Background. The following document is a compendium derived from the discussions of August 14th at the regular study group meeting, and from previous sessions as well. At the meeting a four-part report was proposed, in keeping with a format proven successful on prior CWN reports.

• Findings
• Conclusions
• Recommendations
• Implementation Strategies

To these four major headings the group suggested adding an introductory description of the University. The items under Description were not discussed at the meeting but have been previously postulated. The majority of the items under Findings were those discussed at the August 14th meeting. A few of the findings are the product of previous discussions.

The listings under the headings of Conclusions, Recommendations and Implementation Strategies are again the product of earlier discussions, and are offered as catalysts for the up-coming sessions. Please note this is very much still a DRAFT.

I. Description of the University of Alaska (maximum of 1-2 pages)

1. Definition of “University” by Random House Webster’s College Dictionary (1998) “An institution of learning of the highest level, comprising a college of liberal arts, a program of graduate studies, and several professional schools, and authorized to confer both undergraduate and graduate degrees.”
2. A university preserves, creates and transmits knowledge
3. Three main campuses separately accredited
4. Coordinated by the University of Alaska System
5. Brief history
6. Basic attendance statistics, including context of APU, Sheldon Jackson, Charter College and other post-secondary alternatives
7. Basic academic statistics
8. Basic financial statistics; single budget line item administered by the University of Alaska System

II. Findings

1. The underlying role of the U of A is to improve the quality of life of Alaskans by offering opportunities for self improvement
2. U of A fills a broad mission. It incorporates all facets of post secondary education in Alaska, including university and community college functions.
3. Its mission is fulfilled in three ways
   1. Teaching
   2. Research
   3. Service
4. The primary university-level orientation must include a quality core liberal arts curriculum at each major campus to prepare people to think, reason and understand their role in the larger world.
5. Basic and applied research are essential elements
   1. U of A is uniquely positioned to do northern latitudes research
   2. Existing areas of expertise
   3. Flywheel effect
   4. Economic contribution to overhead
   5. Potential to derive income from patents
   6. Potential to export expertise
6. U of A offers 2/3rd the course offerings of its peers
7. U of A is a major contributor to workforce development
   1. Adult education
   2. Associate degrees
   3. Certificate programs
   4. Examples
      1. Nursing
      2. Logistics
      3. Teaching
8. U of A sets the standard of preparation by the K-12 systems for higher education in Alaska. Is the standard clearly understood? Is the standard high enough?
9. U of A has increasingly diverted resources to complete inadequate K-12 education of incoming students.
   1. 40% of incoming freshmen need remedial programs
   2. This mirrors national trends
10. State student loan programs subsidize the export of Alaska’s youth.
    1. 50% of post-secondary students attend Outside
    2. After five years, only 20% of students who study Outside return to Alaska.
11. Tuition levels are low compared to peer institutions and to national norms
12. Administrative costs seem in line or favorable compared to peer institutions
13. The Alaska scholars program is a success
    1. Higher retention rate
    2. An increasing percentage come from Alaska
    3. Incentive effect is small schools
    4. However, University natural resource income is being consumed to support this program
       1. U of A contributes to the quality of life in Alaska through athletic, cultural and intellectual events
14. Different campuses have different levels of connection to their communities
15. Effective communication, outreach and accountability are keys to success in generating public support for the University
16. The University does a substantial amount of self-analysis and comparison to peers. It has tools to understand itself well.
17. The different campuses have recently done a better job of cooperating and coordinating
18. U of A currently enjoys more effective leadership
    1. It has “turned the corner”
    2. Well positioned to move forward
19. The Board of Regents and the University of Alaska system has begun a strategic planning process
20. The three major academic units are quite different from each other and have individual missions
21. U of A is a major employer and a major economic engine in Alaska
22. Adequacy of resources, including total state funding
    1. Basic facts
    2. Tuition levels
    3. Adjusted peer comparisons

III. Conclusions

1. Adequate/inadequate funding?
2. Natural opportunities for excellence and distinction
   1. By virtue of being in Alaska
      1. Arctic science and engineering
      2. Distance delivery of education, health care
   2. By campus
      1. Each of three major campuses should have one or more centers of excellence
3. The Board of Regents must be responsible for strategic planning and asset allocation between the major academic units
4. Benefits of developing and maintaining a comprehensive strategic planning process (Currently focusing on 2009 -- the 50th anniversary of statehood)
   1. Distills a coordinated vision for the overall university and its component units
   2. Allocates resources in a planned vs. political fashion
   3. Provides year-to-year continuity
   4. Provides an understandable direction that helps students, teachers, legislators and citizens relate to the university.
5. Statewide needs that U of A could meet
   1. Keep more post secondary students in Alaska.
   2. Thoughtful analysis of public policy issues
   3. Post secondary remedial education
   4. Training for existing industries
   5. Identification of future economic opportunities and training for them
   6. Fill in needed cultural opportunities
   7. Be a catalyst for intellectual, scientific, technical and business innovation
   8. Need to create an “Alaskanized” workforce with useful training and a realistic understanding of the Alaska operating environment.

IV. Recommendations

1. (Student loans) Create incentives to keep students in Alaska, or have them return to Alaska if they have studied Outside.
2. (State funding levels) Principles legislators and the public can use to judge appropriateness of state funding levels
3. Recommendations for consideration by the administration and Regents on possible initiatives and directions to explore.

V. Implementation Strategies

Part A – report completion

1. Keep CWN Board informed of progress
2. CWN Board approves a DRAFT for circulation around the state
3. Circulate draft for feedback and commentary
   1. Web site
   2. Printed version
   3. Public presentations
      1. Juneau
      2. Fairbanks
      3. Anchorage
      4. Key University constituencies
4. Study group assimilates feedback and modifies report as necessary
5. Modified report submitted to CWN Board
6. Distribution of final report and follow-up on action items

Part B – Follow-up actions

1. Identify one or more recommendations for CWN to pursue after report completion that are achievable within 12 months.
2. Form a follow-up group to pursue these items.