School of Engineering FY 14 PBAC Budget Request

Transcription

1 School of Engineering FY 14 PBAC Budget Request ATTACHMENT II Current Services Budget FY14 In the event that incremental funding or internal reallocations from central funds are not available in FY14, information is requested on the current services provided and what will be required to maintain the same level of service while meeting fixed costs, unavoidable commitments, and anticipated changes in demand. Do not include compensation adjustments for FY14 wages/benefits. 1. Description of Current Services. (Using the categories contained in UAA 2017 and in the UAA Accreditation Profile, what services/products/outputs does your MBU currently provide?) The UAA School of Engineering (SOE, Figure 1), with 41 faculty and 19 staff/administration positions provides accredited educational programs in the disciplines of Table 1, while attending to all UAA 2017 Core Values. Enrollment increases (Figure 2) mark the School s particular distinctions for excellence in teaching and research, support of life-long learning, professional education, and driving Alaska s economic development through workforce development in highdemand careers, as well as other UAA 2017 goals. SOE anticipates award of 155 degrees and certificates in May 2013, up from 111 in 2012, and exceeding the previous maximum of 123 in SOE faculty members are increasingly successful in high quality research with special attention to Alaska, the Pacific Rim, and Circumpolar North. Five of 16 UAA Innovate Awards went to SOE faculty in Seven SOE faculty members won Innovate Awards in An SOE faculty member is CEO of Zensor LLC, the first Seawolf Holdings company, marketing patent-pending wireless sensor technology with a wide range of commercial applications. Figure 1. Present School of Engineering Organization, Faculty and Staff 1

2 School of Engineering FY 14 PBAC Budget Request Table 1. UAA School of Engineering academic programs Undergraduate degrees Graduate degrees AAS Geomatics MS Applied Environmental Science & Technology BS Civil Engineering* MS Arctic Engineering BSE (Computer Systems Engineering*) MS Civil Engineering BSE (Electrical Engineering*) MS Engineering & Science Management BSE (Mechanical Engineering*) MS Project Management BS Geomatics* Graduate certificates: BA & BS Computer Science** Coastal, Ocean, and Port Engineering Undergraduate certificate Earthquake Engineering Geographical Information Systems Environmental Regulations and Permitting * ABET-accredited. ** BSCS accreditation pending after fall 2012 ABET review Figure 2. School of Engineering historical enrollment growth. Table 2 is an FY13 fiscal summary, showing an anticipated shortfall of $138,543 (1.8%). The mission activity of increased faculty and staff in FY 13 costs more to support than the FY 13 budget provided. Hires in response to ABET faculty strength criticism were not fully covered with labor budget increases and no related operating expense increases were provided. The merger of Computer Science from the College of Arts and Sciences involved a transfer of labor budget, but no operating expense budget. Eight new SOE laboratories were created in response to ABET criticisms in FY13 without increase in operating budget. All SOE positions were full for most of FY13 with either permanent employees or with term hires. Very little FY 13 labor budget could be diverted to cover increased operating expenses. The self-supporting Project Management program had increased enrollment in double-tuition degree courses, but the associated teaching workload prevented faculty from earning as much from professional development short courses as in prior years. In summary, more students, more faculty, and more labs require a larger operating budget. 2

3 School of Engineering FY 14 PBAC Budget Request Revenues Table 2. SOE FY13 Budget to End of FY13 - Projected Adjusted Budget Year to Date Activity Projected Revenue to Year End Total YTD and Projections Budget Variance General $4,486,142 $4,486,142 $0 $4,486,142 $0 Tuition $2,582,417 $2,786,979 $106,000 $2,892,979 -$310,562 Fee/other $311,199 $278,649 $77,000 $355,649 -$44,450 Expenses $7,379,758 $7,551,770 $183,000 $7,734,770 -$355,012 Adjusted Budget Year to Date Activity Projected Revenue to Year End Total YTD and Projections Budget Variance Labor $6,770,578 $4,190,576 $2,930,331 $7,120,907 -$350,329 Non-Labor $609,180 $510,621 $241,785 $752,406 -$143,226 $7,379,758 $4,701,197 $3,172,116 $7,873,313 -$493,555 Projected EOY Unreserved Fund Balance -$138, Incremental Cost to Maintain Current Services. (Taking into account anticipated changes in demand, what is the additional funding over and above increases in wages and benefits necessary to maintain the current levels of service? For example, have fixed costs increased, such as subscription services or lease costs?) Steady growth of SOE fall headcounts since 2000 (Figure 2) indicates that School of Engineering programs are widely recognized as paths to desirable careers (SDI 1). Demand for engineering graduates to fill Alaska job openings will increase at a greater rate than most job categories, according to recent reports of the Alaska Department of Labor and Workforce Development. Efforts of SOE and others are accelerating to attract secondary school students to engineering, such as Engineering Academies spreading throughout the Anchorage School District, robotics competitions and summer camps at UAA, and the other STEM-associated programs (SDI 2). Continued growth is anticipated as these programs begin to have effect. The UA Regents Engineering Expansion Initiative, including $240 million in construction of new and renovated engineering buildings at UAA and UAF, is top priority for capital improvements. This has been enthusiastically promoted by industry representatives on the Advisory Boards of the School and its component academic programs (SDI 3). The 2012 legislature appropriated half the money for both projects. As of this writing, 2013 appropriation of the other half appears unlikely. This delay will threaten ABET accreditation, retard recent UAA engineering patent generation and other research success (SDI 4), and prolong facilities-related inefficiencies, as well as increase the new building construction cost. Additional interim facilities measures will be necessary to maintain quality of services and to accommodate further enrollment growth. 3

4 School of Engineering FY 14 PBAC Budget Request A Facilities Manager was hired in FY 13, in response to ABET criticism, to form a new SOE Facilities Department, otherwise staffed by temporary term and part-time positions. A fulltime term Computers and Software Coordinator deals with specialized teaching and research software, hardware needs of 6 SOE computer labs, training and supervision of lab monitors, and synchronous distance delivery support for the Project Management program. Safety and equipment support in 17 new and existing SOE laboratories was provided by a windfall nontraditional student who had acted for a whole year as Facilities Manager. A part-time temporary machinist was hired to support research, student projects, and shop safety. The term appointment expires this FY for the computers and software coordinator, the student lab equipment coordinator is graduating, and SOE lacks authority and budget resources to continue the machinist s services. These three positions, if lost, will result in significant adverse impact to teaching and research support previously provided. 3. NGF Contribution. (Are non-general funds available to contribute towards this incremental cost? From what sources in what estimated amounts?) Student lab course fees were increased for FY14, but only for cost of expendables. Tuition and fees received are inadequate to cover the incremental cost of three positions to maintain current services, as discussed above, if enrollment remains stable even with a 2% increase in tuition. This 2% increase only results in $33K with level enrollment and labor cost increases for FY14 will be $133K for all positions other than the three facilities positions. Funding for each of these positions is requested in order of priority as Attachment VI forms to follow. 4. Soft in Support of Current Operations. (If you use restricted or soft funds to support current operations, (i.e., Foundation funding), what is the current status and future availability of these funds?) from UA Foundation accounts were applied to offset operating expenses not otherwise available to SOE in FY 13. SOE and UAA Advancement have succeeded in increasing donations to UA Foundation accounts, with emphasis on those with discretionary purposes. a. The Geomatics Department purchased $25,000 of equipment and software through the Al Talcott Surveying & Mapping Science Fund. The estimated fund balance is $ Restoring donations from the surveying and mapping industry are likely. b. $20,000 from the BSE General Support fund was spent for robotics tournaments and for the Mechanics of Materials lab support. Approximately $80K remain in the BSE fund. Restoring donations from the engineering industry and SOE supporters are likely. c. The Mechanical Engineering Department hired tutors through the Excellence in Mechanical Engineering fund. The present balance is about $2,000. Restoring donations from the engineering industry and SOE supporters are likely. 4

5 School of Engineering FY 14 PBAC Budget Request d. The Excellence in Engineering fund supports all departments within SOE. This fiscal year $10,000 was spent for a professional seminar series, Math Counts competition (secondary school outreach), engineering professional organization (ASCE) conferences, the SOE graduation event, and recruiting expenses. The balance in this fund is $62,000. Restoring donations from the engineering industry and SOE supporters are likely. e. SOE received a $1 million donation from BP at the end of FY12. FY13 expenditures include lab renovations of $264,000, equipment purchases totaling $415,000, and lab tools, materials, & student salary totaling $66,000. remaining for FY14 and beyond total $187,000, allocated primarily for salary and materials to run the lab. This fund will not be restored, but the operation and maintenance of the lab is expected to be supported through grants and contracts. 5. TVEP Funding. (If you are in receipt of TVEP funds, how do you plan to address the requirement to reduce amounts for older continuation items?) No TVEP funding was available to SOE in FY Reduction to General Fund. (Summarize the prioritization process the MBU will use in the event a 2-5% across-the-board cut to general fund is implemented in FY14.) a. Position vacancies will go unfilled. b. Human resources supporting low-enrollment programs will be diverted to address needs of high-enrollment programs and low-enrollment courses will be cancelled. c. Adjunct instructor hires will be eliminated and adjunct-dependent courses will be cancelled. d. Student hires will be minimized. e. Staff support of laboratories will be curtailed. f. Faculty and staff development will be curtailed. 7. Cost Savings and Efficiency Measures. (List steps taken in FY13 to decrease on-going costs, reorganize units, implement electronic solutions, sharing of resources, recycling, etc Do not include temporary salary savings due to delays in replacing positions.) a. Adjunct instructor hires were reduced. b. Student hires were reduced. c. Support of faculty and staff travel was reduced. d. Student lab fees were increased (effective FY14), but only for cost of expendables. e. Individual lab accounts were created for return of research indirect and of earnings from lab support of grants and contracts to support long-term costs, such as repair and replacement of lab equipment. 5

6 ATTACHMENT III Project/Initiative Status Report - FY13 Project/Initiative Title: Computer Systems, Mechanical, and Electrical Faculty $ Awarded: $300,000 Org #: Contact: Stephanie Ahern srahern@uaa.alaska.edu This document is intended to provide basic assessment information for each special project or initiative program funded in FY13 (identified in Attachment IV). This includes priority program funding from the Legislature, base funding through the UAA internal reallocation process, or one-time funds received. This evaluation will be used to assess the effectiveness of funded projects and programs and as part of the internal scan for the upcoming accreditation process. Please provide a brief paragraph on each question, with the total document totaling no more than two pages. 1. What were the original objectives of this initiative? (Include goals, expected outcomes, what you hoped to accomplish.) $300,000 were allocated on 12/22/11 in partial response to a request dated 11/10/11 to hire 4 new faculty members to resolve a 2010 ABET accreditation weakness for faculty strength in Civil Engineering and concerns for faculty strength in Electrical, Computer Systems, and Mechanical Engineering. 2. What was accomplished? (What actually happened? Include personnel hiring, status of funds spent, and any changes to original plans, goals, or objectives. What goals were met? Include specific outcomes of the project or initiative.) Hires were accomplished, (2) in August 2012 and (2) in January 2013, using previous School allocations to make up the balance required for all 4 positions. 3. What has been the impact? (How has UAA benefited from this initiative? Were additional courses offered or students served? What research was completed, what knowledge gained? What are the indicators that point to the impacts? How do the results further the strategic objectives of UAA 2017? How has the initiative affected UA Performance Measures?) The ABET evaluation visit of October 2012, as summarized in correspondence dated 2/2/13, found the weakness and two concerns resolved. The unresolved third concern (Mechanical) will not threaten accreditation and may yet be resolved through a UAA rebuttal. Teaching workloads are more manageable for faculty allowing improved quality of education for students, faculty advising is improved, and research success continues to accelerate.

7 4. What are the expected future outcomes of this initiative? (Where is this initiative going next? How will this initiative continue to benefit UAA and its constituents? What is the anticipated future impact on UA Performance Measures?) Continued increases in engineering student enrollment will call for future faculty increases. ABET accreditation requires minimum faculty numbers to support program delivery without reference to research success. Student/faculty ratios in the School of engineering remain well above national standards, which handicaps research innovation and education improvements. 5. Amount Spent. (As of month end: March) Expense Category YTD Expense Projected Expense Unspent Balance Personnel $150,366 $84,275 $43,470 Non-personnel $21,889 Total $172,255 $84,275 $43,470 Due to Jan hire

8 ATTACHMENT VI Incremental Request Form FY14/FY15 Title: Computers and Software Coordinator MBU Priority Ranking #: School of Engineering Priority 1 1. Request Description/Strategic Purpose. a. This request is to renew a temporary position to continue existing level of services. Funding and authority are requested to hire a permanent full-time Computers and Software Coordinator to maintain specialized SOE teaching and research software, to coordinate hardware needs of 6 SOE computer labs with ITS, to train and supervise student lab monitors, and to support audiovisual synchronous distance delivery for the Project Management program at the University Center. This position is currently being filled with a term-funded PCN. A permanent position is necessary to continue specialized support for unique hardware, software, and A/V resources, as well as for continuity as the school prepares to relocate to new and renovated buildings. This request directly supports the Strategic Directive Initiatives to increase student achievement and attainment as well as create partnerships with Alaska s public and private industries. Many students enrolled in the ESPM program are seasoned career professionals in local public and private industries. Partnerships with these industries are strengthened by the ability to provide distance education opportunities for working students. Student achievement and attainment will be enhanced by ensuring advanced hardware and software technologies are implemented and functioning in SOE computer laboratories. This position provides internal assistance to SOE faculty and staff and provides a single point of contact for UAA IT Services support. A permanent presence is required within the school to manage unique software licenses and a specialized IT and A/V equipment inventory. An embedded position within SOE enables frequent and continuous contact with faculty to verify technical requirements and ensure the latest versions of software are installed. b. How does the request advance the strategic priorities stated in the Cabinet Strategic Guidance in Attachment V? This request supports the Strategic Directive Initiatives to increase student success and to create partnerships with Alaska s industries. The position contributes to accelerated completion of high demand degree programs, to accessibility of educational opportunities throughout Alaska, and to grant-funded research opportunities. c. Does the request fill a gap, remedy a problem, or respond to an external requirement (e.g. accreditation or professional standard)? This request fill a pending gap and thus remedies a pending problem of reduces services in support of the overall SOE educational program and research productivity and of the highly visible Project Management graduate program.

9 2. Internal MBU Reallocation. There are no funds available for internal reallocation at this time. 3. Statewide System Performance Measures The measure maintains critical support for student degree completion success in engineering, a highdemand job area, and in competitiveness and efficiency of engineering research and development. The impact of not funding this request will be felt at the beginning of the academic year as reduced computers and software support is felt and begins to take toll of efficiency and productivity by SOE students, faculty, and staff. 4. Other Output Measures 5. Total Amount Requested. $87,000 Request Type Fiscal Year General Non-General Generated Number of Positions One-time Base FY14 $87,000 1

10 Title: Project Management Faculty Position ATTACHMENT VI Incremental Request Form FY14/FY15 MBU Priority Ranking #: School of Engineering Priority 2 1. Request Description/Strategic Purpose. UAA s MS Project Management Program ( Program ) within the SOE Engineering, Science and Project Management (ESPM) graduate Department has partnered with industry to produce master s degree graduates that can effectively lead and manage projects critical to Alaska s ongoing economic success across a wide spectrum of industry sectors as well as to provide on-going professional development in this field. This entrepreneurial program was launched in It is largely self-funded through super-tuition approved by the UA Board of Regents and further augmented by income from a portfolio of professional training courses. Through this arrangement, the Program funds faculty, staff, a unique e-classroom infrastructure, and all operating expenses which includes rent and utilities at University Center in the amount of $160,000/year. Since 2005, the MSPM Program has grown to a present enrollment of over 125 active graduate students with over 120 master s degrees awarded, and is the largest graduate program within the SOE. The UAA MSPM Program received PMI GAC accreditation in 2007; it was one of the first 13 university programs in the world to receive accreditation and is recognized as an academic leader in this field. In 2014, the program will undergo its formal seven year re-accreditation review. The MSPM Program also uses a unique real-time distance education delivery modality that is unique across the UA system; students can join in-class students through a real-time video link from anywhere in the world using readily accessible, off-the-shelf technologies. This approach is especially important since 99% of MSPM students are full-time working professionals whose jobs may be located outside of Anchorage, are on the North Slope on a rotational basis, are sometimes transferred to other locations during the course of degree program completion (active military, Oil & Gas and Construction), or often require business travel out of Anchorage during the semester. This approach enables students to remain active participants in the live classroom and join from anywhere in Alaska or around the world to seamlessly pursue their graduate education regardless of where they may be located at any point in time. This modality also allows the Program to provide regular, ongoing professional training to individuals and teams that may be located inside or outside of Anchorage thereby reducing travel costs and time away from critical work assignments. The MSPM Program has two faculty members and an interim director who each teach more than the accepted workload. Classes are taught each night of the week including Friday, and class size is typically students. During the day, faculty members also teach professional training courses. Faculty workloads for the past two AY s and projections for AY are summarized as follows:

11 MSPM Faculty Workload Distribution AY (units) AY (units) AY (units) Faculty Member Teaching Research Service Total (9 mos) Teaching Research Service Total (9 mos) Teaching Research Service Total (9mos) Faculty (Term) 16* Faculty (Tenure Track) Director/Department Chair (Term) *replacement in Two of the MSPM faculty members (both term positions) are carrying workloads that are significantly higher than the typical 30 unit (18-6-6), nine-month UNAC tripartite workload. In AY , they will carry an additional 29.2 units between them or the approximate equivalent of a full-time additional faculty member. The program employs adjunct faculty members to teach electives. However, the core program courses must be taught by full-time, experienced faculty members. Despite several large, grant-funded research opportunities, two of the faculty members are also unable to conduct meaningful research given high teaching and administrative loads. The Program s accreditation status may be at risk given the current faculty workloads and limited research opportunities. This request is for one tenure track faculty position funded through general funds. The current selffunding model is inadequate to fund this additional position. 2. Internal MBU Reallocation. There are no funds available for internal reallocation at this time. 3. Statewide System Performance Measures. This request directly supports the Strategic Directive Initiatives to increase student achievement and attainment as well as create partnerships with Alaska s public and private industries. This position contributes to high demand degrees awarded, student credit hours, accelerated completion of degree programs, accessibility of educational opportunities to students located throughout Alaska, and grant-funded research opportunities. 4. Other Output Measures. This position will also increase the number of professional training courses that can be offered and delivered. 5. Total Amount Requested. $118,080 Request Type Fiscal Year General Non-General Generated Number of Positions One-time Base FY14 $118,080 1

12 ATTACHMENT VI Incremental Request Form FY14/FY15 Title: Laboratory Coordinator Staff Position MBU Priority Ranking #: School of Engineering Priority 3 1. Request Description/Strategic Purpose. a. This request is for permanent renewal of a temporary position to continue existing services. Funding is requested for a full-time Laboratory Coordinator to manage the inventory of field and laboratory equipment rapidly growing within SOE. Only 50% of the salary for the position is requested. The remaining 50% of salary will be covered by soft funds generated by research and fees earned through grants and contracts, primarily within the new BP Asset Integrity and Corrosion Laboratory. A Laboratory Coordinator is required to ensure safe use and care of equipment and materials in the School of Engineering laboratories. The position provides consistent management of lab equipment and stocks inventory, including hazardous materials, and collaborates with faculty lab directors to arrange and equip effective laboratories for teaching and research. Laboratories were created and expanded in 2012 in response to ABET accreditation. As the 17 existing labs in the School of Engineering expand to 30 larger labs and shops in the new and renovated existing buildings, this position will be essential for equipping and establishing safe operations in the new laboratories. Funding is requested to make this a permanent position that will also serve as the Laboratory Technician for the BP Asset Integrity and Corrosion Lab. b. This request directly supports the Strategic Directive Initiatives to increase student achievement and attainment, create partnerships with Alaska s public and private industries, and build and sustain Alaska s economic growth through research and development. This request contributes to Grant- Funded Research Expenditures and University-Generated Revenue. 2. Internal MBU Reallocation. There are no funds available for internal reallocation at this time. 3. Statewide System Performance Measures. This measure addresses safety and efficiency of teaching and research in all the SOE facilities, especially the specialized labs, in support of student degree completion in engineering, a high-demand job area, and in support of grant-funded research. 4. Other Output Measures. 5. Total Amount Requested. $47,000 Request Type Fiscal Year General Non-General Generated Number of Positions One-time Base FY14 $47,000 1/2

13 ATTACHMENT VI Title: Machinist Staff Position Incremental Request Form FY14/FY15 MBU Priority Ranking #: School of Engineering Priority 4 1. Request Description/Strategic Purpose. a. This request is for permanent renewal of a temporary position to continue existing services. Authority and funding is requested for a half-time machinist to operate high-end programmable machine tools in support of faculty research and development and outreach activities, to train faculty and students, and to supervise safety and efficiency of the SOE machine shop and the SOE design studio. The unfunded half of salary for the position will be covered by soft funds generated by research grants and contracts and by other support fees. A machinist is required to ensure safe use and care of sophisticated and potentially dangerous industrial machine tools in both the University Lake Building Annex and the Design Studio (by the University Center). The machinist can also create high-precision prototype components for UAA researchers and assist with capstone course projects for mechanical and civil engineering students. In mid-fy13, SOE hired a temporary employee as a machinist and the value of this position was immediately realized in finely machined components for 8 separate research and 5 student capstone projects. The demand for such machining will continue to grow as more UAA researchers and others on campus become aware of the capability within SOE. Potential to generate external funds also exists from industry and corporate partners seeking fabrication of prototype components. Performance during the initial six month term of employment indicates that 50% of the position s salary can be consistently funded by external research funds. b. This request directly supports the Strategic Directive Initiatives to increase student achievement and attainment, to create partnerships with Alaska s public and private industries, and to build and sustain Alaska s economic growth through research and development. 2. Internal MBU Reallocation. There are no funds available for internal reallocation at this time. 3. Statewide System Performance Measures. This measure supports student degree completion success in engineering, a high-demand job area, as well as competitiveness and success in grant-funded research and development. 4. Other Output Measures. 5. Total Amount Requested. $47,000 Request Type Fiscal Year General Non-General Generated Number of Positions One-time Base FY14 $47,000 1/2

14 ATTACHMENT VI Incremental Request Form FY14/FY15 Title: Improvements to Transportation Lab MBU Priority Ranking #: School of Engineering Priority 5 1. Request Description/Strategic Purpose. One-time funding is requested to improve the SOE Transportation Engineering Lab through minor facilities modifications and purchase of new apparatus and furniture. These improvements were requested as part of the 2012 ABET accreditation project that created new mechanical and electrical engineering labs, but funding was not sufficient for improvements to existing civil engineering labs. The cramped marginal condition of civil engineering labs was observed by ABET visitors in October Recently realized delays in new engineering building construction make this issue a threat to future accreditation, since the next ABET visit will now likely occur before a new building exists. The Transportation Engineering Lab is currently merged with the Geotechnical and Construction Engineering Labs in the ground floor of the existing UAA Engineering Building. The Lab is utilized each year by at least 7 sections of 3 different civil engineering courses, as well as for senior capstone projects and graduate student research. Present space is inadequate to properly conduct some lab procedures. Some equipment in the lab is out-of-date. Modern apparatus is needed to educate students in current testing methods, as well as to better demonstrate materials properties and behaviors. This request will increase usable space and allow current space to be used more efficiently. The request provides for purchase of an electro-pneumatic roller compactor to prepare asphaltic material specimens and to simulate roadway compaction. The request also accommodates electrical power improvements, compressed air installation, and purchase of more space-efficient lab furniture. 2. Internal MBU Reallocation. New fiscal lab accounts were created in FY13 for more efficient application of lab earnings. Student lab course fees were adjusted to cover expendables, but not these larger longer-term costs. No other SOE funds are available to be reallocated for the proposed new equipment and facilities modifications. 3. Statewide System Performance Measures. This request directly supports the Strategic Directive Initiatives to increase student achievement and attainment in civil engineering, a high-demand job area, to create partnerships with Alaska s public and private industries, and to build and sustain Alaska s economic growth through research and development. Student achievement and attainment will be increased by incorporating state-of-the-art equipment and techniques in our curriculum. Modern testing apparatus will provide capability to partner with Alaska Department of Transportation and Municipality of Anchorage in the development, evaluation, and improvement of asphalt pavement mixtures. 4. Other Output Measures. 1

15 5. Total Amount Requested. $50,000 Request Type Fiscal Year General One-time FY14 $50,000 Base Non-General Generated Number of Positions 2

16 Title SOE Laboratory Equipment Upgrades MBU Priority Ranking #: 6 1. Request Description/Strategic Purpose. ATTACHMENT VI Incremental Request Form FY14/FY15 a. One-time funding is requested to purchase new instruments and equipment for the 19 existing SOE labs. A number of these labs were constructed in 2012 in preparation for the ABET accreditation visit that October. The new spaces were only partially equipped with devices on hand. The requested funds will allow bench-top instruments and test apparatus to be purchased for labs listed below. These items will be transferred to larger and more numerous labs of the new engineering building, when construction is complete. Modern equipment is important to teach current design and testing procedures and to demonstrate properties and behavior of phenomena and materials with engineering applications. Laboratory Director Laboratory Title Lab Location Dr. Osama Abaza Geotechnical, Construction, and Transportation Eng. ENGR 101, 101a, & 103 Dr. Muhammad Ali Rapid Prototype Modeling & Manufacturing Lab ULB Annex 18-23, Dr. Jennifer Brock Heat and Mass Transfer ENGR 110 Dr. Matthew Cullin BP Asset Integrity and Corrosion ENGR 325 Dr. Aaron Dotson Environmental Quality ENGR 106 Dr. Utpal Dutta Earthquake Engineering Research ULB Annex 15 Dr. Gennady Gienko Geospatial Image Analysis ENGR 324 Dr. Scott Hamel Cold Regions Engineering ENGR 220 Dr. William Hazelton Geomatics ETB1 Dr. John Lund Electronics ENGR 229 Dr. Kenrick Mock Computer Science SSB 172 Dr. Sam Siewert Computer Systems Prototype Assembly ENG 219 Dr. Anthony Paris Paul Crews Materials Testing ENGR 101 b, c & 105 Dr. Steffen Peuker Thermal System Design ENGR 111 Dr. Thomas Ravens Fluids Mechanics ENGR 104 Dr. Randy Moulic Computer Systems Engineering ENGR 109 Dr. Zhaohui Yang Geotechnical and Frozen Soil Engineering Research ULB Annex 13 & 17 b. How does the request advance the strategic priorities stated in the Cabinet Strategic Guidance in Attachment V? This request directly supports the Strategic Directive Initiatives to increase student achievement and attainment, create partnerships with Alaska s public and private industries, and build and sustain Alaska s economic growth through research and development. Student achievement and attainment will be increased by incorporating state-

17 of-the-art equipment and techniques in our curriculum. Researchers will have more efficient tools with which to successfully propose and conduct funded research and development projects. c. Does the request fill a gap, remedy a problem, or respond to an external requirement (e.g. accreditation or professional standard)? This request is required to meet a professional standard and to assure continued ABET accreditation. 2. Internal MBU Reallocation. (Will any funds be reallocated internally to support this effort?) UAA Advancement has been working to solicit donation of funds for lab equipment for the new building. This process takes time and has no assured level of success. The new engineering building will require as much as $10 million for new equipment to fully outfit 30 specialized labs, all larger than any existing UAA engineering labs. The funds requested are for equipment that is needed now, for which no other SOE funds can be reallocated. 3. Statewide System Performance Measures. 1 What is the anticipated impact of the requested increment on one or more of the SWS performance measures? If there is no obvious link between the request and an existing SWS Performance Measure, it is not necessary to fill out this section. Student success in engineering degree completion, a high-demand job area, will be better assured and graduates will be more competitive in the job market with skills enhanced by more modern instruments and equipment. Faculty and graduate student research will be more competitively proposed and more efficiently conducted with more modern apparatus. ABET accreditation will be continued without criticism of the predominance of outdated equipment in SOE labs. a. For each performance measure related to this request, provide the estimated timeframe for realization. (Example: This increment will increase student credit hours by FY15, because FY14 will be used to hire the additional professor. University-generated revenue and student credit hours will be impacted in FY15 by the additional course offerings provided by the new professor.) These results will be evident within two years of the new equipment purchase. The next ABET accreditation visit occurs in b. What strategy-specific sub-metric will be used to demonstrate return on investment? Which strategy specific sub-metric will be used to track intermediate progress. (Example: Program major enrollment will be tracked as a preliminary indicator of eventual increases in highdemand graduates.) c. For this sub-metric, what is the current baseline, the expected change, and the timeframe for realizing it if the requested funding is received? (Example: In Fall 2010, there were 120 program majors enrolled. This increment would grow enrollment by 20 majors in FY14. 1 For reference, please see UAA Performance 11, pp 33 ff. at

18 4. Other Output Measures. If no SWS Performance Measure is applicable, what measure will you use to assess the effectiveness of this investment? What change in the measure, from what baseline, within what time frame? Provide specific estimates.) 5. Total Amount Requested. (In the table below, list the general funds requested, any non-general fund revenue that may be generated as a result of new general fund received, and the number of positions requested. Enter the fiscal year(s) for which the request is being made.) Request Type Fiscal Year General One-time FY14 $200,000 Base Non-General Generated Number of Positions

19 Title School of Engineering Recruiting Fund MBU Priority Ranking #: 7 1. Request Description/Strategic Purpose. ATTACHMENT VI Incremental Request Form FY14/FY15 a. Achievement of the UA Engineering initiative to graduate 200 bachelors-level engineers each year calls for aggressive recruiting of high school students around Alaska. UAA will graduate nearly 90 in May The effort to attract more pre-majors and freshman majors will impact other needs of the SOE mission without dedicated funds that do not presently exist. The SOE Advising and Recruiting Center estimates expenses of $30,000 per year will allow the SOE Student Success Manager and subordinates to attend career fairs and to make well-orchestrated visits to middle and high schools in all parts of the State, to be active in support of Engineering Academies and Project Lead the Way, as well as to conduct recruiting activities with appealing materials at outreach events, such as Robotics and Math Counts competitions and summer camps, at UAA and at other venues. Advising begins with recruiting, so student satisfaction and degree completion success are enhanced with each successful recruitment to an SOE program. b. How does the request advance the strategic priorities stated in the Cabinet Strategic Guidance in Attachment V? This measure is in direct support of student achievement and attainment and of productive partnerships with Alaska s schools c. Does the request fill a gap, remedy a problem, or respond to an external requirement (e.g. accreditation or professional standard)? The request responds to the UA Engineering Initiative to realize 200 Alaska engineering graduates per year in a high-demand job area. 2. Internal MBU Reallocation. (Will any funds be reallocated internally to support this effort?) These expenses at a lower level of effort have been covered from general funds. This request will reduce the impact on other operating expenses of SOE, thus avoiding overruns. Some UA Foundation funds with appropriate discretionary purposes have been used to support outreach events that provide recruiting opportunities.

20 3. Statewide System Performance Measures. 1 What is the anticipated impact of the requested increment on one or more of the SWS performance measures? If there is no obvious link between the request and an existing SWS Performance Measure, it is not necessary to fill out this section. a. For each performance measure related to this request, provide the estimated timeframe for realization. (Example: This increment will increase student credit hours by FY15, because FY14 will be used to hire the additional professor. University-generated revenue and student credit hours will be impacted in FY15 by the additional course offerings provided by the new professor.) Enrollments in SOE programs will increase with application of the requested funds. Within a year, a 10 percent increase in applications for admission over previous years is anticipated. b. What strategy-specific sub-metric will be used to demonstrate return on investment? Which strategy specific sub-metric will be used to track intermediate progress. (Example: Program major enrollment will be tracked as a preliminary indicator of eventual increases in high-demand graduates.) c. For this sub-metric, what is the current baseline, the expected change, and the timeframe for realizing it if the requested funding is received? (Example: In Fall 2010, there were 120 program majors enrolled. This increment would grow enrollment by 20 majors in FY Other Output Measures. If no SWS Performance Measure is applicable, what measure will you use to assess the effectiveness of this investment? What change in the measure, from what baseline, within what time frame? Provide specific estimates.) 5. Total Amount Requested. (In the table below, list the general funds requested, any non-general fund revenue that may be generated as a result of new general fund received, and the number of positions requested. Enter the fiscal year(s) for which the request is being made.) Request Type Fiscal Year General One-time Base FY14 $30,000 Non-General Generated Number of Positions 1 For reference, please see UAA Performance 11, pp 33 ff. at

21 ATTACHMENT VI Incremental Request Form FY14/FY15 Title School of Engineering Faculty and Staff Development Fund MBU Priority Ranking #: 8 1. Request Description/Strategic Purpose. a. A dedicated fund for faculty and staff to travel to and pay registration for conferences and professional development short courses and training opportunity of the nature will improve satisfaction among SOE employees, keep all abreast of their specialized fields, realize research success through presentation of research and development achievements, and ultimately improve the quality of all SOE educational programs. Student success toward degree completion will be enhanced through staff professional development with application to enhance student services. Faculty professional development opportunities are most attendance of a specialty conference in another State. Staff development may have similar opportunities, with perhaps more at local and regional venues. A single event per person for 42 faculty and 19 staff could be funded with $80,000 per year. b. How does the request advance the strategic priorities stated in the Cabinet Strategic Guidance in Attachment V? Student achievement and attainment will be enhanced by student services from better trained staff and by teaching from faculty kept fully abreast of developments in their field. Faculty research success will be enhanced through contacts cultivated by attending conferences and professional meetings. c. Does the request fill a gap, remedy a problem, or respond to an external requirement (e.g. accreditation or professional standard)? No dedicated fund for this purpose has been previously allocated. Professional development is paid from general funds. 2. Internal MBU Reallocation. (Will any funds be reallocated internally to support this effort?) A dedicated fund will reduce the impact on general funds needed for regular operating expenses. 3. Statewide System Performance Measures. 1 What is the anticipated impact of the requested increment on one or more of the SWS performance measures? If there is no obvious link between the request and an existing SWS Performance Measure, it is not necessary to fill out this section. 1 For reference, please see UAA Performance 11, pp 33 ff. at

22 This measure will enhance student success toward engineering degree completion and hiring success in a high-demand job area. Networking of faculty at conferences and professional meeting will enhance research competitiveness and productivitiy. a. For each performance measure related to this request, provide the estimated timeframe for realization. (Example: This increment will increase student credit hours by FY15, because FY14 will be used to hire the additional professor. University-generated revenue and student credit hours will be impacted in FY15 by the additional course offerings provided by the new professor.) b. What strategy-specific sub-metric will be used to demonstrate return on investment? Which strategy specific sub-metric will be used to track intermediate progress. (Example: Program major enrollment will be tracked as a preliminary indicator of eventual increases in high-demand graduates.) c. For this sub-metric, what is the current baseline, the expected change, and the timeframe for realizing it if the requested funding is received? (Example: In Fall 2010, there were 120 program majors enrolled. This increment would grow enrollment by 20 majors in FY Other Output Measures. If no SWS Performance Measure is applicable, what measure will you use to assess the effectiveness of this investment? What change in the measure, from what baseline, within what time frame? Provide specific estimates.) 5. Total Amount Requested. (In the table below, list the general funds requested, any non-general fund revenue that may be generated as a result of new general fund received, and the number of positions requested. Enter the fiscal year(s) for which the request is being made.) Request Type Fiscal Year General One-time Base FY 14 $80,000 Non-General Generated Number of Positions