEM

• Common General Education Requirements• Liberal Arts and Humanities• Social Sciences & Natural Sciences• Nursing• Engineering• Distance Education / E-Learning• Career and Technical Education

• Alaska Native Studies• Teacher Education• Management• Mine training• Wide choice of non-major courses• Dual credit with K-12• Developmental Education

* 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.

Strategic Pathways: A Guiding Framework

9

2017Baseline

2018Observed

2019Target

2020Target

Change2019-2020

2025Goal

1. Contribute to Alaska’ s economic development

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

2. Provide Alaska’ s skilled workforce

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

3. Grow our world class research

Lead the world in Arctic related research 1 1 1 1 1

Increase research expenditures $159.4m $150.7m $157.4m $168.3m +$10.9m (7%) $235m

4. Increase degree attainment

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

5. Operate more cost effectively

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

$107.3 $108.4 $103.0 $93.9 -$9.1 (-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)

Goals & Measures 2017-2025

10

Programs slide/photo

11

UA 2040 is a vision for UA’s long term future

State Budget

12

$378 $375 $351 $325$317

$327

$193

$3

$27$53 $61 $51

$184

FY14 FY15 FY16 FY17 FY18 FY19 FY20 Gov.

Unrestricted General Funds (UGF) Cumulative Impact = $380M

Unrestricted General Funds History(in millions of $)

13

Gov’s Cut $134 (41%)

14

UA’s Budget by MissionFY19 Budget Employees Alaskans Served Costs Recuperated Mission Importance Effectiveness

Education: academic instruction; career & technical training; student services; academic support; scholarships; athletics; and library.

UGF: $260 MDGF: $253 MOther: $60 MFed: $61 MTotal: $634 M

Full-time: 2,976

Part-time: 143

In FY2018 UA:Delivered 515,790 credit hours; Served 17,555 full-time equivalent students; and Conveyed 4,554 degrees, certificates and endorsements

In FY2018, tuition and fees covered ~ 16.4% of total expenditures

Increasing educational attainment, and high-demand skills; meeting Alaska’ s workforce demands, improving economic competitiveness

FY2018: Conveyed 939 degrees in health-related programs; and 100+ programs fully available on-line

Research: scientific and academic research; majority funded by federal and other external sources.

UGF: $37 MDGF: $53 MOther: $18 MFed: $74 MTotal:$182 M

Full-time: 748

Part-time: 32

In FY2018:UA faculty, students & staff produced 34 invention disclosures, a 1st step towardcommercialization of technologies forentrepreneurs and Alaskans

On average, in FY2018, every invested state research dollar generated nearly $6 dollars fromother sources

Driving investment, innovation and discovery; solving real-world problems; supporting policy and decision making

FY2018: Conveyed 1,691 degrees in Science, Technology, Engineering and Mathematics (STEM) related programs

Service: activities, resources and unique capabilities made available to address Alaskan issues and community needs.


Full-time: 269

Part-time: 14

Over 190,000 outreach publications distributed; andProvided technical assistance to 1,259 businesses

Course feesDonationsPartnershipsPublication sales

Interpreting and extending Alaska relevant knowledge in an understandable and usable form

Alaskan participation in UA outreach programs remains high, demonstrating the programs are meeting State needs

Total University FY19 Operating Budget


36.8%; $327.0

21.4%; $193.1

37.3%; $331.1

53.9%; $485.5

16.2%; $143.9 15.6%; $140.2

9.7%; $86.5 9.2%; $82.6

$-

$100.0

$200.0

$300.0

$400.0

$500.0

$600.0

$700.0

$800.0

$900.0

FY19 Management Plan(Positions: 3,993 FT; 189 PT)

FY20 Governor Amended(Positions: 3,993 FT; 189 PT)

UGF DGF Federal Other

Governor’s FY20 Budget ProposalBy Major Fund Type

FY19 Mgmt Plan to FY20 GovAmd

$888.8 million $901.4 million

15

• UGF $134 (41%) cut is real

• DGF $154 (47%) increase is not real

• The Governor’ s budget cut is after years of declining enrollments, and year-over-year increases to tuition

• Our ability to capture $154 million in new tuition and fees is not realistic

• The proposed separate appropriation for CCs plus $20M is problematic because it increases complexity, reduces CCs’ security, and does not reflect fact that CCs do not bear their own administrative costs

Designated General Funds (DGF): student tuition and fees; TVEP funds; revenue from auxiliary activities like bookstore, food services, and housing; recreational facility fees; publication sales; restricted revenues from corporate sources, private donations and local governments; license plate sales; interest income from short-term holdings of those revenues; and facilities and administration fees charged to grants (also known as Indirect Cost Recovery or F&A)

UGF

DGF

Revenue Enhancement /

Expense Reduction Options

16

Revenue Enhancement

Done In Process Future Work

• Accounts receivable collectionmethod: Garnished PFDs (UA)

• Increased rental and daily use fees for the Wells Fargo Sports Center (UAA)

• Adopted dual enrollment policy (UA)

• Increased tuition (UA)• Advocacy (UA)• Public awareness campaign (UA)• Additional investment income

(UA)• Collaborated with Sealaska

Heritage Institute to expand funding for PITAAS (UAS)

• Extend Education Tax Credit program (UA)

• Move out of off-campus leased space and sell facilities (All)

• Hired Chief Innovation Officer

• Systemwide philanthropic funding campaign (UA)• Rebranding the University of Alaska College Savings Plan and the ACT

Portfolio (UA)• Exploring options for increasing research revenue (UAF)• Continuing commercialization efforts (UAF)• Expanding dual enrollment programs (UA)• Consideration of future tuition adjustments (UA)• Advocacy (UA)• UA 2040 (UA)• Utilizing Chancellor’ s home and AK Airlines vouchers for donor/alumni

cultivation and stewardship events (UAA)• Building out opportunities for alumni to participate in new student

recruitment events (UAA, UAS)• Providing resources on creating college-going culture to high school

counselors (UAA)• Growing external financial support for athletic activities (UAF)• Partner with Sealaska Heritage and Institute of American Indian Arts to

expand Northwest Coast Arts curriculum and articulation (UAS)• Engage with regional Native scholarship providers to encourage targeting

of funds to high-demand degree programs (UAS)

• Pursue new philanthropicfunding ideas (UAF)

• Support and implement philanthropy campaign (UA)

• Support potential dual enrollment legislation (UA)

• Enhance communication, collaboration and prioritization in order to focus activities (UAA, UAS)

• Explore collaborations with booster clubs to increase external funding (UAF)

• Explore collaboration with ANCSA corporation education foundations (UA)

17

Expense ReductionDone In Process Future Work

• Simplified employee tuition waiver process (UA)• Single e-mail platform (UA)• Changed Wellness Rebate to one time per year

(UA)• Created online process for employees to update

HR address (UA)• Redesigned health care deduction structure and

created new HSA codes to eliminate errors (UA)• Improved scholarship process and earlier

packaging and notification of aid (UAA)• Increased automation and paperless

administrative processes (UAA)• Train and use of LEAN (UA)• Developed IT automation and “ self-service” tools

(UAS)• Implemented PageUp - UA HR Enterprise System

(UA)• Campus-wide initiatives and efficiency projects

(UAF)

• Increasing student:faculty ratios(UA)

• Increasing share of faculty workload for instruction (UA)

• Automating Journal Voucher (JV) Workflow (UA)

• Improving the scholarship process (UAF)

• New vendor payment method using virtual credit card (UA)

• New travel system (UA)• Exploring administrative

consolidation (UA)

• Selective administrative consolidation (UA)

• Improved student billing (UA)• Improve customer service, increase

processing speed and accuracy, and reduce duplication of effort (UAF)

• Automate HR processes and data entry in Banner (UAF)

• Streamline FMLA system (UAS)• Automate the employee onboarding

between PageUp and Banner (UAS)• Streamline credit transfer (UA)• Examine credit for prior learning

process (UA)• Consider increasing procurement levels

(UA)• Consider minimizing approval levels

(UA)

18

Potential Cases

19

UA’s plan

• Tie UA goals, priorities, and strategies to state needs and opportunities

• Advocate for what UA needs to meet those needs and create those opportunities• Funding

• Policies

• Multiyear commitment

• Prepare the budget for what we get

20

Four Potential Cases$0 Cut

UGF $327M$10M Cut (3%)

UGF $317M$33M Cut (10%)

UGF $294M$65M Cut (20%)

UGF $262M

Title IX Enhancement $1.8M Yes Yes Yes, at lower level Yes, at lower level

Initiatives $10M Yes Yes, at lower level Yes, at lower level No

Compensation $7M Yes Yes Yes Yes

Fixed Costs $12.6M Yes, at lower level Yes, at lower level No No

Total ~$31M Yes Yes Yes Yes

Total plus budget reduction ~$30M ~$40M ~$63M ~$95M

Increase tuition rate Up 5% Up 5% Up 10% Up 10%

Enrollment Down 5% Down 5% Down 10% Down 15%

Research Up Flat Down Down

Philanthropic support Up Flat Down Down

Net revenue Flat Down Down Down

Productivity SFTE/FFTE Increase Increase Increase Increase

Admin Consolidation/Reduction Yes Yes Yes Yes

Campus Closures Possible realignment of community campuses

Possible realignment of community campuses

Realignment of communitycampuses; possible closures

Yes, closing a university and community campuses;

significant accreditation risk

Personnel Reduction $25M (~250 FTE) $30M (~300 FTE) $40M (~400 FTE) $60M (~600 FTE)

Fiscal Exigency No Possible Yes Yes

Facility Maintenance Reduce to $40M (-$5M) Reduce to $35M (-$10M) Reduce to $30M (-$15M) Reduce to $25M (-$20M)

21

FY2

0 B

OR

Req

ue

stRe

ven

ue

Exp

ense

s

Structural Options

22

Structural Options

Structural Options

I: Status Quo II: Lead Campus III: One University

3 separately accredited universities;CCs part of universities

3 separately accredited universities; CCs part of a one university (UAS)

1 accredited universityIncluding CCs

Academics • Focus universities on their core strengths• Protect, invest in core programs; reduce or

discontinue programs outside core

• Focus universities on their core strengths• Protect, invest in core programs; reduce or

discontinue programs outside core• CCs in single organization w/UAS, reflecting

separate appropriation

• Reduce programs and costs• Single colleges of engineering, management,

education, health, etc. serving state face to face and on-line

Role of CCs • Continue reporting to 3 universities• Increase CC access to programs across UA • Stronger partnerships with K-12• Deliver less F2F, receive more on-line

• Share programs across CCs• Increase CC access to programs across UA • Stronger partnerships with K-12• Deliver less F2F, receive more on-line

• Fully integrated • Share programs across CCs• Increase CC access to programs across UA • Stronger partnerships with K-12• Deliver less F2F, receive more on-line

Research • Expand organized research at UAF• Decrease organized research and research as

part of faculty workload at UAA and UAS

• Expand organized research at UAF• Decrease organized research and research as

part of faculty workload at UAA and UAS

• Expand organized research in strategic areas across UA

Administration • Standardize and consolidate selected administrative services

• Standardize and consolidate selected administrative services

• Standardize and consolidate all administrative services

Tuition Rate • Differentiate tuition based on mission• Continue gradual reduction CC tuition

• Differentiate tuition based on mission• Reduce CC tuition

• Differentiate tuition based on mission• Reduce CC tuition

Revenues • Diversify and grow • Diversify and grow • Diversify and grow

Expenditures • Reduce instructional cost/student• Reduce administrative costs

• Reduce instructional cost/student• Reduce administrative costs

• Reduce instructional cost/student• Reduce administrative costs

Accreditation • No change • Change of control for CCs; followed by substantive change for UAA, UAF, UAS

• Change of control for 2 of 3 universities; followed by substantive change at remaining university

• Most challenging 23

Next Steps

24

Next Steps

• Continue our education / advocacy work for a stronger Alaska through UA

• Analyze options for a multiyear funding “compact”

• Develop plan for position and program adjustments needed to accommodate potential cuts while still making strategic investments; present to BOR May 9

• Continue analysis of structural options in light of potential cuts; prepare detail for BOR May 9

25

Appendix

26

UAA UAF UAS UASW

ChancellorProvostVice Chancellor AdministrationVice Chancellor Student AffairsVice Chancellor University Advancement

ChancellorProvostVice Chancellor AdministrationVice Chancellor Student AffairsVice Chancellor Rural, Community &

Native EducationVice Chancellor Research

ChancellorProvostVice Chancellor AdministrationVice Chancellor Enrollment

Management & Student Affairs

General Counsel (BOR)VP Academics, Students & ResearchVP University RelationsChief Development OfficerChief Financial OfficerChief Human Resources OfficerChief Information Technology Officer

Student GovernmentFaculty SenateStaff Association



UA Coalition of Student LeadersUA Faculty AllianceUA Staff AllianceSW Staff Association

College of Arts and ScienceCollege of EngineeringCollege of Health SciencesCollege of Business & Public PolicyCommunity and Technical CollegeResearch Institutes

College of Fisheries & Ocean ScienceCollege of Liberal ArtsCollege of Natural Sci. & MathematicsSchool of EngineeringSchool of ManagementResearch Institutes

School of Arts and Sciences (includes programs offered at Juneau, Ketchikan, and Sitka campuses)Alaska College of Education

N/A

Mat-SuKenai (Homer)KodiakPrince William Sound

Community and Technical CollegeChukchiKuskokwimBristol BayNorthwestInterior Alaska

School of Career EducationKetchikanSitka

N/A

Governance / Administration

27

UA Board of Regents

UA President

ALASKA CONSTITUTION, Article VII Health, Education and WelfareSection 2. State University The University of Alaska is hereby established as the state university and constituted a body corporate. It shall have title to all real and personal property now or hereafter set aside for or conveyed to it. Its property shall be administered and disposed of according to law. Section 3. Board of Regents of University The University of Alaska shall be governed by a board of regents. The regents shall be appointed by the governor, subject to confirmation by a majority of the members of the legislature in joint session. The board shall, in accordance with law, formulate policy and appoint the president of the university. He shall be the executive officer of the board.

Current MissionsUAA UAF UAS UASW

The mission of the University of Alaska Anchorage is to discover and disseminate knowledge through teaching, research, engagement and creative expression.

Located in Anchorage and on community campuses in Southcentral Alaska, UAA is committed to serving the higher education needs of the state, its communities and its diverse peoples.

UAA is an open-access university with academic programs leading to occupational endorsements; undergraduate and graduate certificates; and associate, baccalaureate and graduate degrees in a rich, diverse and inclusive environment.

The University of Alaska Fairbanks is a Land, Sea, and Space Grant university and an international center for research, education, and the arts, emphasizing the circumpolar North and its diverse peoples.

UAF integrates teaching, research, and public service as it educates students for active citizenship and prepares them for lifelong learning and careers.

The mission of the University of Alaska Southeast is student learning enhanced by faculty scholarship, undergraduate research and creative activities, community engagement, and the cultures and environment of Southeast Alaska.

The University of Alaska Statewide System:• serves as the university’ s

single legal, corporate, and financial entity

• provides executive leadership for the university system and support for the governance of the system by the UA Board of Regents

• represents the university to federal, state, local governments and the public

• provides administrative services to the universities in information technology, finance, human resources, land management, audit, university relations, institutional research, and development.

28

Student Profile

29

UAA UAF UAS UA

Headcount (HC) 16,530 8,336 2,561 26,641

Student Credit Hours (SCH) 142,186 66,753 18,338 227,277

Total Degrees, Certificates and Endorsements Awarded (AY18)

2,444 1,442 668 4,554

Age <25 51% 45% 44% 49%

Age - Median 25 26 27 25

Alaska Native 2,089 1,754 542 4,259

Retention Rates % % % %

Associate Degree 56 44 55 54

UA Scholar Associate Degree 69 57 40 65

APS Associate Degree 71 48 67 69

Bachelor Degree 68 78 76 71

UA Scholar Bachelor Degree 86 84 94 85

APS Bachelor Degree 78 85 81 80

Pell Grant Bachelor 61 71 79 65

Graduation Rates % % % %

Three-Year Rates for Two-Year or Less Programs 17 27 24 21

Six-Year Rates for Bachelor Degrees 31 40 32 36

Academic ProgramsUAA UAF UAS UA

• Associate of Arts• Nursing AAS• Process Technology AAS• Human Services AAS

• Nursing Science BS• Accounting BBA• Management BBA• Biology BS• Psychology BA• Justice BA• Natural Science BS• English BA• Biological Sciences BS

• Management MBA• Education MAT• Education Leadership MED• Social Work MSW• Nursing Science MS• Project Management MS

• Clinical-Community Psych PhD

• Associate of Arts• Applied Business AAS• Medical Assistant CT2• Process Technology AAS

• Biology BS• Business Administration BBA• Accounting BBA• Psychology BA• Mechanical Engineering BS• Justice BA• Civil Engineering BS

• Business Administration MBA• Education MED• Counseling MED• Fisheries MS• Petroleum Engineering MS

• Biology PhD• Fisheries PhD• Geophysics PhD• Interdisciplinary PhD

• Associate of Arts• Law Enforcement OEC• Business Administration AAS• Certified Nurses Aide OEC

• Business Administration BBA• Liberal Arts BLA• Social Science BA• Elementary Education BA

• Public Administration MPA• Secondary Education MAT• Education Leadership MED• Reading Specialist MED

# of graduates 4,554 (FY18)

• OEC: 407• Certificate: 295• AAS: 741• AA: 410• Bachelor: 1,876• Licensure: 207• Master: 561• Doctorate: 57

(Table 2.04 UA in Review)

30

Top graduating programs at the Associate/Certificate, Baccalaureate, Masters, and PhD levels (Table 2.09 UA in Review)

Organized ResearchUAA UAF UAS UASW

Organized Research:• Institute of Social and

Economic Research• Institute for Circumpolar

Health Studies• Environment and Natural

Resources Institute

Support:Business Enterprise Institute

Organized Research:• Geophysical Institute• Institute of Arctic Biology• Institute of Marine Sciences• International Arctic Research Center• Institute of Northern Engineering• Mineral Industry Research Laboratory• Kodiak Seafood and Marine Science

Center• University of Alaska Museum of the

North

Support:Office of Intellectual Property and Commercialization

Organized Research:• Alaska Coastal

Rainforest Center

Numerous centralized administrative functions:• Federal Relations• Financial Accounting/Financial

Statements• F&A rate computation and

negotiation• Institutional policies and regulations• Information Technology• Human Resources• Legal Counsel• Institutional Research• Risk ManagementSupport:Office of Innovation and Entrepreneurship

System-wide programs: INBRE “ One Health” 5 years, $19M (NIH); EPSCoR“ Fire and Ice” 5 years, $20M (NSF); ADAC $3.5M (NSF)

FY18 funding in millions

UGF: $3.2DGF: $4.2Fed: $8.1Other: $1.9Total: $17.4

UGF: $19.3DGF: $35.6Fed: $61.6Other: $15.6Total: $132.1

UGF: $0.09DGF: $0.01Fed: $1.10Other:_____ Total: $1.2

Note: Most regular faculty also engage in research and creative activity as part of their standard workload in varying amounts, typically from 10-20%, or roughly $10M/year

31

#1 university in Arctic Research in the world

ServiceUAA UAF UAS

CORE THEME 5: COMMUNITY ENGAGEMENT

UAA engages in mutually beneficial partnerships with the communities we serve.

Examples:• Small Business Development Center• Center for Behavioral Health Research

and Services• Center for Community Engagement and

Learning• Institute of Social and Economic Research

CORE THEME 5: ENGAGE

Engage Alaskans through Outreach for Continuing Education and Community and Economic Development

Examples:• Cooperative Extension Service• Marine Advisory Program• K-12 Outreach• Center for Innovation, Commercialization,

and Entrepreneurship• Science For Alaska Lecture Series

CORE THEME 3: COMMUNITY ENGAGEMENT

Provide programs and services that connect with local, state, national and international entities on programs, events, services, and research that respond to the economic, environmental, social, and cultural needs and resources of Southeast Alaska.

Examples:• Summer in the Rainforest• Evening at Egan Lecture Series

32

Service is reflected in each university’s NWCCU accreditation core themes

33Source: compensation expenditures for the prior twelve months beginning March 2019

Academics$103.7M

Academics$73.2M

Academics$18.7M

Administration$28M

Administration$30.9M

Administration$7M


Athletics$3.2M

Athletics$1.7M

Research$9M

Research$54.3M

Research$0.7M

Service$7.6M

Service$12.9M

Service$0.1M

$0.0

$20.0

$40.0

$60.0

$80.0

$100.0

$120.0

$140.0

$160.0

$180.0

$200.0

UAA UAF UAS SW

Actual Compensation Expenditures by CategoryTotal Employee Population

Academics Administration Athletics Research Service

34Source: compensation expenditures for the prior twelve months beginning March 2019

Academics$69.4M

Academics$34.3M

Academics$42.1M

Academics$31M

Academics$11.8M Academics

$6.9M

Administration$1.2M

Administration$26.8M Administration

$0.4M


Administration$6.9M


Athletics -- $3.2M Athletics -- $1.7M

Research -- $4M

Research -- $5M

Research$20.6M

Research$33.7M

Research$0.5M

Research$0.1M

Service$0.9M

Service$6.8M

Service$4M

Service$8.9M

Service$0.1M

$0.0

$20.0

$40.0

$60.0

$80.0

$100.0

$120.0

UAA faculty UAA Staff UAF Faculty UAF Staff UAS Faculty UAS Staff SW Staff

Actual Compensation Expenditures by Category and Employee Type

Academics Administration Athletics Research Service

Employee Headcount, Base Salary and Benefits

35

Headcount Salary & Benfits Headcount Salary & Benfits Headcount Salary & Benfits Headcount Salary & Benfits Headcount Salary & Benfits

Tenured 298 37,891,129$ 254 32,888,502$ 52 5,578,185$ - -$ 604 76,357,816$

Tenure Track 123 11,487,475$ 85 8,513,487$ 18 1,626,635$ - -$ 226 21,627,597$

Tenure Ineligible 191 15,796,629$ 208 17,902,210$ 42 3,545,419$ - -$ 441 37,244,258$ Adjuncts * 1,022 9,214,761$ 594 6,395,095$ 159 1,331,824$ - -$ 1,775 16,941,680$

Totals 1,634 74,389,994$ 1,141 65,699,294$ 271 12,082,063$ - -$ 3,046 152,171,351$

Executive 19 3,879,781$ 41 7,955,938$ 9 1,588,680$ 31 6,149,961$ 100 19,574,360$

Exempt 452 41,757,485$ 568 58,238,742$ 75 6,751,599$ 95 11,119,008$ 1,190 117,866,834$

Non-exempt 574 37,162,997$ 653 47,407,067$ 116 7,513,018$ 43 3,187,537$ 1,386 95,270,619$ Temporary Staff * 544 4,095,949$ 1,124 7,300,212$ 65 694,419$ 10 317,162$ 1,743 12,407,742$

Totals 1,589 86,896,212$ 2,386 120,901,959$ 265 16,547,716$ 179 20,773,668$ 4,419 245,119,555$

Totals 3,223 161,286,206 3,527 186,601,253 536 28,629,779 179 20,773,668 7,465 397,290,906

RATIOSUAA UAF UAS All UA14:1 10:1 14:1

28:1 15:1 23:11:1 2:1 1.5:1

1.7:1 2.2:1 1.7:1 2:11:1 2:1 2:1 1.25:1

FA

CU

LT

Y

UAA UAF UAS SW TOTAL

All Staff to All FacultyRegular Staff to Regular FacultyRegular Faculty to Adjunct FacultyStudents to Regular Faculty

ST

AF

F

(Headcounts as of Fall 2018)

Students to All Faculty (includes Adjuncts)

* Temporary Employees (Adjuncts & Temporary Staff) are the sum of all of these employees and their earnings & benefits over the prior 12 months

Source: SW HR as of 3/11/2019 (student headcounts from UAA IR)

36

Total Regular Faculty Salary & Benefits Cost

Source: SW HR as of 3/11/2019

Facilities

37

UA UAA UAF UAS UASW

• Number of facilities 424 97 279 37 11

• Total gross square footage 8.2 million 3.6 3.8 .6 .2

• Average age of facilities 33 years 26 37 24 38

• Value (adjusted for inflation) $4 billion $1.5 $2.1 $.3 $.1

• Annual maintenance budget ($40M on-going operating funds + $5M one-time capital funds)

$45 million $15.8 $26.5 $2.8 $.3

• Annual maintenance long-term target (on-going operating funds)

$60 million $19.4 $36.7 $3.5 $.4

• Deferred maintenance/renewal & repurposing backlog

$1.1 billion $.3 $.7 $.09 $.04

• DM/R&R backlog pay-down request (one-time capital funds)

$50 million $16.2 $30.5 $3 $.3

• DM/R&R backlog per sq ft $129/sf $83 $197 $15 $16

• Reduce footprint* (105,270) sf (28,499) (51,186) (15,959) (9,626)*Net change in square footage between fall 2016 and 2018. Excludes the addition of square feet from construction in progress that was started prior to fall 2016.

Unrestricted Funds; $603.3; 73.5%

Match Funds; $6.5; 0.8%

Designated Funds; $4.6; 0.6%

Restricted Funds; $165.2; 20.1%

Auxiliary Funds; $40.7; 5.0%

Salaries & Benefits; $465.8; 56.8%

Travel; $15.8; 1.9%

Contractual Services; $187.3; 22.8%

Commodities; $56.3; 6.9%

Capital Outlay; $34.2; 4.2%

Student Aid; $29.0; 3.5%

Misc. (Debt Service); $31.9; 3.9%

FY18 Operating Budget Revenues and Expenditures

($820 million)

38

Fund Balances (in millions of $)

• Tier I - Most Liquid• Unreserved Fund Balance $35.6• Working Capital Fund $2.4• Strategic Investment Funding Pool $7.4

• Tier II - Medium Liquid• UA Quasi-endowment fund $8.8

• Tier III - Less Liquid• Capital and designated funds $37.2

• Tier IV – Least Liquid• Endowment and Debt Funds $89.7

Note: Fund balances are presented in the order they might be considered to be accessed in times of a financial cut, depending on its size, to finance transition to stable operations. Significant judgement must be exercised, as any funds below Tier I should be considered only in extreme financial stress, and only then recognizing the long-term impact.

39

$2.1

$3.1

$1.8 $3.0

$4.7

$16.9 million

Other

1.8%

Science & Engineering

27.8%

Liberal Arts & Social Sciences

3.6%

Health

3.0%

Student & Public Support

17.8%

Athletics

1.2%Business & Management

12.4%

Student Aid

18.3%

Community & Technical

3.6%

Campus Support

10.7%

Distributions for the Benefit of University of Alaskaby Program of Support - FY18

40

41

$, MM

42

$,MM

$86.16/30/98

$259.36/30/08

$337.56/30/18

43

6/30/97Source: Cambridge Associates, LLC

44

$, MM

Remote lands;

96,813

Timber

17,000

Educational; 12,170

Inholdings

10,018

Subdivisions

8,604

Potential

material

sales 3,995Potential oil & gas

2,087

Investment; 138,276

Includes major, rural& branch campuses, and research sites and facilities throughout state

~150,446 Total Acres

UA Land Holdings

45

UA FY16 IT Spend ~4%

UA IT vs. Higher Ed Benchmarks

46

UA IT vs. Higher Ed Benchmarks

47

48

UA Anchorage

49

UA Fairbanks

50

UA Southeast

51

Documents

Budget Workshop - Boarddocsfile... · •Dual credit with K-12 •Developmental Education * Research, teaching, and outreach at campuses other than the “lead” campus that are