Goals & Measures


During its February 2022 meeting, the Board of Regents formally adopted updated goals and measures for the University of Alaska system

  • To promote shared mission, values, and key priority areas
  • To approve metrics, measurements, targets and priority focus areas to gain focus through 2027
  • To create a process which encourages and empowers faculty and staff to contribute discrete initiatives to support UA Goals, and support systemwide dialogue that will foster and build positive relationships


Goals and measures graphic


The future well-being of the state economy requires diversification, innovation and new industry. The University of Alaska system is uniquely suited to drive change in our economy and to educate graduates who will lead a new era of economic development. To meet the challenge of transforming Alaska’s economy we must increase the number of scientists, mathematicians, engineers, technicians and other innovators working in the state. We must also monetize our research through the attainment of invention disclosures, patents and discoveries that benefit Alaska’s economy. We must overcome historically low educational attainment rates, addressing disparities in rural education opportunities and shifting the culture of education in the state. The economy and workforce landscape of Alaska is changing rapidly and we must prepare for a new wave of employment opportunities that will require more than a high school diploma. According to national research, by 2025, 65 percent of jobs will require some form of post-secondary education. If K-12, vocational programs and UA education can prepare Alaskans for these jobs, Alaskans will fill them.

Measure Current Baseline Three-year Average (FY19-21) FY27 Target
Student Credit Hours – Total Enrollment, Fall Semester (closing) 169,127 207,000 218,000
Headcount – Total Enrollment, Fall Semester (closing) 20,745 25,000 26,000
Graduates – Total Degrees Awarded (academic year basis) 3,996 4,196 4,500


The university’s students are its most valuable constituency. Not only is it our responsibility to provide for student success, but we must encourage them to graduate in a timely manner. Degree attainment means inspiring more college-going, working to educate more skilled graduates, and providing degree programs that lead to future success. The educational success of students attending the University of Alaska is among its highest priorities.

Measure Current Baseline Three-year Average (FY19-21) FY27 Target
Graduation Rate – Undergraduate Degree-Seeking First-Time, Full-Time Freshman (six-year rate) 41% 39.1% 41%
Student Retention Rate (first year) 66% 51.1% 70%
Capture Rate of UA Scholars, Top 10% of High School Graduates, Fall Semester (closing) 30% 33% 45%
% of Prior Year Graduates Living and Working in Alaska 89% 90% 90%
K-12 School Satisfaction with UA ( First and Second Year Teachers) 95% 95% 95%
Number of Students in Dual Enrollment Programs 2,117 2,248 3,640


Research contributes to every aspect of Alaskan life – it drives innovation and discovery, spurs outside investment, generates a significant percentage of UA’s annual revenue and is critical for future growth. UA leads the world in Arctic research, which provides the foundation of our international reputation. We are a leader in climate research, atmospheric and biological science, geophysics, cold climate engineering, and natural resource management. We advance basic and applied knowledge by engaging on complex social, scientific and economic issues; and, we work to solve real-world challenges that will benefit our people, communities, environment and economy. Alaska is a living laboratory of glaciers, permafrost, oceans, subarctic climate and ancient cultures. UA is uniquely situated to study these rapidly changing ecosystems and to help our people, environment and economy adapt. UA is part of a national network of public research universities that account for 66 percent of all university research and development expenditures and which conduct much of the nation’s core STEM research. 

Measure Current Baseline Three-year Average (FY19-21) FY27 Target

Annual Expenditures from Research Grants and Contracts ($000s)




As the University of Alaska system examines how best to position itself to meet the future needs of Alaska and its students, steps have been taken to reduce administrative and operating costs to free up funds for investment in high priority programs and services. A series of initiatives administrative reviews at each university and the System Office have, and will continue to shape and restructure the university system. The system continues to work to mitigate state funding decreases by increasing alternative revenue sources through enrollment growth strategies, philanthropic giving, land grant initiative and by containing costs.

Measure Current Baseline Three-year Average (FY19-21) FY27 Target

Administrative Cost as a Proportion of Total Expenditures*




Earned Revenue Dollars ($000s)




Total Number of Donors




Private Philanthropic Dollars Raised ($M)




% of Students Receiving Non-Loan Financial Aid (by academic year)




% of Students Graduating with Debt




Average Debt of Graduating Students



<WICHE*** median

*Administrative cost defined as institutional support personnel expenditures

• Institutional Support - Includes expenditures related to executive services and other institutional support functions. These services include the following: the office of the President, chancellors' offices, business offices, accounting, budget, EEO/AA, educational properties management, facilities planning and construction, finance, human resources, information services, institutional research, internal audit, investment properties management, legal counsel, payroll, procurement, records, risk and hazardous materials management, systems maintenance, university relations, support for the assemblies and the Board of Regents.

• Personnel Expenditures - Expenditures for the staffing costs of the budget request unit or allocation. The costs include salaries, premium pay and benefits for all permanent and non-permanent positions.

**FY21 includes largest estate gift of approximately $15M

***The WICHE Commission oversees the development of WICHE programs and assures that the Western Regional Compact is carried out for the benefit of the citizens of the West. WICHE’s 48 commissioners are appointed by the governors of the 15 Western states and the U.S. Pacific Territories and Freely Associated States. The commissioners are leaders in higher education and include state higher education executive officers, college and university presidents, legislators, business and community leaders, and other key partners.

The University of Alaska System, guided by the Board of Regents, is committed to improving the participation and success of Alaska Natives through educational achievement statewide, and improving Alaska Native representation and success throughout the University of Alaska system.

We have an action plan for each university to address and overcome challenges and institute the changes we want to see to address the glaring equity gaps we see in the data on our native students, and increase the diversity of our entire system.  We will recruit and hire Indigenous faculty and staff to have a workforce that reflects our Alaska Native population which is about 20% in the state. The more integrated we are -- the more diversity that we have in all of our programs -- the stronger we become.

The outcomes will be visible and tangible changes to make all our students, faculty and staff feel welcomed and supported, and to foster an open, inclusive and vibrant educational experience across our university system.

Measure Current Baseline Three-year Average (FY19-21) FY27 Target

% of Students – Other Underrepresented Heritage




% of Students Receiving Pell Grants (by academic year)




Graduation Rate – Undergraduate Degree-Seeking, Indigenous, First-Time, Full-Time Freshman (six-year rate)




% of Students – Indigenous Heritage




% of Faculty – Other Underrepresented Heritage




% of Faculty – Indigenous Heritage




% of Staff – Other Underrepresented Heritage




% of Staff – Indigenous Heritage




Priority Focus Areas

Priority focus areas

Priority focus areas include: increasing enrollment; developing workforce and economic development initiatives; promoting Arctic policy, research and leadership; strengthening teacher education through the Alaska College of Education Consortium; advancing the Alaska Native Success Initiative; building finance industry partnerships; increasing fisheries and ocean sciences presence in Southeast; and revising business models for efficiency and modernization.