4-year uaa degrees at kpc 2-year degrees & certificates ... · -30% of students attending kpc...

UNIVERSITY OF ALASKA ANCHORAGE KENAI PENINSULA COLLEGE

Gary Turner, Director

Asst Dir (new hire begins 05/08)

KPC Admin Services Dir Office/AAEO MAPTS (Anc/Soldotna) KRC

Counselors

7 staff 2 staff 8 staff (1 vacant), 10 adj 2 full-time faculty

KRC Library KRC Marketing ANC Extension Site KRC Student

Services 1 f/t faculty, 1 staff 1.5 staff 2 f/t faculty, 1 staff, 8 adj 8 staff

Process Tech, OSH, Instr

Resurrection Bay KRC Physical

Plant KRC-Business/Industry

Extension Site 4 staff KRC-Learning Center 10 f/t faculty (2 vacant);

1 staff, 25 adj

1 staff, 8 adjuncts 4 staff • Business

• Acct.(1 vacant) Kachemak Bay Campus Nursing (UAA) 5.5 f/t faculty; 13 staff, 40 adj KRC-Arts/Sciences • CIOS (1 vacant)

• English/Literature 12 f/t faculty; 2 staff, 60 adj • Electronics • Business/Accounting • Art • Psychology • Process Tech • Math • Digital Arts • Math • Instrumentation • Science • Photography • Physics • Mechanical Tech • History/Political Science • English • Anthropology • Welding • Psychology • Literature • Education • Paramedic • Biology • History • Chemistry KRC IT, 2 staff

4-Year UAA Degrees at KPC

-BA, Art -BA, Liberal Studies -BA, Elementary Education -BA/BS, Psychology

2-Year Degrees & Certificates -Associate of Arts -AAS, Accounting (UAA) -AAS, Computer Electronics -AAS, Process Technology -AAS, CIOS -Certificate, CIOS -AAS, Digital Arts -AAS, General Business -AAS, Human Services (UAA) -AAS, Industrial Process Instrumentation -ADN, UAA Associates Degree in Nursing -AAS, Small Business Administration -AAS, Paramedical Technology -Certificate, Welding Technology -Certificate, Mechanical Technology -Certificate, Petroleum Technology -Certificate, Small Business Management

KPC Partnerships (partial list) Central Peninsula Hospital Kenai National Wildlife Refuge Southern Peninsula Hospital Central Emergency Services Kenai Peninsula School District Central Peninsula Counseling Services Nikiski Fire Department Kenai Peninsula Food Bank Heritage Place Kenai River Sportfishing Association AK Regional Hospital Kenaitze Indian Tribe APICC Providence Hospital AK Dept of Fish & Game AK Native Hospital AK State Parks Various Lower 48 Emergency/Hospital Services

Metrics Status—Contextual Factors 1-HC & SCH (end of Wk 12)

-Spring 2008—HC ↑8.7% (1,867); SCH ↑4% (9,760) -264 ABE non-credit students -SCH Distribution: AES ↓5.2%; KBC ↓2.5%; KRC ↑6.4%; RBES ↓9.8% compared to Spring 2007 -AY 2008—HC ↑2.8% (3710); SCH (19,541) no change -Projections: HC—1-2%↑ FY09-FY11; SCH—1-2%↑ FY09-FY11 -Tuition, lack of student aid taking away core student body (nontraditional, PT students); 7%↓ since 2002 -Distance courses will help maintain HC, SCH and revenue -30% of students attending KPC are enrolled in other UA programs-Don’t receive HC/SCH for many

2-Retention -53.1%--goal is 60%: Since AY00, retention rate has been 51.5%-66.7% -Lack of funding for student success; KBC advisor (accreditation report deficiency), tutors -Projection: same historical fluctuations unless additional funding received

-Measures FTFT Baccalaureate and Associates—not accurate measure for community campuses -Only 50 student cohort—cohort numbers too small to accurately reflect significance & trends 3-High Demand Job Degrees Awarded -60 awarded in May 07; target was 67. -77 projected this year of 112 graduates. -Projection: Increase of 4-6 per year FY09-FY11 -Limiting factors: instructors, classrooms, labs—more faculty and space=more students & graduates -Loss of KBC FY08 Perkins grant-use for voc ed adjunct instructors in Homer 4-University Generated Revenue -As of 2/29/08, KPC is currently at 79.1% of target. Will most probably fall short of the target metric for FY08. Tuition, fees and auxiliary receipts will exceed projections, restricted grants & contracts fall short. Loss of $72,000 Perkins grant in FY08 was significant as is the lack of grant-writing capabilities/staffing. -Marketing and PR have been merged with Development to establish a KPC Advancement Office. Resource Development Team has been formed and meets monthly. Strategic performance funding has been directed towards the hire of a part-time staff member to support development publications/giving web-site presence. KPC has also reallocated one-time performance funding to conduct, via a contract with the Clements Group, a feasibility study to determine if KPC is poised to enter into a major gift campaign. Preliminary assessment starts April ’08. KPC’s second internal “family campaign” is underway. Anticipate donations will exceed last year’s initial campaign. -Revenue generated by fund-raising is not reflected in the “University Generated Revenue” totals. Revenue goes directly to UA Foundation and therefore, not reflected in a restricted fund until spent. It’s a significant source of revenue and should be considered in the future as a measurable metric. -Projections: Anticipate fundraising revenues to increase significantly over next 2 to 3 years. Potential shortfall will be in restricted grants/contracts. Funding for grant writers will be critical to achieve metric goal. 5-Grant Funded Research Expenditures

-Currently have a grant funded research award with the Kenaitze Indian Tribe. Dr. Alan Boraas is researching and directing the development of Dena’ina language curriculum materials, specifically the Dena’ina verb paradigm, to meet the objectives of the Kenaitze Indian Tribes “Native American’s Language Preservation” grant.

-OSP continues to provide funding opportunities for KPC bi-partite faculty, undergraduate research and conference presentations. -Projection: With only one tripartite faculty member, KPC has limited capability to increase grant funded research. Flat or decreased awards are projected for the future. 6-Strategic Enrollment Management Planning -FY08-FY10 SEM plan presented to Chancellor last year -KPC Strategic Plan and Academic Plan presented to Chancellor last year 7-Academic Program Outcome Assessment

-Plans completed for 13 of 14 programs. Faculty collecting data for all programs

Headcount (HC) and Semester Credit Hours (SCH) average last 10 semesters

KRC-1,324 HC 7480 SCH KBC-509 HC 1861 SCH AES-130 HC 760 SCH RBES- 48 HC 160 SCH

TOTAL 2,011HC 10,261 SCH

KPC Distance Education

-KPC will offer 12 Distance Education sections in Summer 2008 and 40 in Fall 2008. -DE courses offset predictions of 3%↓ in SCH last year and this year; without DE, KPC SCH would have ↓9.8%. -Potential revenue loss of $110,000 -DE HC ↑126%; SCH ↑125% in three semesters -DE courses comprise 14% of KPC SCH this Spring -KPC Excellence in Distance Education Faculty Workshop (16 participants)—May 19-23 -Projection: KPC DE will constitute 35-40% of SCH by 2010.

Yearly SCH Since 2001 18,045 (2001) 19,427 (2002) 18,893 (2003) 19,075 (2004) 18,631 (2005) 18,978 (2006) 19,723 (2007)

19,541(end of Week 12)—8.3%↑

Student Statistics (2001-Fall 2007) -18-24 age group ↑ 41% over last 6 years

-Increase from 472 to 664 students -45.4% of student body <25 yrs old, comprised 26% of student body in 1997 -58% female, 42% male

169 110

382

579 531

1304

Spr 07 (9 sections) Fall 07 (8 sections) Spr 08 (29 sections)

KPC DE Headcount & SCHHeadcount

-Minorities—Low of 110 in ’99; high of 212 in ’05. Currently at 188, 12.2 % of student body. —↑71% -AK Natives/American Indians—Low of 51 in 1999; high of 112 in 2007—↑120%

Student Statistics-AY08 -FT students (19.5%)—302- ↑37.3% last 5 yrs -PT students (80.5%)—1246- ↓3.1% last 5 yrs -30% of students enrolled in non-KPC programs -112 Graduates in 2008

Age Distribution-AY96 to AY07 18 yrs ↑57% 19 yrs ↑53% 20-24 yrs ↑79% 25-29 yrs ↑20% 30-39 yrs ↓35% 40-49 yrs ↓41%

50-59 yrs ↑70% -Median age decreased from 35.5 to 28 years old

-Reasons for ↑–Increased HS recruiting, FT students more eligible for financial aid -Reasons for ↓-Affordability—tuition ↑ 71% since ’96, fin aid

Percentage of KPB Population Enrolled at KPC

-5.48% - >18 (Central Peninsula census tracts) enrolled at KRC -4.33% - >18 (Homer census tracts) enrolled at KBC -5.16% of KPB population living within 50 miles of KPC campuses taking credit classes -National average—1.98%

*Kenai Peninsula Borough Funding Request 2008/2009 2007/8-$535,983

2008/9-$552,400 (5.5% of KPC operating budget) Core college positions paid for with borough funds

KBC IT technician KRC Financial Aid clerk KBC Library clerk KRC Career Center coordinator KBC Registration clerk KRC Evening coordinator KBC Tutors KRC Tutors KBC West Campus clerk

“KPC is penalized for receiving borough funding; they should be rewarded with increased UA funding. These funds should be additive, not result in less UA funding,” stated President Mark Hamilton at April 2007 BOR mtg.

-$250,100—Core college staff positions typically funded through university general funds; paid by KPB -$51,200—Operating costs for KBC West campus; typically paid with university GF; paid by KPB -$215,500—Tuition waiver program (JumpStart), courses in Seward, ABE/GED in remote Peninsula locations. -$35,600—Service Learning/Community engagement support; PT asst coordinator and faculty mini-grants *Funds in danger politically, economically—being directed to not use funds for core university services/positions.

Community Engagement & Service Learning -In Fall 2007, seven KPC faculty members invested 347 hours implementing projects in 8 different classes involving 34 community partners. -KPC personnel & students invest 13,000+ hours of their time into Peninsula communities every year.

Other KPC Programs of Note • Kachemak Bay Writers Conference-KBC

• OSHA-certified training-AES—in conjunction with UW; only place in AK available • Kenai Fishing Academy-KRC

• Project GRAD Summer Institute-KBC • Elderhostel-KBC

• Kenai River Guide Academy—State requirement for all Kenai River fishing guides (KRC)

FY08 Current Base Operating Budget

Major Budget Unit: Kenai Peninsula College

Year to Projected TotalExpenditures: Adjusted Date Exp to YTD and Budget

Budget Activity Year End Projections Variance

1000 Salaries/Ben 7,498,374 4,849,833 2,848,447 7,698,280 (199,906) 2000 Travel 291,900 217,862 72,125 289,987 1,913 3000 Contr Svcs 1,096,775 1,003,690 154,297 1,157,987 (61,212) 4000 Commdty 973,808 487,798 256,986 744,784 229,024 4500 Resale 250 (250) - - 5000 Equipment 478,700 321,488 88,557 410,045 68,655 6000 Fin Aid 200,000 100,760 46,401 147,161 52,839 7000 Overhead - - 8000 Misc 277,464 39,759 1,583 41,342 236,122

Total Expenditures 10,817,021 7,021,440 3,468,146 10,489,586 327,435

Year to Projected TotalRevenues: Adjusted Date Exp to YTD and Budget

Budget Activity Year End Projections Variance9100 Tuition 2,174,300 2,451,470 2,451,470 (277,170) 9150 Lab Fees 353,300 279,427 27,253 306,680 46,620 9210 Gen Fund 7,021,097 6,984,823 36,274 7,021,097 - 9700 Aux Receipts - - 9801 Interest Income - - 9802 Overhead 64,000 21,194 15,906 37,100 26,900 9900 Intra Agency Rcpt 70,200 - 70,200 9960 CIP Receipts - -

Other 93/94/95/98 1,134,124 683,058 140,181 823,239 310,885 Total Revenues 10,817,021 10,419,972 219,614 10,639,586 177,435

Net Surplus/(Deficit) 150,000

KENAI PENINSULA COLLEGE Current Base Operating Budget Status 2/29/08

Kenai Peninsula College has directed all available funding resources towards accomplishing our strategic goals. Resources, reflected in the base budget summary, include FY08 PBB distributions of $46,400 in permanent and $8,600 in one-time funding. Although we anticipated that the FY07 PBB distribution of $39,000 would become part of our base budget, “replenishment” was required with the net result of only $3,000 going to base in FY08. Additional resources received in FY08 include SB137 funding totaling $111,500 for programmatic equipment upgrades and $40,000 in SW funding to pay for the Community Campus Directors’ semi-annual meetings held in Valdez and Juneau this academic year. The KPC director of administrative services monitors these funds and JVs money across the system in support of these statewide meetings. The KPC director coordinates the agenda, briefers and logistics and serves as facilitator as an additional duty. Other one-time funding sources, as identified below, include partnership funding from UAA and internal reallocations and redirections, as available, in our general operating budget. The only significant variance in the FY08 budget that has caused concern is the increased costs in disability support services to our students. KPC’s cost has been relatively low in past years but has skyrocketed to $30,000+ in this fiscal year. (one-time salary savings redirected to meet costs for FY08) The following recaps some of the more significant resource distributions and reallocations for the FY08 academic year, outlined by KPC’s 2007-2010 strategic goals and strategies with related performance metrics.

1) Attract and retain highly qualified, innovative and inspiring faculty and staff. a. Strategy:

i. Permanently directed funding to Faculty and Staff Professional Development. (FY06/FY07 PBB funding)

ii. Continued funding to provide faculty travel to attend UAB & Faculty Senate meetings, CAFÉ training, Peer & Tenure review meetings. (internal reallocation)

iii. Contracted for distance delivery course conversion assistance and distance course development for faculty. (one-time internal reallocation)

iv. Provided overloads to faculty for distance ed course conversion. (one-time internal reallocations)

v. Providing the May 19-23 KPC “Excellence in Distance Education” workshop for 16 KPC faculty and adjuncts for curriculum design and enhancement of distance delivered courses. (one-time internal reallocation)

vi. Education Faculty - travel costs for College of Ed meetings. (UAA internal one-time reallocation)

b. Performance Metric: Student Credit Hours; High Demand Jobs, Retention

2) Provide a safe, supportive and stimulating learning environment that attracts a culturally diverse student body:

a. Strategy: i. Increased staffing for Disability Support Services – increased demand for interpreters.

(one-time internal reallocation) ii. Implemented a campus-wide Emergency Response System to protect faculty, staff and

students (KPC Tech Fees) iii. KPC staff travel costs for UAA Diversity Action Council attendance. (UAA Diversity

Action Council reallocation) b. Performance Metric: Retention, Student Credit Hours

3) Have among the best equipped, aesthetically pleasing and environmentally responsible facilities in

the state: a. Strategy:

i. Upgraded Welding Lab Ventilation. (SB137 funding) ii. Upgraded Paramedic Equipment. (SB137 funding)

iii. Contracted with the McDowell Group to assess KPC Housing demand. (FY08 PBB funding)—results due mid-May.

iv. KPC Skywalk construction – additional elements to enhance student commons. (one-time internal reallocation)

v. Paramedic and Archeology Labs – rebuilding and relocating. (one-time internal reallocation)

b. Performance Metric: High Demand Jobs, Retention, Student Credit Hours

4) Have students achieve their academic, vocational, professional and/or self-enrichment goals and contribute to the greater community:

a. Strategy i. Implementing OWL (On-Line Writing Lab) (UAA Academic Affairs funding plus KPC

one-time internal reallocation) ii. Expanded KRC testing center to meet demand of web-based distance ed and certification

testing, and created videoconference room for UAA CTC Radiology Technician program (two students). (one-time internal reallocation; no CTC funds provided)

iii. Developing “On-Line New Student Orientation” (UA Foundation – UAA distribution of foundation funds to “Impact Student Success”)

b. Performance Metric: Student Credit Hours; High Demand Jobs; Retention

5) Possess modern technology that optimally supports both classroom and distance learning: a. Strategy

i. Provided additional funding for classroom technology standardization to upgrade all classrooms. (PBB funding carry forward)

ii. Completed KPC Network Integration with UAA (UAA funding/KPC Tech/Network Fee funding)

b. Performance Metric: Student Credit Hours; High Demand Jobs, Retention

6) Offer enhanced and expanded programs that meet both the current and future needs of our greater community:

a. Strategy i. Partnering with UAA on Radiology Tech Program at KPC (KPC one-time internal

reallocation) ii. Startup costs for implementation of Pre-Corrections Officer Training at the request of

Alaska Representative Paul Seaton and Department of Corrections. (one-time internal reallocation, additional G.F. support anticipated in FY09)

iii. Funding obtained for KPC Faculty research projects & related travel costs. (UAA Sponsored Programs office)

b. Performance Metric: High Demand Jobs, Student Credit Hours; University Generated Revenue, Retention

7) Acquire and sustain ample funding for faculty, staff and facilities, and utilize reduced tuition, tuition waivers and financial aid so our programs are available to all who want to learn:

a. Strategy i. Resource Development: Issued contract to Clements Group for community assessment

for possible major fundraising campaign. (carry forward-PBB) ii. Resource Development: Hired a P/T Communications Specialist 1 to create “Ways of

Giving” website and brochure design for fundraising efforts and enhanced marketing materials. (internal reallocation)

iii. Implemented 2nd year of KPC family “Momentum” campaign to increase support for programs and scholarships. (existing staff effort)

b. Performance Metric: University Generated Revenue, Student Credit Hours, Retention

FY09 Current Base Operating Budget

KPC UAA BORFY09 Operating Budget Request (Priority Program Growth): Requested Requested Requested

Preparing Alaskans for Jobs: Health Programs:

Paramedic Coordinator-Expansion - KRC 75.0 75.0 75.0 Workforce Development

Process Technology Faculty - KRC 75.0 75.0 Process Technology Faculty - AES 75.0 75.0 Occupational Safety & Health Faculty - KRC 75.0 75.0

Student Success: Meeting Student Demand:

Art Faculty - KBC 80.0 80.0 Student Success Initiatives

Student & Enrollment Services Advisor - KBC 75.0 75.0Developmental/ Remedial Education Instructor - KRC 75.0 75.0Developmental/ Remedial Education Instructor - KBC 75.0 75.0Information Technology/Computer Tech - KRC 70.0Information Technology/Computer Tech - KBC 70.0Science Lab Technician (P/T) - KBC 50.0

KPC Total Request for New Initiatives 795.0 605.0 75.0

KPC UAA BORFY09 Capital Budget Request: Requested Requested Requested

Facilities and Equipment R&R Annual Requirement:Campus Roof Replacement - KRC & KBC - included in UAA 650.0 650.0 650.0 Community Campus Cable Plant Renewal - KRC 378.0 378.0 Community Campus Cable Plant Renewal - KBC 216.0 216.0 Code/Safety/ADA Requirements - KRC & KBC 1,175.0 286.2 286.2 Kachemak Bay Campus Renewal 750.0 750.0 750.0 Kenai River Campus Renewal 1,510.0 562.0 562.0 Kenai River Campus HVAC/Boiler Renewal 540.0 540.0 540.0 Kenai River Campus Academic Center/Classroom Renewal 975.0 810.0 810.0 Kenai River Campus Exterior Renewal 3,200.0 2,700.0 2,700.0

Planning for New Facilities;Process Industry Training Center - KRC 11,000.0 4,000.0 Student Housing - KRC 10,000.0 Kenai Cultural Arts and Research Center - KRC 8,000.0 Maintenance/Storage Warehouse - KBC 750.0

KPC Total Request for Capital 38,550.0 10,892.2 6,892.2

University of Alaska Anchorage FY09 Incremental Request Form

Title: KPC-KBC Student Success and Enrollment Services Advisor Priority #1 of 6 A. Program Description KPC-KBC does not have a professional 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 need for 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. B. Strategic Priority In the UAA 2000 NWCUU Accreditation Report, the following recommendation was made: provide additional resources to increase the availability of student support services at KBB (Standard 3.A.1). If this position is not funded this year, UAA and KPC will receive a second notice of this deficiency by NWCUU during their 2010 visit and it will be difficult to justify why such a position was not funded in the 10-year period between accreditation visits. This position would significantly support Priority C (Expanded Educational Opportunity and Increase Student Success) and Priority D (Strengthen the UAA Community). 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. C. Performance Measures

-High Demand Job Area Degrees Awarded This is difficult to quantify since many of the students are expected to be admitted to non-KPC degrees. However, we would expect an increase in this metric that parallels that of other community campuses and is also reflective of the area’s growing job market in health care, construction, services, art, education eco-tourism, etc.

-Student Credit Hours-Estimated increase of 200-300 SCH/semester.

-University Generated Revenue-Total tuition revenue and fees would increase by $27,800-41,700 per semester.

-First-Time Full-Time Undergraduate Retention- We expect to experience a significant increase since students would receive new retention services that are typical at other campuses. -Academic Programs Outcomes Assessment-N/A

-Grant-Funded Research Expenditures-N/A

-Strategic Enrollment Management Plans-The hiring of this core position would 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.

- Student Success: This position will increase the number of traditional and non-traditional students and enable their success. This position is central to fulfilling UA’s and UAA’s student retention and educational completion goals.

D. Demonstrate how the program optimizes existing capacity and expertise throughout the system. The KBC has been unable to proved adequate year-round advising services to 350 students a year 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.

E. Demonstrate quantifiably the impact this program will have on efficiency and productivity ratios within the department, campus and MAU.

The hiring of this position will increase and retain enrollments, thereby enhancing productivity and efficiency.

F. What investment, if any, is the department prepared to make in this initiative in addition to the funds requested from outside the present department budget?

Other Enrollment Services functions will be provided through the campus. G. FY09 GF and NGF Request

-General Funds Requested: $80,000 -NGF Requested: $70,000

H. Priority Ranking

-KPC Priority #1 of 6 I. Operating Expense

All funds will be spent on personnel services. KBC-KPC will provide related costs to support travel, professional development, etc.


Title: KPC E-Learning/Technology Developer Priority #2 of 6 A. Program Description: To support the continuing growth of its Distance Education offerings, KPC needs the services of an E-Learning/Technology Developer. This individual would be a specialist in the latest technologies available for distance delivery of classes. As such, he/she would provide training, assistance, and support to KPC faculty in course re-design for distance/hybrid delivery and course pilots. Her/his expertise will be especially important in the development of hybrid delivery means for the highly technical courses that make up many of the requirements for KPC’s high demand job area degrees. This individual would also assist in developing distance delivered student support, such as online new student orientation and online advising. The need for such support will only grow in importance as the number of students taking distance courses increases. KPC must expand and increase its distance education (DE) program to avoid loss of SCH, HC and university generated revenue. In Fall 07, KPC offered eight distance courses; in Fall 08, 40 are scheduled. From Fall 07 to Spring 08, KPC’s DE headcount has increased from 110 to 382, a 247% increase. Semester credit hour production during this two-semester timeframe has increased from 531 to 1,304, a 146% increase. The need for IT support of these DE classes is obvious. B. Strategic Priority As outlined above, this position would support Priority A (Strengthen and Develop Total Instructional Program) and Priority C (Expand Educational Opportunity and Increase Student Success). Increasing KPC’s capability to develop and deliver Distance Education courses, especially those supporting high-demand careers, will be essential to the future growth of our instructional program. Increasing the flexibility with which we can provide instruction will increase our retention and the completion of student educational goals. C. Performance Measures

-High Demand Job Area Degrees Awarded This is difficult to quantify since the course in question have not yet been developed. However, the demand is clearly there. Last year, the Process Technology introductory classes were filled to capacity in July, almost two months before classes began. KPC could easily have added at least one section of 20-25 students, but was unable to do so due to lack of faculty and facilities. It is reasonable to assume that the development of distance courses to support KPC’s high demand programs will eventually result in an increased number of graduates.

-Student Credit Hours-Estimated increase of 600-900 SCH/semester.

-University Generated Revenue-Total tuition revenue and fees would increase by $83,400 to 125,100 per semester. Our gains in DE have helped offset KPC predictions to UA Statewide of 3% decreases in SCH last year and this year. This semester we are up 4% in SCH; without the distance classes we would have been down 9.8%. Without DE, KPC would have lost $110,000 in revenue.

-First-Time Full-Time Undergraduate Retention- We expect to experience an increase since the more flexible nature of increased distance offerings would encourage students to continue their education rather than stop-out.

-Academic Programs Outcomes Assessment-N/A


-Strategic Enrollment Management Plans-The funding of this position would enable KPC to continue to meet its goal of having a robust distance education program.

- Student Success: This position will increase the number of traditional and non-traditional students and enable their success.

D. Demonstrate how the program optimizes existing capacity and expertise throughout the system. KPC is already one of the leading campuses in the UA system, both in the production of specialized high-demand job graduates (Process Technology, Paramedical Technology) and Distance Education (increase of more than 125% in HC & SCH over the last three semesters). Funding this request will allow KPC to leverage our proven expertise in both these areas to create very beneficial results.


The technical assistance this position can provide will significantly improve faculty productivity, in that it will reduce the time necessary for them to develop new distance-delivered courses. By facilitating additional distance courses, KPC will also be able to continue to grow its headcount and student credit hours without increasing its classroom space and physical plant, representing a huge saving in capital outlays.


If this request is approved, utilizing the services of this E-Learning Developer will require additional effort on the part of both faculty and staff. KPC will assume these additional costs internally to allow faculty and staff to reapportion their work load to provide this.

G. FY09 GF and NGF Request

-General Funds Requested: $ 95,000 -NGF Requested: $200,000

H. Priority Ranking

-KPC Priority # 2 of 6 I. Operating Expense

All funds will be spent on personnel services. KBC-KPC will provide related costs to support travel, professional development, etc.


Title: Developmental/Remedial Education Instructors at KPC’s Kenai River Campus and Kachemak Bay Campus Priority #3 of 6 A. Program Description: Both KPC campuses are in definite need of hiring a developmental/remedial education instructor (one per campus) to support the increasing number of students needing this type of support. KPC had more than 300 Adult Basic Education students in Spring 08 and an increasing number of these students are electing to continue their academic careers at KPC where in the past most have received their GEDs. 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 100-level college work. B. Strategic Priority This position would support Priority A (Strengthen and Develop Total Instructional Program), Priority C (Expand Educational Opportunity and Increase Student Success, and Priority D (Strengthen the UAA Community). UA has increasingly recognized the need for remedial/developmental instruction particularly in the 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. C. Performance Measures

-High Demand Job Area Degrees Awarded-This is difficult to quantify since we don’t know how many of these students that take remedial courses will go into the high demand job areas. However, if we were to realize an additional 50 students per semester (out of the 300+ ABE students and others needing remedial help) who would pursue an AAS or AA we can anticipate that at least 10 of these would eventually graduate with a high demand degree. This would be a 17% increase in this metric when based upon the 60 KPC graduates this year.

-Student Credit Hours-If the 50 students above were to take an average 6-9 credits/semester, KPC would see an increase of 300-450 SCH/semester

-University Generated Revenue-Total tuition revenue and fees would increase by $41,700-62,550 per semester.

-First-Time Full-Time Undergraduate Retention-Would see a significant increase since students would be receiving the help they need to succeed in the remedial courses and 100-level courses. In Fall 2007, at KRC fully one-third (33.7%) of students in remedial math courses (A054 & A055) failed to complete the course with a C or better grade. In the same semester, 34% of the students in MATH A105 Intermediate Algebra failed to earn a C or better. KRC received partial funding to support a part-time developmental Math instructor through the Office of Academic Affairs last year. Since hiring this instructor, Math attrition rates at KRC between Fall 06 and Fall 07 decreased 7.7%. The initiative funding runs out in May.



-Strategic Enrollment Management Plans-The hiring of these two instructors would enable KPC to more aggressively market their programs to these students since the support infrastructure would be there to provide them the instruction they need.

D. Demonstrate how the program optimizes existing capacity and expertise throughout the system.

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 last year 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. This grant allows for this instructor to work part-time through Spring 08 when the funding runs out. KRC needs to make this a permanent, FT position.


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.


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.

G. FY09 GF and NGF Request -General Funds Requested: -Two remedial/developmental instructors @ $75,000 each: $150,000 -NGF Requested: $100,000

H. Priority Ranking


-All funds ($150,000) will be spent on personnel services. KPC will assume/reallocate for any related costs to support these positions such as travel, professional development, etc.


Title: KPC Process Technology Faculty/Program Coordinator Positions for High Demand Jobs Priority #4 of 6

A. Program 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 and one Process Technology program coordinator/instructor The industry demand for process operators and student interest in this program saw probably the largest increase last year since the Process Technology program was started in 2000. Increased oil and gas exploration in various areas of the state (Shell moved back to Alaska this year and is spending millions) along with increased mining activity and construction of the gas pipeline on the horizon, the need for these high demand graduates will likely double or triple within the next 2-7 years. Considering it takes 2-4 years to produce a graduate, an additional faculty member is required to meet this need. A request was made in the FY08 budget request for an additional faculty member, but it was not approved. There is presently a 1-2 year wait list for KPC Process Technology introductory classes. Process Technology HC and SCH production at AES has increased from 91 students and 259 SCH in Fall 2005 to 109 students and 353 SCH in Fall 2007 and the program is supported by one faculty member. At KRC, HC and SCH production has increased from 162 students and 401 SCH in Fall 2005 to 199 students and 573 SCH in Fall 2007, and is supported by only one faculty member. Two faculty members and a few adjuncts are supporting a program that is producing more than 926 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 one full-time instructor at each of their locations and does not have a program coordinator. TVC typically has the same number of graduates and produces the same number of SCH as KPC. While Alaska’s process industries have asked UA to limit the numbers of these graduates in the past so as to just meet the expected demand, the large number of retiring workers and increase in oil, gas and mining activity presently being seen dictates that KPC increase its capacities in these programs. Additionally, industry is now stating that even if they cannot immediately hire all KPC graduates locally, they will be able to utilize them at Lower 48 facilities and then will bring them back to Alaska as openings occur.

B. Strategic Priority As outlined above, these two positions solidly support Priority A (Strengthen and Develop Total Instruction Program) in proven programs that are building depth, reinforcing success, 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.

C. Performance Measures

-High Demand Job Area Degrees Awarded-In 2007, KPC produced 29 Process Technology graduates; in 2008, 37 students have graduated or applied to graduate with this degree. Since 2002, KPC has graduated 23-35 annually. The addition of a faculty member at both KPC locations would likely increase the number of graduates by 10-15 per year.

-Student Credit Hours-Increase of 30-50%. This would result in approximately 24 more FT students producing in excess of 288 SCH per semester, a 36% increase over the present SCH being produced at KPC. -University Generated Revenue-Total tuition revenue and fees would increase by approximately $40,000 each semester. -First-Time Full-Time Undergraduate Retention-Rates would increase since instead of faculty members advising 100-200 students, they would now advise less than 100. Having a program coordinator will enable more internships and summer job opportunities be explored and would enhance the relationship with industry. -Academic Programs Outcomes Assessment-Already accomplished. -Grant-Funded Research Expenditures-N/A -Strategic Enrollment Management Plans-No change.

D. Demonstrate how the program optimizes existing capacity and expertise throughout the system. 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 offer these programs at both KPC locations.

Proven Expertise 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.

KPC is the expert and leader in the UA system in these disciplines. Industry demand and student interest dictate that we expand our programs to fill the high demand jobs in Process Technology.


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 increase in Process Technology, and this was included in their FY09 capital budget request and will be included in the FY10 request. If that request is not approved by the BOR or legislature next year, sufficient short-term capacity can be found by utilizing off campus training facilities if needed. 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 ranks as the second or third most efficient campus in the UA system and is one of the few campuses, colleges or schools in the MAU that continues to see steady increases in SCH production each year.


This addition of two new positions will slightly increase the workload for the department chair and student support services personnel. KPC will assume any additional costs internally to provide this support. Due to the increased number of faculty and students, and increased need for academic oversight at the five KPC locations, an assistant director for academic affairs has been hired utilizing salary savings and reallocating present funds.

G. FY09 GF and NGF Request

-General Funds Requested: -Process Technology faculty and program coordinator: $200,000 -NGF Requested: $80,000

H. Priority Ranking -KPC Priority #4 of 6

I. Operating Expense

-All funds ($200,000) will be spent on personnel services. KPC will assume/reallocate for any related costs to support these positions such as travel, professional development, etc.


Title: KPC-KBC Faculty: Art Priority #5 of 6 A. Program 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 in the GERs. KBC has a recently built an art studio classroom with no one to oversee, teach and coordinate the art programs within it, as well as to maintain it through attentive stewardship. Finding adequate adjunct instructors with the required credentials to teach each semester and at times during the day that 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 of courses and formal academic planning. It will significantly meet demonstrated community and campus needs including local workforce development. In Homer, art is workforce development. B. Strategic Priority 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). As explained above, the establishment of this position will allow 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 locally and better integrating the campus into the local community and promoting service learning. It would also positively impact the process of preparing for the NWCCU accreditation review, as it would reduce KPC’s high dependency on adjunct faculty. C. Performance Measures

-High Demand Job Area Degrees Awarded-No change

-Student Credit Hours-Increase of 5%. This would result in an increase of approximately 85 SCH being produced at KBC.

-University Generated Revenue-Total tuition revenue and fees would increase by approximately $11,800 each semester.

-First-Time Full-Time Undergraduate Retention-Likely to see no change, but could increase since it will be easier for students to fulfill degree requirements.

-Academic Programs Outcomes Assessment-Already accomplished.


-Strategic Enrollment Management Plans-No change.

D. Demonstrate how the program optimizes existing capacity and expertise throughout the system. 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. 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 enhance KBC’s

ability to provide general education core courses that are currently sporadic. The arts have been documented and highlighted in the Alaska media through a UAA economic study indicating its significant role in the economic development. Homer was highlighted as having the arts and subsequent demand for arts education as a major growing component of its economy. E. Demonstrate quantifiably the impact this program will have on efficiency and productivity ratios within the department, campus and MAU. 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. F. What investment, if any, is the department prepared to make in this initiative in addition to the funds requested from outside the present department budget?

KBC would provide all funds needed to adequately equip and support the arts program. G. FY08 GF and NGF Request

-General Funds Requested: Art instructor: $80,000 -NGF Requested: $24,000

H. Priority Ranking -KPC Priority #5 of 6

I. Operating Expense) -One Art faculty position: $80,000


Title: Information Technology/Computer Technician at KPC’s Kachemak Bay Campus Priority #6 of 6 A. Program Description: KPC receives funding from the Kenai Peninsula Borough to pay for one of these two core positions. The borough has asked in each of the past two years why are we utilizing the funds we receive from them to support the Kachemak Bay Campus position that should be funded by the university. Over the next two 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 they need to use 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 last year (and not funded) due to KPC’s distance education (DE) efforts. In Fall 07, KPC offered eight distance courses; in Fall 08, 40 will be offered. From Fall 07 to Spring 08, KPC’s DE headcount has increased from 110 to 382, a 247% increase. Semester credit hour production during this two-semester timeframe has increased from 531 to 1,304, a 146% increase. The need for IT support of these DE classes is obvious. B. Strategic Priority This position supports Priority A (Strengthen and Develop total Instructional Program). It is critical to the continuing growth of KPC’s Distance Education offerings and support to students pursuing high-demand careers. Continuing to rely upon borough funding to fulfill this critical function may also have a negative impact on Priority D (Strengthen the UAA Community) by discouraging future public support. C. Performance Measures

-High Demand Job Area Degrees Awarded-Enables students to utilize the computer lab, and wireless capabilities and associated technology in the KBC classrooms, therefore enhancing their ability to graduate with these degrees.

-Student Credit Hours-Students depend upon and expect significant technology support. If adequate support is provided, they will likely enroll in more courses.

-University Generated Revenue-Would increase.

-First-Time Full-Time Undergraduate Retention-The more support KPC provides its students and faculty in the IT realm, the higher the retention rates will be.


-Grant-Funded Research Expenditures-N/A -Strategic Enrollment Management Plans-N/A

D. Demonstrate how the program optimizes existing capacity and expertise throughout the system.

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.


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.


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.

G. FY09 GF and NGF Request -General Funds Requested: KPC KBC IT Technician (10-mth position) - $70,000 -NGF Requested: $0

H. Priority Ranking


-All funds will be spent on personnel services. KPC will assume/reallocate for any related costs to support this position such as travel, professional development, etc.

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