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|
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|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: Preliminary grant-funded research expenditures totaled $162.4M in FY22, up 19.2% from FY21 and 60.8% from FY18.
UAF's unique geographic location and natural laboratory environment make it a research destination for scientists around the world and have helped position UAF as a top Arctic research university. In FY22, ~90% of the research revenue was concentrated in 5 UAF units: Geophysical Institute, College of Fisheries and Ocean Sciences, Institute of Arctic Biology, International Arctic Research Center, and Institute of Northern Engineering. UAF has continued to grow its research prominence and revenue, despite increasing competition for federal dollars from a growing number of Arctic research centers and universities. The University of Alaska Fairbanks is currently ranked number 2 globally in citations for Arctic research, contributing 87.6 percent (15,310 of 17,473) to the overall citation count.
Target #2: Doctoral Degrees Awarded
Doctoral Degrees Awarded
Analysis of results and challenges: UAF awarded 32 Ph.D. degrees in FY22, 23 less than in FY18 and 7 less than in FY21. The top three majors for doctoral degrees awarded in FY22 were Biological Sciences (8), Fisheries (4), and Engineering (3). The decrease over the five-year period is partly due to the end of several grants that specifically targeted enhancement of doctoral education. The doctoral student numbers are projected to rebound as UAF continues to seek similar grants to support PhD cohort hires.
|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 preliminary FY22 research efficiency was $389.57, marking increases of 15.0% from FY21 and 70.2% over FY18. Faculty FTE have fluctuated with a 4.5% increase in faculty compared to FY21, and a 4.8% decrease compared to FY18. At the same time, research expenditures have increased consistently from FY18-FY22 contributing to an impressive gain in research efficiency.
|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 311 for FY22, representing an 1.0% increase from FY21 and a decline of 11.1 % from FY18. The decline in doctoral enrollment from FY18 corresponded to decreased enrollment in Interdisciplinary Studies and Clinical-Community Psychology among others, while Indigenous Studies, Geoscience, and Biological Sciences did see growth. The increase from FY21 was due to additional enrollment of 7 students in Geophysics which balanced out the loss of enrollment in Engineering, Clinical-Community Psychology, and Interdisciplinary Studies among others. UAF continues to focus on generating new revenue sources to increase the numbers of Ph.D. students to meet its aspirational strategic goal of achieving Tier 1 Research Status Carnegie classification.
|C: Result - Increased the graduation rate of first-time full-time degree-seeking freshmen.|
Target #1: Baccalaureate Six-Year Graduation Rate
Analysis of results and challenges: UAF's FY22 baccalaureate 6-year rate means that 43.8% of the students who entered as full-time first-time freshmen in Fall of 2015 graduated with a baccalaureate or equivalent degree by the end of the sixth academic year following initial enrollment. This rate reflected a rise of 5.5 percentage points from 38.3% in FY18 and is embodied in a continuous year-on-year improvement since then.
Target #2: Associate Three-Year Graduation Rate
Associate Three-Year Graduation Rate
Analysis of results and challenges: For students pursuing Associate Degree, Certificates or Occupational Endorsements, 20.9% of the fall 2019 entering cohort received an award by the end of the third academic year following initial enrollment. This rate reflected a decrease of 5.8 percentage points from 26.7% in FY18. Enrollment in one- and two- year degrees is heavily impacted by economic factors and the availability of employment, with enrollment and retention rising when unemployment is high.
|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 and this is a growing issue. In recent years, about 39% 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 only 12 credits. The percentage of baccalaureate-seeking students enrolling in 15 or more credits fell from 32.6% in fall 2017 to 23.5% in fall 2021. These declines in credit hour loads can be attributed to lingering impacts from the COVID pandemic, personal family considerations, general economic conditions in the state and availability of courses to match a student's personal schedule.
Target #2: Associate Track15 Rate
Associate-Level 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. The percentage of associate-level students enrolling in 15 or more credits also fell slightly from 11.9% in fall 2017 to 10.9% in fall 2021. These declines in credit hour loads can be attributed to lingering impacts from the COVID pandemic, personal family considerations, general economic conditions in the state and availability of courses to match a student's personal schedule.
|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: Preliminary University Generated Revenue for FY22 was 301.8M, up 19.7% from FY21 and 41.3% from FY18, an increase attributed to the growth of Federal Receipts by 19.6% and 73.5% during those same time periods. Increases in University of Alaska Receipts, Indirect Cost Recovery, and Dorm, Food and Auxiliary Services also contributed to the overall increase, which were offset by decreases in Inter-Agency Receipts, Student Tuition and Fees Revenue, CIP Receipts, and Interest Income. Federal receipts were mainly competitive grants or contracts supporting research, but Title III and other funds supporting educational programming are also significant. Tuition and fee revenue has decreased 8.9% over the past five years despite rate increases; SCH generation has declined 18.3% over this period, partly due to recent decreases in the annual number of high school graduates in Alaska and partly because of decreased enrollments due to the COVID-19 pandemic. About 59% of University Generated Revenue is federal grants and contracts and indirect cost recovery that is mainly derived from those. A large majority of federal grants and contracts are competitively funded based on proposals submitted by UAF. Federal revenue has increased even though faculty and staff numbers declined over the reported period due to reduction in State funds.
|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 credit hours for FY22 were down 3.8% compared with FY21. Over the five-year period since fall 2017, preliminary tuition and fees revenue has decreased by 8.9%. Although UA tuition and fees have increased, they remain below the WICHE average for undergraduate resident tuition at four-year institutions ($8,734 vs $10,028 per https://www.wiche.edu/wp-content/uploads/2021/10/2021TuitionFeesReport.pdf). SCH generation has declined 18.3% 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 enrollment from spring 2020 forward. In an effort to increase enrollment, UAF invested in several Strategic Enrollment Planning (SEP) initiatives each year since FY20 that include increased advising, new in-person and online courses and degree development based on market needs, expanding marketing and recruitment presence on the west coast, counselor fly-ins to showcase UAF offerings, establishing virtual and in-person middle college to grow dual enrollment opportunities, more effective web-presence and enrollment communication, support for Alaska Native Success Initiative and Student Success Center, a focus on wellness and increasing a sense of belonging, and expansion of the Honors and Climate Scholar Program.
|D2: Core Service - Increase revenue generation from private gifts.|
Target #1: Private Gifts
Private Gifts (Millions)
Analysis of results and challenges: Private philanthropy to UAF has steadily increased since FY18. In FY22 private gifts to the University of Alaska Fairbanks (UAF) totaled over $14.8M, marking a 50% increase from the previous year. This success is a result of strategic efforts to invite more people in many different ways to support the university, as well as an increase in the stewardship of UAF's current supporters. The impact of philanthropy at UAF in FY22 was shared on the Gifts at Work page: https://uaf.edu/giving/impact/gifts-at-work.php. One notable transformative philanthropic investment in FY22 was the creation of a new chair at the College of Liberal Arts: the Steve and Cynthia Holmberg Choral Director Endowed Chair, made possible by $2.8M gift commitment from Steve Holmburg '89.
|E: Result - Maintain student credit hour production.|
Target #1: Student Credit Hours
Student Credit Hours (in thousands)
Analysis of results and challenges: Student credit hours (SCH) continue to decline. At 125,869, FY22 Student Credit Hours (SCH) were 3.1% below FY21 and 18.3% below FY18. The COVID-19 pandemic continues to affect SCH rates.
There is continued strong effort to recruit Alaskans to UAF through contacts with high school juniors and seniors and through dual enrollment partnerships with high schools. In addition, UAF has increased efforts to recruit transfer students from western states with the strategic placement of admissions counselors in Washington/Oregon and California. Online and distance education has been an area of growth in SCH, with eCampus and distance learning increasing from FY18-to-FY22 by 54.4%. A notable increase for FY21 was attributable to the rapid conversion of the majority of UAF course offerings to distance delivery in response to the COVID-19 pandemic.
|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 2020 (FY21) to fall 2021 (FY22) first-time freshman enrollment increased by 1.8% to 666. This marks a decrease of 18.0% since fall 2017. The decline was influenced by decreases in high school graduates, which dropped by 1.8% for Alaska and 2.2% for the Fairbanks area in 2021 compared to the previous year. Overall, Alaska high school graduates have declined 12.9% since FY17. The COVID-19 pandemic depressed enrollment during FY20 with many 2020 high school graduates choosing to delay entry into college for a variety of reasons, including financial challenges, lack of child care, and lack of in-person course offerings. To combat declining first-year student rates, UAF has expanded dual enrollment under the Alaska Advantage and the North Star College programs, as well as recruitment efforts in the Lower 48 with place-based admission counselors in Oregon/Washington and California. UAF also expanded online course and program offerings, increasing distance learning opportunities for students residing outside of Fairbanks.
Target #2: New Transfer Enrollment
New Transfer Student Enrollment
Analysis of results and challenges: New transfer student enrollments were up 28.1% from 292 in fall 2020 (FY21) to 374 in fall 2021 (FY22) and up 17.2% from fall 2017 (FY18). To promote targeted recruitment, UAF has placed two regional admission counselors in Washington/Oregon and California. UAF has also 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 decreased 7.1% from FY21 to FY22, but increased by 53.4% since FY18. A significant proportion of FY21's increase can be attributed to courses being delivered online in response to the COVID-19 pandemic. During FY22, course delivery transitioned toward more traditional in-person offerings as COVID-19 restrictions eased. In general, 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. UAF eCampus has increased online course and program offerings steadily in recent years. Notably, UAF eCampus partnered with edX to deliver 12 courses and 2 professional certificate programs through a massive online open course format, referred to as AlaskaX. By summer 2023, course offerings on AlaskaX will increase to 37 courses and 11 programs. During the reporting period, about 30,000 learners representing 184 countries participated in AlaskaX courses. While this activity is not reflected in the measure of student credit hours, it serves as an incredible global marketing opportunity to attract students to formal UAF academic programs.
|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: Instructional and student-related expenditures per SCH delivered in FY22 were $994.8/SCH, an increase of 7.4% from FY21 and an increase of 17.5% from FY18. The increase in this ratio was a direct result of reduced SCH generation for FY22 and increase in faculty compensation costs. Gradual future improvement may be anticipated as UAF grows enrollment through a series of Strategic Enrollment Planning Initiatives that UAF has either already implemented or plans to implement.
|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 50,423 for FY22, up 10.1% from last year and up 23.1% from FY18. The specific measure reported is the number of citations of papers published during the last complete 5-year period (in this case, calendar years 2017 through 2021).
|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 817 for FY22, up 2.1% from 800 in FY21 and 13.8% from 718 in FY18.
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.
Current as of September 14, 2022