ࡱ> [ Kbjbj jjF.l@@@@t"""##twzL$L$(t$t$t$w).)) wwwwwww$x {f&w)(|w)))&wE+@@t$t$;wE+E+E+)X@8t$t$wE+)wE+E+1Vp x~vt$@$ "*@br:vtQw0wr{]*{~vE+@@@@  Proposed FY05 Operating Budget Request Board of Regents November 6, 2003 Fairbanks, Alaska Prepared by Statewide Budget 474-7958 University of Alaska FY05 Preliminary Draft Operating Budget Request Preliminary Discussion September 17, 2003 FY05 Operating Request Preliminary Draft 2 FY05 Receipt Authority and Revenue Assumptions 3 FY05 Operating Budget Details 4 FY05 Operating Budget Guidelines 7 Board of Regents Strategic Plan 2009 Goals 8 Outcomes Transition Status 11 Operating Budget Authority & Actual Levels (FY01-FY05) 12 FY05 Request Calendar/Important Dates 13   FY05 Operating Budget Details Maintaining A Solid Foundation Salary Maintenance The standard salary increment request for salary maintenance is to fund the contract and policy mandated salary obligations to UA employees. Salary increases, as in prior years, are requested for faculty and staff in each individual bargaining unit, ACCFT, AHECTE, UNAC, and UNAD, and for employees who are not union represented. As in FY03, the UAs request will be funded in part through state appropriations with an increasing contribution from internally generated revenue sources. Salary increment estimates include: ACCFT1 (~320) 1.9% across the board (based on CPI) 1.7% market and equity (based on recent study) 1.0% performance (based on post-tenure review) 4.6% total United Academics (UNAC) 1 (~820) 1.9% across the board (based on CPI) 1.7% market and equity (based on recent study) 1.0% performance (based on promotion, retention, post-tenure review) 4.6% total UA Staff (~2,800) 2.6% steps 1.0% grid increase (one-half CPI) 1.0% reclassification 4.6% total United Academics Adjuncts2 (UNAD) (~1,200 ptt) 3% Total Executives2 1.0% market, equity, and extraordinary performance 1.6% performance 2.6% total AHECTE1 4.0% total (~200) 1ACCFT, AHECTE and UNAC are contingent on current contract negotiations 2UNAD and Executive increments are combine on the budget schedule with UA Staff. The salary increment includes a small amount (1%) for the completion of the classification project. The goal of this program is to ensure comparable position requirements and salary for staff positions (with continuing regional adjustments). One end result of this process will increase grade levels for certain existing positions, resulting in higher salary costs. The benefits increase included in the salary maintenance are primarily related to health costs. Currently, UA is reviewing benefit plan options and will likely migrate to new benefit plans during FY05. This increment represents the universitys obligation under existing plans and preliminary estimates for new plans for represented and non-represented staff. This increment however, does not account for the significant increase in the universitys required contribution to state retirement plans for employees (TRS/PERS). At this point, the intent is to pursue legislative mechanisms to address this widespread extra-ordinary increase. Non-Discretionary Fixed Cost Increases Each fiscal year, the university faces non-discretionary fixed cost increases. Inflationary fixed costs increases included 1.5% of FY03 non-personnel related expenditures. Relative to current CPI rates (both local and nationally) this request is minimal. Inflationary rates for library costs are separated due to the much higher annual rate increase in library materials and periodicals. This request also accounts for the additional expenses associated with student fees revenue associated with planned enrollment increases of 3%. Network and Service Maintenance Consistent with the Presidents request to institute a 2% network access fee, this request is equivalent to the projected revenue generated from this fee. Expenses covered under this fee include critical network infrastructure support and maintenance to ensure students continue to receive reliable and consistent access to UA networks. Facilities M&R and New Facility Operating Costs University policy requires full funding of maintenance and repair (M&R) of facilities. This is the additional amount estimated for the mandated M&R Board of Regent Policy. Currently, the Facilities Council is reviewing M&R funding needs. This review will provide more detail on the total need for the M&R funding increment for FY05, which in turn may cause this line item to change slightly. Additionally, this request item includes remaining new operating funding for the UAA Library and Ecosystem and Biological Health Facility. The operating costs associated with the proposed purchase of the DEC Lab Building in Juneau are also included in this item. Program Priorities School of Nursing Expansion In a collaborative effort across all three MAUs and with considerable input and financial support of private industry, UA has developed a strategic plan to double the number of nursing graduates from 110 to 220 by 2006. This increment provides the next necessary step to implementing that plan. Practical Nursing Education Practical nurse education is an option being offered in conjunction with efforts across all three MAUs and articulates with UAs plan for nursing. Although many components are similar to nursing the PNE track has some unique features, cost and benefits for health care providers and students. This increment provides the funding for the delivery of these programs in conjunction with nursing. Allied Health Programs This request is to seek funding for additional activities associated with Allied Health educational programs. My UA Portal This will enable access to university applications and information (content) via portal interface to all university customers. It enables campuses to create portal applications that uniquely represent the MAU and enable university customers to select the content they view. Each member of the campus community receives information, applications and an online experience tailored to his or her role and relationships within the institution. Communication and collaboration tools encourage and enhance involvement in the campus community, deepening the relationship between the individual and the institution. UA is considering partnership prospects in this effort Legislation to Pursue in FY05 TRS/PERS Impact on Retirement Benefits The universitys contribution to the states employee retirement funds have been increased by 5% for PERS and 4% for TERS. This increase has been levied in various levels to all state agencies. It is the universitys intent to request funding to cover this increase in association with all other state agencies effected by this increase. UA Scholars With the success of UA scholars and its impact on the success of retaining eligible students in state, this program has helped keep Alaskas youth in Alaska. As the governor has recognized the importance of this program, it is hoped that the legislature will provide separate funding to ensure that this program is preserved. Adjustment for Excess University Receipt Authority Over the last several fiscal years, the legislature has provided the university with all the receipt authority it has requested, and in fact provided more than requested last fiscal year. The development of the amount of receipt authority needed is directly correlated to the amount of state appropriations requested. As the university has received less state support than requested over this period, there is excess receipt authority above what is needed to cover anticipated revenues. This request asks for a no net increase in receipt authority to bring authority levels more in line with anticipated booked revenue. FY05 University of Alaska Operating Budget Request Guidelines Preparing for Alaskas Golden Anniversary The Board of Regents goal is to secure sufficient additional investment for UA to aggressively pursue the interconnected goals documented in its UA Strategic Plan 2009 in the following categories; student success, research excellence, educational quality, responsiveness to state needs, faculty and staff strength, technology and facility development, and diverse revenue sources. In meeting the established 2009 goals, UA will contribute substantially to Alaskas concerted effort to build a strong and stable economy and accordingly share in a truly golden 50th anniversary celebration of statehood. From the system level through the school and college level, UA will demonstrate conscious alignment of resources to reach established targets on measurable outcomes. The measurable outcomes are directed at meeting UAs 2009 strategic goals and will reflect the distinct mission of each MAU. Thus, UA will maximize its performance toward established Board goals by aligning increasing external revenue, our existing revenue base, and a modest request increment from the state for FY05. Incremental state investments and additional external revenue authority will be requested for maintaining a solid foundation and other activities directed at accomplishing established goals and measurable outcomes. Additionally, the FY05 budget request proposal to the Board of Regents will demonstrate base resource reallocations directed at meeting established outcome targets. Incremental state funding requests coupled with anticipated external funding increases and reallocations will be directed to: Maintaining a solid foundation through investing in base requirements such as competitive employee compensation, staff benefits, fixed cost increases, facilities and IT maintenance requirements and necessary business efficiency investments. Successful instructional, research, and service programs that are demonstrating 1) positive impacts toward the UA Strategic Plan 2009 goals, 2) positive impacts on MAU goals, 3) progress toward established outcome targets 4) current and future program demand, and 5) above normal productivity. Start-up funding for a very select number of targeted new programs identified as essential for UA to meet its Strategic Plan 2009 goals. Some programs identified through the initiative process, but have yet to be funded may be proposed as one of the few essential new program investments. Meeting additional student demand through incremental funding of programs and services that serve traditional undergraduate and graduate students and non-traditional students seeking workforce and other skills training. Priorities will be given to programs most closely aligned to meeting established systemwide outcome targets. Growth in UA program capacity over the last four years has been significant. UAs 2005 budget request will be characterized by focused outcomes to 1) keep more young Alaskans in state to attend the University, thus preparing our future leaders in Alaska for Alaska, 2) prepare Alaskans for Alaskas jobs, and 3) reveal UAs distinctive centers of academic excellence. UAs high accountability standards will be maintained by: Annual Management Reports Reviews Annual Financial Reviews Regular Unit Level Reporting Regular UA Outcomes Tracking Regular Legislative Measures Tracking Board of Regents Strategic Plan 2009 Summary Listing of UA Goals and Objectives The University system priorities and decisions through 2009 will be guided by key goals and objectives. Examples of the major decisions that must be made are the following: What students should be recruited, at what level of tuition, with what advising programs, and with what opportunities for employment or additional study once they graduate? What academic programs should be developed, modified, or eliminated? How much are we looking to gain from, or willing to pay, for these decisions? Where should we focus this review effort? What research programs should be supported, where, and for how much financial, space, and other resources? Who (faculty and staff) should be recruited, in what academic or administrative fields, for how much, and with what opportunities for career development? What are the needs of the state, at present and in the foreseeable future, and how can the University meet those needs through its teaching, research, and outreach? What facilities and information technology are required to support our mission? Where should we expand our facilities? How much will it cost? How long will it take? The key goals and objectives of the Board of Regents, in the context of the Universitys values and available resources, will guide University system decision-making. More detailed implementation plans will be developed for each goal, with direction for each MAU based on its mission, capabilities, opportunities, and resources. Goal 1: Student Success The University will provide the learning environments, support systems, academic programs, facilities, technology, and faculty to enable the life-long success of our students, with their diverse needs, interests, capabilities, and ambitions. We seek to increase the number and share of traditional and non-traditional student attending a University campus. We are particularly committed to the success of Alaska Native students. Objectives Enhance efforts in student recruitment and retention. Continue placing students in good jobs. Build life-long relationships with alumni. Goal 2: Educational Quality The University will offer the highest quality in our educational offerings, from non-degree training programs to graduate degrees. Our campuses will provide the highest possible quality programs and services within their respective missions. Objectives Emphasize the community college mission. Improve collaboration among campuses. Ensure efficient allocation of programs. Develop new and relevant programs. Strengthen counseling services for our diverse student community. Goal 3: Research Excellence The University will be a globally recognized leader in areas of research for which Alaska has special competitive capabilities or unique environments in key areas of culture, economy, and health, using approaches that integrate the human dimension with natural sciences, and expand from basic processes to synthesis and policy advice. Objectives Enhance competitive capacity. Increase opportunities for undergraduate and graduate student participation in research. Capture Alaska-specific opportunities for the State and the University. Account for the value and cost of research. Expand support for the transfer of University intellectual property to private economic development. Grow percentage of Alaska Native participation to a part with the population. Goal 4: Faculty and Staff Strength The University will recruit, develop, and retain a culturally diverse faculty and staff who bring excellence to our research, teaching, and public service and through innovative and mission-focused academic and staff human resources programs and services. Objectives Invest in faculty and staff development. Reward faculty and staff for innovation, creativity, and excellence. Ensure alignment between institutional goals and workload, productivity, and selection. Ensure excellent administrative practices that are integrated with the university's strategic priorities. Ensure high quality teaching. Goal 5: Responsiveness to State Needs The University will continuously enhance its capacity to meet the changing needs of Alaskas people and work through core programs as well as creative, entrepreneurial arrangements and partnerships to meet those needs. Among the changing conditions affecting the states needs are continued rapid population growth in Anchorage and surrounding communities, the need for economic diversification, particularly in rural Alaska, and uncertainty regarding the states ability to provide for its own economic future. Objectives Assess and meet Alaskas current and projected workforce needs. Build strong partnerships with employers to ensure our graduates possess needed skills and abilities. Focus on rural Alaska needs. Provide support for cultural needs. Increase public policy analysis. Build community engagement programs. Enhance responsiveness to workforce needs. Goal 6: Technology and Facility Development The University will provide students, faculty, and staff the facilities and technology they need to most effectively pursue their research, education, and public service goals. Objectives Address process issues: facility planning and facility utilization. Explore privatization and partnering. Support distance education through additional technology and faculty development. Expand access through appropriate technologies to as many university programs and services as possible. Goal 7: Diverse Sources of Revenue Engaging major stakeholders to increase their investment in the University is a critical precondition for the achievement of the above six goals. These stakeholders include all citizens of Alaska, but especially alumni, state, federal, and local governments; businesses, including non-profit organizations; and private philanthropy. Objectives Diversify funding sources to reduce reliance on the states general fund. Pursue land for long term endowment and growth. Encourage the commercial utility and application of University intellectual property.   FY05 Request Calendar/ Important Dates September 19 October 14 Collect input and refine budget request to include in published proposal for approval on November 6 October 14 Big Picture meeting with OMB October 14 Publish FY04 proposed budget requests and distribute for November 6 BOR Meeting October 23 UAS Financial Review October 28 UAA Financial Review October 30 SW Financial Review October 30 SW Financial Review October 31 ֱFinancial Review October 31 Missions and Measures and OMB Performance Targets due November 1 FY05 Operating and Capital Budgets requests due to OMB Note: OMB is aware that UA will not submit final requests until Board of Regents approval November 6 BOR approval of FY05 operating budget BOR approval of FY05-FY10 capital plan November 7 UA submits FY05 Operating and Capital Budgets requests Page  PAGE 2 Page  PAGE 11 /cs ouvxy| ? @ T U  $D\nYZr"Y"Z""""$$../ 6CJ]6]H*CJ5B*\ph *5B*\ph 5>*\ *CJH* B*ph *B*phj5U\ 5CJ(\CJ(jCJOJQJU^J5\@/0ARdefghijklmnopqrs$a$JKKstu  8i3\]^_ $^`a$    h^h  h^h$a$_`abcdefghijklmnopqrstx|$a$$a$$a$ ! > m y z 4 @ A S ^  , ^``$$, 8 9 A S T ^ _  #$D[\op$$` $$^$$^`pZ[r#$0wx""Z"$a$^^$$^ <Z""""$$$$&&J(K(()*,L-M-.... & F $]$] & F<` h 0]0 L]L$a$./8/U/r/////////0I12r2 33Y4Z45555m7h^h & F$a$ & F ///555n7y788 8999::j;l;v;=;=<==>H>???AA$C%CQCDD4EWEFFGGGGGGJJJJJJJJJJJJƽ㹱0JCJmHnHu0JCJj0JCJUCJOJQJ^JCJj5U\5\CJOJQJ^J6CJOJPJQJ]^J5>*CJOJPJQJ\^JCJOJPJQJ^J>*CJOJPJQJ^J 5PJ\7m7n7y777888 8999H9n999999::k;l;x;;;7<8^8 & Fh`h^7<c<<===;=<=<>=>H>q>>?x??????AAA BrBBBB8^8h`h & FBB$C%CQCRCDDDSDyDD3E4EWEXEFFFF0GGGGGG$  a$  h^h & Fh`h & FGGGGGGGG:H;HFHeHfHrHHHHHHHIII&I & F   ^ ^` $^`a$  &I'I2IGIHISIhIiItIIIIIJJKJVJ|JJJJJJJJ$a$ & F  & F  ^ & F  JJJJJJJJKKKKKKK & F $a$$a$$a$JJJKKK KKKKKK0JCJmHnHu0JCJCJj0JCJU * 001hP/ =!"#$%* 001hP/ =!"#$%. 001hP/ =!"#*$%h9 01h/ =!"#$% P0# 01h/ =!"#$%# 01h/ =!"#$%# 01h/ =!"#$%`!:=1էn:kPxڵ]}lu_>nɴǷɰ҉W)t߷'ەd&%6ن?,ђoo73Nm(#eRS U[䪽Mfe:z]}IhGݿ|D-w8Κ$"1{߄&}=a.@_q١1a/_z3];Z[Fڵ!g%7g.6)hjT7#S#'5q!Zna#zvDi&K;0~L.Ȕb 3)2X SCc'AoX[Zi? 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