ATTACHMENT I Project/Initiative Status Report

FY14

Project/Initiative Title: CBPP Accounting Faculty Position Awarded: $126,000 Org #: 11123 Contact: Rashmi Prasad E-mail: rprasad@uaa.alaska.edu This document is intended to provide basic assessment information for each special project or initiative program funded in FY14 (identified in Attachment II). 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.) The goal of this initiative was to increase support of efforts to meet the high demand for accounting graduates and to help CBPP meet the AACSB International –The Association to Advance Collegiate Schools of Business accreditation standards for academically qualified faculty. The hiring of an additional academically qualified faculty member would allow the department to strengthen and expand the accounting program to meet the growing demand for graduates in the accounting profession. Goals included increasing the number and variety of undergraduate and graduate course offerings and developing quality online sections.

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.)

A faculty search was conducted in AY 14, but was closed unfilled due to the limited pool of qualified candidates willing to relocate to Alaska. The market for terminally qualified accounting faculty who meet the AACSB International’s faculty qualification standards is extremely competitive. A recent study indicated that the overall supply of new accounting faculty was only 49% of the number demanded. CBPP is committed to supporting the development and expansion of the accounting program, which is a high demand career area and will be conducting another search during AY 15. To enhance our efforts to attract new faculty and to demonstrate support of their research and teaching agendas, CBPP purchased the rights to two widely recognized business research databases, COMPUSTAT and CRSP. These resources are already providing our faculty with opportunities to collaborate with peers within and across disciplines on their scholarly activities.

The department has dealt with the current faculty shortage by hiring adjuncts, requesting permanent faculty to teach overloads, reducing the number of classes offered and increasing class enrollment caps, which is not necessarily the best for student learning in the discipline.

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?)

As the faculty position has not been successfully filled, the impact cannot be determined at this time, but the College is already seeing the benefit of the availability of the business research databases in the scholarly activity of the current faculty.

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?)

Once filled, the additional faculty position will allow the Department of Accounting to reduce class sizes and expand the undergraduate and graduate course offerings to meet the business world’s changing expectations of accounting graduates. Studies indicate a continuing growth in the demand for qualified accounting graduates in public, private, governmental and not-for-profit organizations. This initiative supports UAA’s 2017 Priority A, by helping CBPP meet the demand for graduates in a high-demand career field.

5. Amount Spent. (As of month end: 4/30/14)

Expense Category YTD Expense Projected Expense Unspent Balance Personnel* 34,485 35,855 Non-personnel 55,660

Total 90,145 35,855

ATTACHMENT I Project/Initiative Status Report

FY14

Project/Initiative Title: CBPP AK Native Business & Public Policy Faculty Position Awarded: $128,200 Org #: 11121 Contact: Rashmi Prasad E-mail: rprasad@uaa.alaska.edu This document is intended to provide basic assessment information for each special project or initiative program funded in FY14 (identified in Attachment II). 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.)

The principle objective was to support the creation a program of distinctive excellence in an area of natural advantage for UAA, namely, Alaska Native Organizational Management. The program concept includes coursework at the undergraduate and graduate levels related to Alaska Native Business, and the production of new knowledge related indigenous people’s organizational and business institutions through the encouragement of research agendas and the creation of a variety of institutions of scholarship: journals, professional societies and academic conferences.

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.)

CBPP was able to retain Sharon Lind (MBA, PhD Candidate, Board Chair of the Aleut Corporation) as member of the faculty and program coordinator. Ms. Lind is currently a term faculty member. We are in the midst of a search to fill the position permanently. Among the accomplishments for the program is the creation of an undergraduate minor in Alaska Native Business Management effective AY 2014-15 (pending final approval of NWCCU), the teaching of undergraduate and graduate courses related to Alaska Native Business and Native Corporations. Additional accomplishments include the creation of a program advisory board, chaired by Ms. Sheri Buretta, Chairman of the Board of the Chugach Corporation, with participation from a wide range of native corporations and institutions. The board

has functioned at a high-level, meeting regularly and assisting with the program’s development. .

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?) Efforts connected with the development of the Alaska Native Organizational Management program has helped to strengthen and deepen UAA’s ties to the native community. Pilot 1-credit courses on Alaska Native Business, taught the past two academic years, have expanded the horizons and aspirations of Alaska Native students in our business programs (based on survey feedback). CBPP faculty have become motivated to conduct seminal research related to Alaska Native Corporations, in areas such as Corporate Governance.

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?) The Alaska Native Organizational Management initiative holds great promise for CBPP and UAA. It provides a complementary curriculum that would be valuable for a wide range of undergraduate and graduate students (including those in programs outside of the business curriculum), and make the campus more welcoming to Alaska Native students in particular. The program would help recruitment efforts by making UAA attractive to Alaska Native students from all regions of the state. As the scholarship dimensions of the program strengthen and diversify, it will help to bring international recognition to UAA as a center for the study of modern institutions grounded in indigenous culture.

5. Amount Spent. (As of month end: 4/30/14)

Expense Category YTD Expense Projected Expense Unspent Balance Personnel* 102,188 5,524 Non-personnel

Total 102,188 5,524

ATTACHMENT I Project/Initiative Status Report

FY14

Project/Initiative Title: CBPP Property Management Faculty Support Awarded: $60,000 Org #: 11121 Contact: Rashmi Prasad E-mail: rprasad@uaa.alaska.edu This document is intended to provide basic assessment information for each special project or initiative program funded in FY14 (identified in Attachment II). 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.) The original objective was to support CBPP’s program in Property Management and Real Estate (PM/RE) and demonstrate UAA/CBPP’s commitment to embrace a PM/RE program track advocated for and supported by donor funding. Property management and real estate are areas of high workforce need and are rapidly professionalizing. Alaska being a vast territory with many distinctive property rights characteristics, presents a managerial challenge and educational opportunity in the area of Real Estate and Property Management.

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.)

The PM/RE program can report many accomplishments and milestones, including the development of an innovative curriculum, represented in the new BBA-Management-PM/RE concentration and the Real Estate Minor. A highly distinguished PM/RE Advisory Board is being constituted with industry representation from major property management firms (e.g. Weidner Corporation), PM/RE software firms of international repute (Yardi), Native Corporations (e.g. Bering Straits), hospitals (e.g. Providence) and key segments of the local industry. In the past year, three Memorandums of Understanding (MOUs) have been initiated and signed with the National Apartment Association (NAA); the Institute of Real Estate Management (IREM); and the Building Owners and Managers Association (BOMA) at the national level to signal their support of our offerings.

Some notable accomplishments and events include:

Weidner Celebration Event (Sept. 2013) – Over 100 industry personnel and community leaders, including Mayor Sullivan and representatives for both state senators, attended an event/presentation held in Rasmuson Hall to acknowledge Dean Weidner’s contribution to the college and to support the development and dissemination of property management and real estate curriculum.

Alaska Public Radio Network (APRN) (Sept. 2013) – In conjunction with the Weidner Celebration Event, APRN interviewed Dean Prasad, CBPP faculty, and Dean Weidner, publishing a radio piece about the community’s support of property management and real estate curriculum at UAA.

The foundation for the accomplishments of this promising program is the quality of people involved in development PM/RE at UAA. The $60,000, one-time funds allowed the college to supplement the salary of a term faculty appointment. We were able to employ Mr. Terry Fields as a Term Assistant Professor for AY 13-14. Mr. Fields brings industry experience to the program and a strong desire to connect students to employers and the industry’s professional organizations

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?)

UAA students have benefitted from having educational options which enhance their professional prospects. The BBA-Management-PM/RE concentration is designed with a strong engaged learning and internships component that will enable students to attain multiple professional certifications and enhance professional prospects upon graduation. Institute of Real Estate Management (IREM) Faculty Writing Competition (Jan. 2014) – Terry Fields’ article submission, on the topic of property and asset management, for the 2013 IREM Faculty Writing Competition was selected as the national winner and will be published in the Journal of Property Management.

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?) An academic program that increases opportunities for student success and a program of distinction for UAA: Programs that combine RE and PM are comparatively small in number in the United States, reflecting an ongoing industry

transformation. We have sought mentoring from peer institutions (Ball State University and University of Wisconsin Stout), and have carefully developed the program to be a distinctive niche, and among the first movers in the western United States. We have received strong industry support and are likely to develop a strong pool of alumni placed locally and nationally. CBPP will be submitting a request to fund a full-time faculty position in FY 16 to continue development of the PM/RE program, along with seeking additional industry support.

5. Amount Spent. (As of month end: 4/30/14)

Expense Category YTD Expense Projected Expense Unspent Balance Personnel 50,542 9,458 0 Non-personnel

Total 50,542 9,458 0

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ATTACHMENT III

Incremental Request Form FY15/FY16

Title: Communication Specialist for the College of Business and Public Policy MBU Priority Ranking #:

1. Request Description/Strategic Purpose. a. Provide a detailed narrative of the request. Include the purpose of the request and the

market demand the request is intended to meet. If applicable, include the number of students affected and specific employer demand met. For research programs, include areas of state needs met and external funding source (i.e., National Science Foundation.) The College of Business and Public Policy requests FY16 base funding to support a Communications Specialist position. CBPP is currently building a robust communications strategy for connecting with our students (current, future, and alumni) and community partners. This position is an essential part of CBPP efforts to evolve an integrated communications strategy. The Communications Specialist will evaluate alternative technologies and communications platforms, adapt them in ways that support college goals, and develop protocols for optimal use of advanced communications technologies by all college members. By providing CBPP with the resources to fill this need, our capacity to collaborate with the public and private sector will be significantly enhanced. Our college presence online is best compared to a storefront, where information must be presented in a clear and easy to navigate manner. One of our goals with this position is to increase active participation of our students in their learning experience. We can grow this initiative by building relationships with the local communities around the state. This request will help us adapt to an environment of declining enrollments by attracting future students to this college. A new generation of students that are interested in attending UAA will look first to electronic and social media platforms for information about any academic programs they might be interested in learning more about.

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b. How does the request advance the strategic priorities stated in the Cabinet Strategic Guidance in Attachment V? Develop Pathways to Success (SDI 1, 2 &3): The Communications Specialist will enable us to grow our electronic and new emerging technologies (social media) to market our programs to current and future students. Students will gain access to the information they need, such as online advising tools and be provided a clear understanding of learning objectives for courses within the College of Business and Public Policy. We will help connect our students with job shadowing programs and internships. These advancements to our communication systems are highly predictive of student success. Enhancing the impact of our Research (SDI 3, 4, and 5): Our College seeks to foster research distinction among its peer institutions. By providing an ease of access to faculty publications for the public to view and benefit from we can accomplish this goal. We will carefully showcase our research to legislators, secondary schools, and community-based organizations. This will complement other pursuits of the institution such as maintaining our AACSB accreditation, enhancing our reputation, and expanding collaboration between our faculty and other universities in academic pursuits. Outreach and Community Cultivation (SDI 1, 3, and 5): By strengthening our communication systems we will encourage more support from our local community. Student achievements will be highly visible and promoted through our growing social media presence. Alumni will be featured on our electronic media and encouraged to participate in the strengthening of our academic programs. Supporting Recruitment Efforts (SDI 5): Alaska is among the lowest performing states in terms of ability to retain its in-state college-bound high school seniors. Research has shown that a student who moves out of state to attend college is 54% more likely to remain out of state after graduation. Further, it is important to note 80% of our alumni remain in the state after completing their education. Our goal with this position will be to attract students to our programs who might not have otherwise considered attending locally. This position will directly affect how successful we are at accomplishing this goal. We will collaborate with other departments thereby strengthening UAA’s marketing and branding efforts.

c. Does the request fill a gap, remedy a problem, or respond to an external requirement

(e.g. accreditation or professional standard)? This new role fills a gap in communications with our future, current, and past students at UAA and CBPP. Accreditation efforts are assisted by moving toward an electronic

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format that we predict will be mandatory for future accreditation maintenance reviews.

2. Internal MBU Reallocation. (Will any funds be reallocated internally to support this

effort?) No.

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 FY17, because FY16 will be used to hire the additional professor. University-generated revenue and student credit hours will be impacted in FY17by the additional course offerings provided by the new professor.)

n/a

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.)

n/a

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 2013, there were 120 program majors enrolled. This increment would grow enrollment by 20 majors in FY16.

n/a

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.) We will be able to measure successful performance by using online analytical tools. This will provide measurements of effectiveness and success in the categories of page views, students following our social media streams, and the time spent online reviewing our content. We plan to analyze this data for trends towards meeting our expectations every three months. The broad goal will be to increase enrollments in programs within the College of Business and Public Policy.

1 For reference, please see UAA Performance ‘13, beginning page 16 http://www.uaa.alaska.edu/institutionaleffectiveness/upload/PERFORMANCE-13-WEB-3.pdf

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This position also reports to a college level web and social media steering committee, comprised of faculty, staff, and a student representative. These individuals assist in evaluating the performance of the communication initiatives established for the college.

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 Funds

Non-General Funds

Generated

Number of Positions

Base FY15 $82,000 1

ATTACHMENT III

Incremental Request Form FY15/FY16

Title: Entrepreneurship Initiatives at UAA MBU Priority Ranking #2

1. Request Description/Strategic Purpose.

a. Provide a detailed narrative of the request. Include the purpose of the request and the

market demand the request is intended to meet. If applicable, include the number of students affected and specific employer demand met. For research programs, include areas of state needs met and external funding source (i.e., National Science Foundation.)

The College of Business and Public Policy (CBPP) requests $300,000 in base funding support to enhance leadership and programming associated with the entrepreneurship initiatives at UAA. The entrepreneurship initiative efforts have been an important but underfunded expectation since 2007. With dedicated resources in FY 2015, CBPP, working with the recently reorganized UAA Business Enterprise Institute (BEI), will be better equipped to promote and encourage

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entrepreneurship throughout UAA, and the University of Alaska system. The broader vision guiding this initiative is to build entrepreneurial capacity in the state and positively influence economic growth in Alaska. Creating robust and cutting-edge curriculum related to entrepreneurship that attracts a wide range of UAA students is necessary to realizing the vision. Market demand exists for these services as evidenced by the hundreds of students and Alaskans that participate in existing Entrepreneurial Edge (akbizplan.org) events each year. This work is currently unfunded. In FY14 the CBPP and Business Enterprise Institute experimented with encouraging both the newly formed CBPP Student Entrepreneur Network Club and UAA Alumni Entrepreneurship Club to take over many of the responsibilities associated with entrepreneurship programming due to fiscal burdens placed on both the CBPP and BEI. The result was a reduction in quality of co-curricular programming, which was communicated forcefully to us by external constituencies. While we will continue to make efforts to sustain programming, the absence of funding and decline in quality will likely lead to discontinuation of entrepreneurial programming in FY15. Proposed Activities Requiring Base Funding:

Staffing Considerations – $186,800 $153,000 - Business Enterprise Institute Entrepreneurship Initiatives (BEIEI) Director (a

tenure track faculty position within CBPP) will work closely with the Business Enterprise Institute and the CBPP Business Administration department chair. The BEIEI Director will be responsible for developing entrepreneurship courses, conducting research and developing a UAA student “consulting” program. Due to the importance and complexity of aligning curricular and co-curricular aspects of BEIEI activities, the Director will be assigned teaching responsibilities with an interdisciplinary emphasis. The Director will be tasked with substantial outreach duties in order to catalyze the creation of a stronger entrepreneurial ecosystem in South Central Alaska.

$33,800 - Entrepreneurship Program staffing – A .5 FTE program support staff will ensure strong program development, greater market awareness, and development of additional external funding in order to achieve program sustainability.

Current BEI staff will assist with entrepreneurship program management and fiscal accounting thereby decreasing some of the fiscal and administrative burden placed on CBPP.

Entrepreneurial capacity building – to fund program expansion expenses - $113,200 UAA faculty have expanded their research productivity greatly in recent years, but success in commercializing our intellectual assets has been limited. As the university evolves a new and sustainable business model, there is an urgent need to integrate the efforts of students and faculty in commercializing research.

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$13,200 - Student Internships – Intern positions will be developed to support specific

applied and industry relevant research that has the potential to move to the marketplace. Students will be provided an opportunity to support foundational feasibility assessments and move an idea through the phases of business development for those concepts that have a high potential for commercialization. Industry will fund products that are ready for the market, but public dollars are customarily used to ensure technology readiness. Involving students to conduct the due diligence associated with ensuring that an idea is technology ready is an efficient use of resources and an effective way to ensure applied learning is imparted.

$100,000 - Entrepreneurial Edge – personal services program support, contractual honorariums for distinguished speakers, and travel funds to support faculty participation in the seminar series which climaxes with the UAF, UAS, UAA, APU joint business plan competition. Travel funds will enable faculty to attend Global Consortium of Entrepreneur Center’s annual meeting. Funds will also be utilized to cover costs associated with marketing and staging entrepreneurship events.

Anticipated Deliverables The CBPP is committed to its academic and professional leadership programs and services aimed at fostering an improved entrepreneurial culture and environment in Alaska. Key to these efforts: increasing the success rate of market-ready innovations; networking more effectively to create an entrepreneurial ecosystem with both internal and external partners; creating new multi-disciplinary learning opportunities. The end goal is to accelerate innovation and engage new pathways for industry support. Curricular and Co-curricular Entrepreneurship Education – Undergraduate and graduate

courses (with an experiential learning focus) which could be shared across the UAA system via distance delivery.

Entrepreneurship and Leadership Seminar Series - speakers will include successful entrepreneurs, researchers, investors and innovators who are focused on emerging and growing market sectors important to Alaska’s economy.

Entrepreneur Resource Center –provide technical assistance “consulting” to a minimum of 6 faculty/student projects having a high potential for commercialization in initial years and strive to grow towards assisting 12 projects per year.

Innovation and Entrepreneurship Showcase –BEI will work with the technology transfer and commercialization offices to develop an annual event whereby faculty/staff/students

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can showcase ideas with private industry collaborators or venture capital/angel investor groups that want to invest in Alaska’s innovation and entrepreneurship efforts.

Entrepreneurship Outreach and Development – CBPP and/or BEI will support and/or lead as appropriate, existing unfunded initiatives that support entrepreneurial competencies including: UA/APU Business Plan Competition; Arctic Innovation competition (with possible expansion to all UA campuses); UA/APU Entrepreneurship Bootcamp; as well as K-12 programming: Lemonade Day; Alaska Business Week; and High School E-Learning “Introduction to Business and Entrepreneurship.”

Faculty/Staff database – an inventory of University of Alaska faculty and staff expertise in high priority industry sectors will be conducted. A web-based searchable database will be developed so leveraging of talent across the system will be simplified.

Sharing Ongoing Success Stories – UAA and the University of Alaska system have many success stories to share regarding system wide engagement in economic development. A monthly success story will be published to share via electronic media and with interested stakeholders.

b. How does the request advance the strategic priorities stated in the Cabinet Strategic

Guidance in Attachment V?

Strategic Priority: The proposed entrepreneurial initiatives will strengthen academic programs, improve experiential learning, expand community outreach and engagement, enhance student enrollment and encourage collaboration across disciplines and primary campuses of the University of Alaska system. Broader collaboration with external stakeholders across Alaska will also result in alignment and involvement of state, local and tribal government officials, economic development organizations, chambers of commerce and non-governmental organizations.

This proposal of the CBPP is in alignment with and supports all five aspects of University of Alaska related to the University’s strategic direction: Student Achievement and Attainment; Productive Partnerships with Alaska’s Schools; Productive Partnerships with Alaska’s Public and Private Industries; Research and Development to Build and Sustain Alaska’s Economic Growth; and Accountability to the People of Alaska.

c. Does the request fill a gap, remedy a problem, or respond to an external requirement (e.g. accreditation or professional standard)?

Societal Need: Alaska’s prosperity will depend increasingly on private sector business expansion. The challenges and opportunities facing Alaska are both daunting and exciting. Declining federal and state resources, global competition, an ever complicated and unstable

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business environment, and an undiversified economy, could leave Alaska with serious economic and social repercussions. Yet several industry clusters or areas of opportunity exist: local and regional food systems, alternative and renewable energy, natural resource development and associated support services, cold climate housing, telecommunications and/or distance delivery technologies, as well as climate change mitigation and adaptation. These could become Alaska’s future, but no coordinated UAA-wide activities currently exist to link community and private industry with UAA-based entrepreneurial, research and teaching competencies to better align the UAA system with industry opportunities.

2. Internal MBU Reallocation. (Will any funds be reallocated internally to support this effort?) Not applicable 3. Statewide System Performance Measures.2 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.

This proposal of the CBPP supports all the priorities identified in both the UAA and UA strategic plans, playing a significant role in a healthy, thriving, dynamic university – one that has the capacity to be fully engaged not only with its students, but also with industry, public, and private partners; that expands opportunities for learning; that addresses rural economic development and Alaska residents’ needs at the local level; ensures that high quality research is disseminated and applied to the needs of today; and provides opportunities for its students to apply empirical and theoretical knowledge directly for the benefit of all Alaskans.

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.)

The overall effectiveness will be measured according to the following metrics: • Creation of leading-edge entrepreneurship programs and curriculum • Creation of leading-edge entrepreneurship co-curriculum • Quantity and quality of entrepreneurship academic credentials awarded • Quantity of credit hours elected in entrepreneurship areas • Startup businesses that transition beyond personal hobby to sustainable commercial

enterprises 2 For reference, please see UAA Performance ‘11, pp 33 ff. at http://www.uaa.alaska.edu/institutionaleffectiveness/upload/Performance-11_web-version.pdf

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• Entrepreneurial Seminars • Entrepreneurial Students in Attendance • Jobs created through new ventures or business expansion (longer term measure) • Jobs retained (longer term measure) • Private capital leveraged (longer term measure)

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 Funds

Non-General Funds

Generated

Number of Positions

One-time Base FY14 $300,000 1.5 and 4 PT

student interns

ATTACHMENT III

Incremental Request Form FY15/FY16

Title: Communications and Outreach Coordinator for the College of Business and Public Policy MBU Priority Ranking #3

1. Request Description/Strategic Purpose. a. Provide a detailed narrative of the request. Include the purpose of the request and the

market demand the request is intended to meet. If applicable, include the number of students affected and specific employer demand met. For research programs, include areas of state needs met and external funding source (i.e., National Science Foundation.)

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The College of Business and Public Policy requests $42,000 in one-time funding to support the creation of a part-time (0.5 FTE) Communications and Outreach Coordinator position. This position will raise awareness regarding the work of the College of Business and Public Policy in two critical ways. First, this position will be responsible for the creation of all types of written communications materials, including press releases, op-eds, feature stories, media advisories, newsletters, electronic communications, web site content, and other promotional materials. Second, this position will be responsible for identifying both external and internal platforms for enhancing the College's status and will coordinate faculty and senior staff to effectively utilize these platforms. The Communications and Outreach Coordinator will serve as a professional advisor to the College of Business and Public Policy Dean on external affairs matters; enhance corporate, alumni and donor relations by increasing engagement with the College; augment College recruitment efforts by helping parents and prospective students to better understand the College; assist the College in making its contribution to Alaska’s economy by bringing our research to the wider community; and, continue the work of building the Amazing Story brand.

b. How does the request advance the strategic priorities stated in the Cabinet Strategic

Guidance in Attachment V?

The Cabinet Strategic Guidance document provides an overview of the UA Statewide Strategic Direction Initiative (SDI) and outlines UAA’s “Operational Priorities and New Investment” recommendations.

Three out of the five Strategic Direction Initiatives emphasis the need for the university to forge better relationships in the community:

SDI3: Productive partnerships with Alaska’s public and private industries SDI4: Research and development to help build and sustain Alaska’s economic growth and enhance communities SDI5: Accountability to the people of Alaska

If funded, the Communications and Outreach Coordinator would focus on: Corporate and Community Relations Outreach (SDI3) – The primary way that we will enhance the College’s “productive partnerships with Alaska’s public and private industries,” is to have the resources to effectively tell our story. This position will identify areas for enhanced corporate relations; implement new programs to strengthen corporate/College of Business and Public Policy partnerships; liaise with executives in industry on behalf of the Dean; and, work with the Senior Development Officer on programs to effectively engage and recognize corporate donors.

Story Collection and technical writing (SDI4) – A college or university could have the best “research and development” in place but it will not “help build and sustain Alaska’s

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economic growth and enhance communities,” unless its community and corporate partners have access to this research. When the wider community has a better lens into the work of the College, key constituents will have a more comprehensive understanding regarding the value of the College’s research.

The Communications and Outreach Coordinator will act as the College reporter, bringing our work to the wider community. This staff member will create press releases, op-eds, feature stories, media advisories, newsletters, electronic communications, web site content, and other promotional materials as needed. They will also assist our faculty with their own outreach by providing some minor editing assistance for their articles.

External Affairs (SDI5) – In order to provide “accountability to the people of Alaska,” we must be able to effectively communicate our mission and report on our work. By telling our story to the wider community, this position will help provide accountability.

The Communications and Outreach Coordinator will create content for our collateral materials and oversee the creation of all marketing materials to meet the strategic goals of the College; provide executive consultation services to the Dean and Chairs on external affairs; work closely with the Senior Development Officer to align external affairs with development goals; and, liaise with internal and external entities, including University Advancement (UAA), UA Foundation, corporate executive and business organizations.

The Cabinet Strategic Guidance document also recommends that we “focus on the following strategically important priorities in the near term” and two (2) out of the five (5) listed are in alignment with this request:

• Augment private support of UAA by expanding the professional outreach to individuals, corporation and foundations to increase participation

• Support efforts to energize Alumni and exponentially grow active/involved constituency

To more effectively engage alumni and grow philanthropic support from individuals, corporations, and foundations, we need to be able to effectively communicate our impact to the community. Jay Love, the CEO of Bloomerang (a large fundraising software company), conducted a study, revealing that 53% of donors who leave an organization do so because of the organization’s lack of communications. Donors want impact stories and they need to know how their money was used.

c. Does the request fill a gap, remedy a problem, or respond to an external requirement

(e.g. accreditation or professional standard)?

The Dean of the College of Business and Public Policy recently contracted with ESPRIT, a local consulting firm to provide an overview of what we need to do to better position ourselves in the community. One of their primary recommendations was to create a “communications position” in the College. If funded, this position would address the

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communications gaps that this consulting firm and senior leadership have identified in the College:

1. Provide an atmosphere for giving – Right now, we have a lot of effective

work happening at the College but we do not have the mechanism to communicate about it to the wider community. This position will work to promote the College’s mission and communicate about its accomplishments to alumni, donors, and volunteers.

2. Attract prospective students -- In this time of declining enrollments, this request will help support our recruitment efforts by providing rich stories about our students and alumni, allowing prospective students to visualize their education at CBPP.

3. Manage Reputation – Since we do not have the mechanisms in place to

communicate to the community on a regular basis, we need this position to ensure that community is aware of our outstanding faculty, innovative projects, and academic offerings that are relevant to Alaska’s business world.

4. Continue Building the Amazing Story Brand Identity and Affinity –

Kristin DeSmith, Assistant Vice Chancellor of University Relations, has said that a comprehensive branding book will be coming out within the next year to assist Colleges and departments with the maintenance and propagation of the Amazing Stories brand. However, without this position, the College of Business and Public Policy will not be able to effectively continue the branding work that the University Relations department has already invested in.

2. Internal MBU Reallocation. (Will any funds be reallocated internally to support this

effort?)

3. Statewide System Performance Measures.3 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 FY17, because FY16 will be used to hire the additional professor. University-generated revenue and student credit hours will be impacted in FY17by the additional course offerings provided by the new professor.)

n/a

3 For reference, please see UAA Performance ‘13, beginning page 16 http://www.uaa.alaska.edu/institutionaleffectiveness/upload/PERFORMANCE-13-WEB-3.pdf

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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.)

n/a 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 2013, there were 120 program majors enrolled. This increment would grow enrollment by 20 majors in FY16.

n/a

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.)

We will evaluate the effectiveness of this new position in three different areas: Corporate and Community Relations Outreach – Right now, we have corporate involvement on a limited basis at the College. With the advent of this position, we would be able to increase this involvement and provide more follow-up. For instance, if a corporate supporter spoke as part of our Leadership track, we could provide better follow-up with stories of impact and also try and broaden involvement in such programs, allowing other business sectors to participate. Measure: First, we will track how much corporate interaction we have from the business community on campus. Second, we will identify public and internal opportunities for our Dean and other faculty to speak to various constituents. Once they are identified, this position will track the number of engagements as an indicator of success.

Story Collection and technical Writing – Right now, there is limited communication coming from the College. The few press releases and op-eds that are being produced come directly from faculty with little support from staff. Without staff support for our communications effort, what little that is happening is not coordinated or tracked and the public is often not aware of the work happening at the College.

Measure: Our initial goal will be for 80% of faculty to be covered in a story, 100% of College events involving community members will be covered. The College also intends to produce at least 2 stories about each of the departments/ISER and 1 story about each program. All of these goals will be used to measure the effectives of the position.

External Affairs – Almost all the collateral materials for the College are out of date. In fact, only three programs have had any emphasis put on their collateral materials in the last year. This position would help ensure that all departments will maintain a fresh look that is consistent with overall College and UAA branding.

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Measure: This position would update collateral materials and/or webpages for all six (6) departments, our top priority programs (2-3) and the Institute of Social and Economic Research (ISER) over the course of a fiscal year. 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 Funds

Non-General Funds

Generated

Number of Positions

One-time FY 15 42,000 0.5 Base

C://PBAC FY16 Incremental Requests – Attachment III.docx