The University of Alaska Fairbanks (UAF) is a Land, Sea, and Space Grant university and an international center for research, education, and the arts, emphasizing the circumpolar North and its diverse peoples. UAF integrates teaching, research, and public service as it educates students for active citizenship and prepares them for lifelong learning and careers.
University of Alaska Fairbanks Mission Statement
Board of Regents' Policy P01.01.030
- Serve Alaska's employers by enrolling and graduating students in high-demand job area degree and certificate programs, including those in teaching, engineering and health fields.
- Conduct research focused on Alaska and the circumpolar Arctic, leveraging university resources with external grants and contracts.
- Increase enrollment in doctoral degree programs.
- More credits enrolled per degree-seeking student per semester.
- Generate tuition and fee revenue consistent with maintaining access for low-income students and generate other revenue to the maximum extent possible and consistent with mission.
- Increase revenue generation from private gifts.
- Increase new student enrollment of first-time freshmen and transfer students.
- Increase student credit hour production facilitated by UAF eCampus.
- Increase efficiency in instructional expenditures per credit hour delivered.
- Publish research and scholarship, making the results widely available nationally and internationally.
|Mission Results||Core Services|
|Mission Results||Core Services|
|Mission Results||Core Services|
|Mission Results||Core Services|
|Mission Results||Core Services|
|Mission Results||Core Services|
|A: Result - Graduated more students who were qualified to take a high-demand job in Alaska.|
|A1: Core Service - Serve Alaska's employers by enrolling and graduating students in high-demand job area degree and certificate programs, including those in teaching, engineering and health fields.|
|B: Result - Increased capacity in externally-funded research, and increased conferrals of doctoral degrees.|
Target #1: Grant Funded Research Expenditures
Grant-Funded Research Expenditures (in millions of dollars)
Analysis of results and challenges: Grant-funded research expenditures totaled $110.9M in FY20, up 5.7% from FY19 and 8.1% from FY16.
UAF is the world's leading institution in the number of annual research publications about the Arctic, but needs to continue to recruit and retain excellent faculty to increase its competitive advantage. Several other U.S. universities are making large investments in Arctic research centers, and these are increasing the competition for federal dollars.
The federal deficit reduction efforts beginning in FY13 are continuing to decrease the availability of both competitive and non-competitive research funding. Other factors reducing research expenditures include loss of funding to the International Arctic Research Center from agencies in Japan, and decreasing State of Alaska agency funding of research grants and contracts.
Target #2: Doctoral Degrees Awarded
Doctoral Degrees Awarded
Analysis of results and challenges: UAF awarded 49 Ph.D. degrees in FY20, 12 more than in FY19. Doctoral student enrollments have declined by 18.6% since FY16. That decrease is partly due to the end of several grants that specifically targeted enhancement of doctoral education. UAF will be seeking additional grants of this nature.
|B1: Core Service - Conduct research focused on Alaska and the circumpolar Arctic, leveraging university resources with external grants and contracts.|
Target #1: Research Efficiency
Research Expenditures per Faculty FTE (in thousands of dollars)
Analysis of results and challenges: Research efficiency is defined as the research grant and contract expenditures, in thousands of dollars, per faculty member research FTE. The FY20 research efficiency was $265.2, marking an increase of 7.6% from FY19, and a 27.1% increase over FY16. While research expenditures over this period increased, research faculty FTE decreased, contributing to increased research efficiency. UAF secures much more research funding per faculty member than its peer institutions.
|B2: Core Service - Increase enrollment in doctoral degree programs.|
Target #1: Doctoral Enrollment
Students in Doctoral Degree Programs
Analysis of results and challenges: Ph.D. student enrollment was 316 for FY20, representing a decline of 18.6% relative to FY16. UAF's Ph.D. programs are mainly in the sciences and engineering and are strongly intertwined with external research funding and graduate student research assistantships, so the decrease is partly due to the end of several grants that specifically targeted enhancement of doctoral education. UAF will be seeking additional grants of this nature.
|C: Result - Increased the graduation rate of first-time full-time degree-seeking freshmen.|
Target #1: Baccalaureate Six-Year Graduation Rate
Baccalaureate Six-Year Graduation Rate
Target #2: Associate Three-Year Graduation Rate
Associate Three-Year Graduation Rate
|C1: Core Service - More credits enrolled per degree-seeking student per semester.|
Target #1: Baccalaureate Track15 Rate
Baccalaureate Degree-Seeking Students Enrolled in 15 Credits or More (%)
Analysis of results and challenges: Most students do not enroll in enough credits each semester (15) to graduate in the nominal time for their degree level. In recent years, about 17% of baccalaureate students attend part-time, but students classified as full-time usually take fewer than 15 credits, as the federal definition of full-time status is 12 credits. There was a significant downward trend in the percentage enrolling in 15 or more credits in earlier years, falling from 38% of baccalaureate-seeking students in fall 1998 to 30.6% in FY11. The proportion increased from FY13 through FY15, reaching 33.8%. Since then, the number has ranged between about 31% and 33%, with FY20 at 30.5%. It should be noted that student credit hour loads are variable, dependent on a variety of external factors including availability of appropriate courses, general economic conditions in the state and personal family considerations. The FY13 to FY15 increase was likely encouraged by the system-wide Stay On Track campaign, which promoted enrollment in at least 15 credits per semester in order to graduate within the nominal time for the degree sought. That campaign is no longer active.
Target #2: Associate Track15 Rate
Associate-Level Degree-Seeking Students Enrolled in 15 Credits or More (%)
Analysis of results and challenges: The percentage of associate-level students enrolling in 15 or more credits has ranged from 10% to 13% over the past five years, with FY20 remaining relatively level from the previous year. Most community campus students attend part-time and are very sensitive to external factors including local and state economic conditions, availability of specific courses and personal family considerations.
|D: Result - Generated a significant amount of revenue from sources other than the State of Alaska, such as Federal receipts, university receipts, private gifts, and student tuition and fees.|
Target #1: University Generated Revenue
University-Generated Revenue (in millions of dollars)
Analysis of results and challenges: In early estimates, University Generated Revenue was down 1.3% to $219.5M for FY20 compared with FY19, led by declines of $4.4M in Student Tuition and Fees Revenue (-8.9%) and $2.3M in Dorm, Food & Auxiliary Services Revenue (-14.2%). Over the five-year period from FY16 to FY20, University Generated Revenue was down 6.1%, mostly tracing to decreases in Student Tuition and Fees Revenue, Dorm, Food, and Auxiliary Services Revenue and Capital Improvement Project Receipts. Tuition and fee revenue has decreased 12.3% over the past five years despite rate increases; SCH generation has declined 21.0% over this period, partly due to recent decreases in the annual number of high school graduates in Alaska and partly due to the COVID-19 pandemic reducing spring 2020 enrollments. UAF also continues to be affected by reduced market appeal of the University of Alaska with increasing budget uncertainty and extensively publicized program reductions. Almost 50% of University Generated Revenue is federal grants and contracts and indirect cost recovery that is mainly derived from those. Federal receipts were mainly competitive grants or contracts supporting research, but Title III and other funds supporting educational programming are also significant. A large majority of federal grants and contracts are competitively funded based on proposals submitted by UAF, and as faculty and staff numbers are declining due to state funding reductions, it is progressively more difficult to continue to submit the large number of proposals required to increase these revenues.
|D1: Core Service - Generate tuition and fee revenue consistent with maintaining access for low-income students and generate other revenue to the maximum extent possible and consistent with mission.|
Target #1: Tuition and Fees Revenue
Student Tuition and Fee Revenue (in millions of dollars)
Analysis of results and challenges: Student tuition and fees revenue for FY20 was down 8.9% compared with FY19. Over the five-year period since FY16, tuition and fees revenue has decreased by 12.3%. Although UA tuition and fees have increased, they remain well below the WICHE average for undergraduate resident tuition at four-year institutions. SCH generation has declined 21.0% over the five-year period - partly due to recent decreases in the annual number of high school graduates in Alaska, and partly due to the COVID-19 pandemic reducing spring 2020 enrollments. UAF enrollment was also impacted in recent years by reduced market appeal of the University of Alaska overall, after several years of highly publicized budget uncertainty and program reductions.
|D2: Core Service - Increase revenue generation from private gifts.|
Target #1: Private Gifts
Private Gifts (Millions)
Analysis of results and challenges: In FY20 private gifts to the University of Alaska Fairbanks totaled $8.7M, marking a 30.0% increase from the previous year. Private gifts vary substantially from year to year due to large bequests and other major gifts, so it is also important to look at longer-term trends. The five-year average of private dollars raised is $7.1M, while the average for the previous five-year period was $9.7M. For the past several years UAF has had a focus on alumni development and individual giving. Economic uncertainty in Alaska due to very low oil prices has made some donors less able to contribute in recent years. Regardless of the economic challenges, the community support for UAF in FY20 grew, and continues on an upward trend for FY21 giving.
|E: Result - Maintain student credit hour production.|
Target #1: Student Credit Hours
Student Credit Hours (in thousands)
Analysis of results and challenges: At 137,606.5, FY20 Student Credit Hours (SCH) were 6.3% below FY19 and 20.7% below FY16. The COVID-19 pandemic had a significant impact on spring 2020 enrollments, with 68.2% of the FY19-to-FY20 decline in SCH occurring in spring 2020. By contrast, 43.5% of the FY18-to-FY19 SCH decline occurred in spring 2019, and 35.8% of the FY17-to-FY18 decline occurred in spring 2018. Reduced market appeal of the University of Alaska overall after several years of budget uncertainty and program reductions is another factor contributing to reduced enrollment and credit hour generation at UAF.
There is continued strong effort to recruit Alaskans to UAF through contacts with high school juniors and seniors and through dual credit and Tech Prep partnerships with high schools. In addition, UAF has increased efforts to recruit transfer students from western states. As discussed in that measure, online and distance education has been an area of growth in SCH. There are some positive developments for the Fairbanks economy that offer opportunities, including the basing of two squadrons of F-35s at Eielson Air Force Base and the construction of the Long Range Discrimination Radar at Clear.
|E1: Core Service - Increase new student enrollment of first-time freshmen and transfer students.|
Target #1: First-Time Freshman Enrollment
First-Time Freshmen Enrollment
Analysis of results and challenges: From fall 2018 (FY19) to fall 2019 (FY20) first-time freshman enrollment decreased by 13.1% to 671. This marks a decrease of 23.7% since FY16, and is lowest number in at least 20 years. This decline is greater than expected based on the FY18-to-FY19 decreases in high school graduates for Alaska (7.3%) or the Fairbanks area (8.7%). Reduced market appeal of the University of Alaska overall, after several years of budget uncertainty and program reductions adds to the challenge of first-time freshman recruitment.
Target #2: New Transfer Enrollment
New Transfer Student Enrollment
Analysis of results and challenges: New transfer student enrollments were down 4.1% from 320 in fall 2018 (FY19) to 307 in fall 2019 (FY20) and down 17.7% from fall 2015 (FY16). Since most transfers occur within Alaska, the decreasing number of high school graduates also has affected transfer student numbers. Low unemployment rates also appear to decrease transfer student numbers. Reduced market appeal of the University of Alaska overall after several years of budget uncertainty and program reductions also likely depresses recruitment of new transfer students. UAF has been making articulation agreements with community colleges in western states, and these are beginning to yield some transfer students.
|E2: Core Service - Increase student credit hour production facilitated by UAF eCampus.|
Target #1: Student Credit Hour Delivery by eCampus
SCH Generated by eCampus
Analysis of results and challenges: UAF eCampus SCH increased 8.0% from FY19 to FY20, continuing a strong upward trend that has produced a 36.9% increase since FY16. UAF eCampus has increased online course and program offerings steadily in recent years. A variety of steps have been taken to increase student satisfaction and success, including online course redesign, increased instructor interaction with students, and addition of student advising and support services.
|E3: Core Service - Increase efficiency in instructional expenditures per credit hour delivered.|
Target #1: Instructional and Student-Related Expenditures per SCH
Instructional & Student-Related Expenditures per SCH
Analysis of results and challenges: Preliminary numbers indicate that instructional and student-related expenditures per SCH delivered in FY20 were $914.7/SCH, an increase of 3.8% from FY19 and an increase of 7.9% from FY16. The increase in this ratio was a direct result of reduced SCH generation for spring 2020 and unexpected expenditures caused by the COVID-19 pandemic. Otherwise, cost efficiency improvements since FY16 have mainly been due to increases in instructional workload of faculty, with reduction of research and service workload. Countering those are steady increases in faculty compensation and benefits costs. Gradual future improvement is anticipated, as some low-enrollment programs are eliminated and as some courses are taught collaboratively among UAA, UAF, and UAS to increase headcount/course.
|F: Result - Disseminated high quality research for Alaska.|
Target #1: Journal Citations
Analysis of results and challenges: Citations to publications authored by UAF faculty, staff, and students numbered 42,851 for FY20, up from 42,211 last year. Strategies to increase performance necessitate increasing research grant funding through strengthening our leadership position in Arctic and Alaska research. However, increasing performance is very difficult when new and replacement faculty hires are limited and matching funds required for grant acquisition decline due to reductions in state funding of the University.
|F1: Core Service - Publish research and scholarship, making the results widely available nationally and internationally.|
Target #1: Scholarly Publications
Publications Reported by the Scopus
Analysis of results and challenges: Publications are a primary measure of basic research output. Research and scholarly publications authored by UAF faculty, staff, and students and indexed by Scopus numbered 756 for FY20, down 2.8% from 778 in FY19.
Publication numbers are substantially dependent on the FTE research faculty, the number of graduate students and staff engaged in research, and on the grant and contract revenue supporting research, as well as on the productivity of individual faculty, staff, and students. Increasing research grant funding and the number of faculty engaged in research are the main strategies to increase performance on this measure. However, publications are unlikely to increase over the next several years, due to declining faculty and graduate student numbers because of reductions in state funding of the University.
Current as of December 22, 2020