Similar to the state’s financial crisis, the University of Alaska currently is managing its own fiscal challenges. While our foundation remains strong, significant hurdles imposed by two powerful forces exist: the largely unmet needs for higher education in Alaska; and, dramatic funding cuts to the university system’s budget.
We are facing these challenges by adapting and making tough choices to prepare for Alaska’s future. With an unwavering commitment to both our students’ success and a standard of excellence in educational processes, the Board of Regents is resolute in working carefully with our campuses to streamline administration, expedite student progress and diversify revenue streams for future sustainability.
As a result, the university developed the Strategic Pathways framework as a long-term strategy to apply our existing strengths in support of high-demand programs through innovative learning environments and increased efficiency and affordability.
The Board of Regents believes the Pathways process is helping our university system improve its performance, while addressing redundant bureaucracy to increase cost efficiencies and expanding on the unique strengths of our diverse campuses.
As a board, we understand that change can be uncomfortable, and while such concerns are relevant, the regents have made efforts to include all voices and embrace all perspectives through a careful process of deliberation and planning.
Development of the Strategic Pathways plan relied on more than 250 faculty, staff and students, as well as a diverse cohort of community members and other stakeholders to create the options under consideration. With a strong faculty and academic leadership representation of nearly 90 members serving on 22 distinct review teams, the board has received insight from a broad range of perspectives.
Additionally, the board has carefully considered more than 2,000 emails and other correspondence, and more than 1,000 people have attended public forums to express their views. To ensure transparency at every stage of the plan, all documents related to Strategic Pathways are available to the public at www.alaska.edu/pathways/phase-2.
Pathways already has increased university efficiency. To date, of the 20 programs under review, seven were identified for consolidation. We have merged three research administration offices into one; combined three procurement offices into a single office; reduced three schools of management to two; and, combined three colleges of education into one.
The board will be considering additional options for further consolidation in Phases II and III of the Pathways process.
In the coming months, we will hold dozens of meetings with the UA community — faculty, staff and students — and partners across the state to explore options for how the university system can operate more cost effectively, while maintaining its current program excellence.
As part of reframing our future, the Board of Regents is reallocating revenue for additional priorities, including working more closely with our K-12 partners; encouraging the recruitment of more UA-educated teachers; finding new ways to partner with the private sector; increasing student enrollment; and working to address our federal land grant deficit.
Ultimately, however, it is not a classroom, a process or a budget item that will drive our success. What gives us our strength and confidence through these tough times is our greatest asset — the faculty, staff and students of our university family.
It is through a diverse array of subjects and disciplines that our dedicated faculty prepare students for careers and meaningful lives. The university provides more than 400 high-quality degree and certificate programs on its campuses — with many additional courses and entire degree tracks available through online programming.
Our university staff provides the essential services to allow UA to function day to day. Our students bring the curiosity, drive and potential to become proud and supportive alumni. Our community and statewide stakeholders — employers, donors, vendors, contractors and advocates — provide the university with the support needed to reach its potential.
The vision of the founders of the University of Alaska was to build a great university in support of a great state. We have made tremendous progress, but there is much work ahead and tough choices to be made. Now more than ever, UA must serve as the catalyst for the needed change for all of Alaska.
On Feb. 21, the regents will hold our quarterly call-in teleconference so that anyone from around the state can share their perspectives or opinions with us. Information on how to call in can be found on our webpage at http://www.alaska.edu/bor/public-testimony/.
During the next Board of Regents meeting in early March, we will carefully examine the various roles and partnerships forged between the faculty, leadership and board as we explore new ways of working together through open dialogue and collaboration on the issues we face.
While the task ahead is daunting, we are strong and resilient. With resolve and persistence, and a mutual respect for each other, we will weather the current crisis together.
Gloria O’Neill is chair of the University of Alaska Board of Regents.
