FY 04

UAA Engineering and Science Management Program 4/8/2023FY 03 Phase II Initiative Form Submittal Page 1 of 91

FY03 Initiative FormPhase II

Emailed (April 6 th ) to [email protected] and [email protected] for review.

Title: Creating Masters Degree in Project Management ANDExpanding The UAA Engineering & Science Management (ESM) Graduate Program

Initiative Area: Engineering, Economic Development & Natural ResourcesMAU and Campus: UAA EngineeringContact Name: Jang Ra, Ph.D., PMP, Professor and Head Phone & email: Voice: 786-1862 email: [email protected]

Is this proposal a _ X _ new program _ X _ enhancement of an existing program (BOTH)

Budget: GF$: $350,000NGF$: $220,000

Total Budget $: $570,000

Provost Comments 7-24-01

Proposal is important, well developed and responds to important state needs. There is a question as to whether the research focus was necessary at this point of program development. It was reduced to $100K by the planning group, a change supported by SAC at present, to fund an additional FTE faculty and support.

1. Provide a description or abstract of the initiative. Include modifications based on comments during the Phase I process.

As the State of Alaska continues to broaden its economic base, one emerging economic star is our expanding high value-added service base in fields such as engineering, module fabrication, and information technology systems. Today, major Alaskan-based engineering management entities such as VECO, US Army Corps of Engineers Alaska District and Arctic Slope Regional Corporation are exporting design, project and

mailto:[email protected]




construction management, and information technology to domestic lower 48 and international markets as well as expanding organically to meet increasing local statewide demands. The near future will require ever increasing management and leadership capabilities for impending projects such as missile defense, natural gas line, and statewide transportation and sanitation infrastructure upgrades. Each of these projects will require many high-level management and leadership personal, not just during design and construction, but also more importantly over the much longer term operations phases. The UA system is in an ideal position to train these technology-oriented managerial resources, if we make wise investments in the UA system over the next few years. The demand is in place. If UA does not supply the resources, outside sources will, once again, be sought.

The UAA ESM Graduate Program must be expanded to offer additional management training in specialized technological areas that the State of Alaska critically needs. These areas include intelligent transportation systems, construction management, IT, environment, oil and gas project management, etc. Presently, the ESM program curriculum is designed for offering general technology-based management knowledge and skills such as project management, operations management, finance, legal, contract, risk, and systems management.

An expanded ESM Program will be expected to be a self-supporting unit after being assisted by the University for the first three years and be named as "Technology and Project Management Program (TPMP)." It will continue to offer existing master’s degrees (MSEM & MSSM) and professional training, as well as generate state-level research projects through the support from government and industry. A new Masters Degree in Project Management (to be accredited by Project Management Institute) will be added.

All major impending projects in Alaska: missile defense, natural gas line, rural sanitation upgrades, etc. will require integrated technological knowledge and skills based on team approach. Currently, none of the academic units within the University of Alaska System will be able to meet the expected demand for highly trained technology-oriented managers and leaders. Without sound investment in the statewide ESM Program, the University will lose a window of opportunity to meet public and private sector demand to high caliber managerial and leadership talent. At current estimated schedules, missile defense will ramp-up within one year. Once filled by ‘outside’ sources, these high level management and leadership positions may be difficult to fill organically, as turnover is generally low.

UAA ESM’s Background and Key Achievements (1998-present):The ESM Program at UAA has demonstrated the need for the FY 03 Initiative through doubling student enrollments over the past three years, while all other UAA engineering

The ESM is the most demanded graduate program at UAA Engineering, reflecting, in part, the demand private and public sector service-

based organizations are placing on their existing staff resources to upgrade management and

leadership capability.


graduate programs have suffered a decline in student credit hours, as has overall UAA graduate enrollment. (See Item 3) In addition to its doubled enrollment, ESM Program on top of its normal workload:

Made Ph.D. studies available to the students at UAA in cooperation with UAF ESM, currently with active 3 students plus several prospective students

Received $165,000 research grant from Alaska DOT&PF, additional $40K will follow

Secured the donation of $1million worth software packages from the Primavera Co Offered customized, national-level project management training to:

10 project managers at CTG, Inc in Anchorage (8 days) 17 project managers at Alyeska Pipelines Co. in Valdez (4 days) 15 project managers at various organizations in Anchorage (2 credits)

Maintained the only graduate engineering courses during summer sessions Taught BA377 twice in summers in response to the UAA CBPP’s request Taught 3 semesters at UAF and co-advised one UAF Ph.D. student who is now

Assistant Professor of the West Point US Military Academy Participated in UAA Logistics Program and created a new Logistics course Participated in UAA American Russian Center’s Russian Training Project (schedule

for FY 02 at over $2M)

Furthermore, this ESM’s FY 03 Initiative has been strongly supported through about 50 letters of support from active and prospective students, alumni, research sponsors, technology community members. (Attachment A).

2. List the outstanding issues or state needs this initiative is addressing. How does initiative relate to UA value of responsiveness? Provide data and cited sources to support this assertion. If possible, this should include projected trends and anticipated need.

First, the UA has embarked on a program to retain outbound college students. The initiative expands this to the graduate level to entice and retain undergraduate students, regardless of undergraduate roots, into the UA system.

Second, the UA has embarked on process to supply undergraduate (and by extension graduate) alumnus to meet organic demands. The ESM Program initiative will immediately meet the demands for management and leadership capability in the emerging higher-value service based economies in Alaska.

Third, the UA has developed a superior program to bring international students to our system, with strong Asian ties at UAF and strong Russian Far East ties at UAA. A unique opportunity exists to develop an international graduate student program with South Korea through Dr. Jang Ra. Dr. Ra has recently returned for a short visit to Korea to promote the UAA ESM and Global Logistics Programs with very successful results.

“Korea sends about 100,000 students out to study abroad every year to learn foreign languages (mainly English--75K students alone) and to study foreign degrees from K-12 to Ph.D. (25K students). One half of them come to the USA. Do you know how many Korean international students are in the UA system? Only ONE student is at UAA right now! Alaskan education is unknown to Korea (and maybe many other Pacific Rim countries), even though Korea ranks 3rd as a trade partner with Alaska after Japan and Canada. All of the foreign study information materials that were researched in Seoul do not contain any information about Alaska. Alaska is the only US State not listed. Unless our State policy is to not have Korean students in our territory, it must be rectified.

FYI, most of the U.S. Engineering Management Graduate Programs have a significant number of international students, about 50-90%. In order to be a world leader and a globalized educational player, not to mention added economic benefits, the UA system should be changed….”

From Dr. Jang Ra’s Korea Visit Report


Providing ‘hard numbers’ for higher-level managerial and leadership needs over the next few years can be misleading owing to the timing of several major projects. However, each of the following major projects will require hundreds of personal trained and experienced in courses provided solely through the UA ESM Program:

National Missile Defense Alaska North Slope Natural Gas Line Denali Commission Rural Sanitation Improvements Statewide Transportation Infrastructure Improvements Statewide Aviation Infrastructure Improvements Intelligent Transportation System Initiation

Specific coursework demanded by these projects solely provided the UA ESM Program includes:

Engineering Economic Modeling Project and Construction Management Decisions Under Uncertainty Logistic Systems and Management Total Quality Management (Quality Leadership) Systems Dynamics and Modeling

Currently both UAA and UAF ESM Programs generate 15 to 20 graduates per year with approximately 30-percent leaving the state due to military obligations. Demand for ESM graduates is expected to triple to quadruple as the above projects initiate. Considering the two to three-year lead-time, the ESM FY 03 Initiative is the ideal time to ramp up to meet anticipated demand.

With the exception of the ANS Natural Gas Line, the other projects are either underway or near assured owing to Alaskan congressional delegation influence. If UA is not able to


meet demand for these managers and leaders, supply will be sought from outside (non UA) sources.

UAA ESM Program has been actively involved with the Project Management Institute (PMI) local chapter for over 15 years. PMI is the international professional organization representing project and construction managers. PMI local chapter leaders have recognized the impending need for managers and leaders; their letter of recommendation and support is included in Appendix A (see Daniel J Steffan, Past President, PMI Alaska).

3. Describe the expected outcomes of this initiative and the indicators by which you will measure progress?

Since Fall Semester 1998 the UAA ESM Program has experienced the following possible growth trend:


ESM Graduate Program's Enrollment Growth with other Engineering & UAA Graduates

Source: http://simon.oir.uaa.alaska.edu/SemesterReports.htm

Fall 98 Spr. 99 Fall 99 Spr. 00 Fall 00 Spr. 01ESM Graduate 93 126 117 150 132 193Eng Graduate w/o ESM 642 466 444 370 435 271UAA Graduate 6568 6401 5739 5322 5676 5469

Fall 98 Spr. 99 Fall 99 Spr. 00 Fall 00 Spr. 01ESM Graduate 100% 135% 126% 161% 142% 208%Eng Grad w/o ESM 100% 73% 69% 58% 68% 42%UAA Graduate 100% 97% 87% 81% 86% 83%

Fall 98 Spr. 99 Fall 99 Spr. 00 Fall 00 Spr. 01ESM Graduate 1% 2% 2% 3% 2% 4%Eng Graduate w/o ESM 10% 7% 8% 7% 8% 5%UAA Graduate 100% 100% 100% 100% 100% 100%

Student Credit Hours

Student Credit Hours % Growth from Fall 98

Student Credit Hours % based on UAA Graduate

Student Credit Hours Growth % from Fall 98

40%

60%

80%

100%

120%

140%

160%

180%

200%

220%

Fall 98 Spr.99

Fall 99 Spr.00

Fall 00 Spr.01

ESM Graduate

Eng Grad w/o ESM

UAA Graduate

This graph does not include ESM's extra training activities:10 people at CTG in 9917 Alyeska Pipeline Co in 0015 ESM590 (2 credits) in 00ESM Summercourses3 UAF semester courses

2 BA377 summer courses


Expected outcome will be three items once this initiative is fully supported:

First, double ESM student enrollment over next three years from 200 to 400 credit hours

Second, develop international graduate student component, ten new international students in three years

Third, double externally funded research grants over next three years from $150,000 to $300,000. External research partners will include:

Alaska Department of Transportation and Public Facilities US Department of Transportation Transportation industry in Alaska Alyeska Pipeline Service Company Federal Aviation Administration Private corporation funding, primarily Phillips Alaska and BP (Alaska)

Exploration*

* The UAA ESM Program currently has a BP (Alaska) Exploration employee as a graduate student scheduled to commence doctoral studies in Engineering and Science Management through a collaborative UAF/UAA effort starting fall 2001 with doctoral research support from his employer.

4. If applicable, describe the national, professional or discipline-based skill standards the program will be addressing.

The Project Management Institute (PMI) www.pmi.org is the leading standard for excellence in management through their internationally recognized Project Management Professional (PMP) certification, based on their Project Management Body of Knowledge (PMBOK). The FY 03 ESM Initiative will adhere to the provisions of the PMBOK and Project Management graduate program graduates will be fully trained to successfully complete the technical knowledge portion of the PMP certificate examination upon degree completion. Dr. Ra is a certified PMP since 1991.

Further ESM Program graduates will be trained under international standards for quality management and leadership under ISO 9000. The UAA instructor (Mr. Claude Vining) for Quality Leadership course is currently undertaking ISO 9000 certification for the entire Pacific Division for the US Army Corps of Engineers (over 15,000 employees, civilian and uniform). He will bring this expertise to the UAA ESM Program for the emerging service based industries vying for international projects, such as VECO and Arctic Slope Regional Corporation subsidiaries. The ISO 9000 quality procedures certification is required for most international projects and is becoming the de facto standard for domestic organizations for quality assurance standards.

http://www.pmi.org/


5. Describe the relationship of this program to existing programs. If it is a new program, justify this expenditure as opposed to providing resources for similar existing programs or services. If not, how does it dovetail and enhance existing expertise across the system in the most efficient manner?

The UAA ESM Program compliments the UAF ESM Program. In fact, both programs have a very solid working relationship, reflecting the desire to have the major UA campuses working as a team. Both UAA and UAF ESM Programs had exchanged the instructors, had co-chaired a recent UAF ESM PhD graduate and have collaborated to allow UAA ESM coursework be accepted with no constraints toward a UAF PhD degree. These cooperated activities are unique among UAA/UAF departments.

Also, the UAA ESM Program has had a long and successful relationship with UAA’s MBA Program, with at least three cross-listed graduate courses. This reflects the long-term working relationship to use complimentary resources to provide the best educational environment for graduate students without minimal duplication of university resources. Many UAA ESM Program graduate students are encouraged to include UAA MBA course and vice versa, if their professional interests are best supported through courses. We expect to continue these working relationships.

6. Describe target populations and geographic areas served by this initiative?

Target populations will be the following:

Anchorage-based engineering enterprises; both local firms and branch offices of nationwide firms

Alaska Department of Transportation and Public Facilities Alaska Department of Environmental Conservation Major Anchorage-based oil and gas corporations Alaskan Native Corporations, particularly their Engineer, Procure and Construct

(EPC) subsidiaries Alyeska Pipeline Service Company Alaska Native Tribal Health Consortium (Alaska Rural Sanitation Lead) US Army and US Air Force Officer Corps US Army Corps of Engineers, Alaska District

The FY 03 Initiative will expand to include a wider statewide target population, specifically in the Kenai, Kodiak, Valdez, North slope and Juneau services areas. If sufficient student interest is present in these areas, coursework can be designed around alternative schedules (i.e. 8-hour Saturday sessions; full weekend sessions, etc) to reduce overhead costs. Also, the FY 03 Initiative will establish limited daytime classes for international students, as that target population expands, both with existing Russian Far East and possible new Pacific Rim area students.


7. List existing and anticipated partnerships, both internal and external. What will each partner contribute?

Anticipated partners include:Anticipated Partner Relationship ContributionAlaska Department of

Transportation and Public Facilities

ExternalExisting and Anticipated

ITS research funding and grants

US Department of Transportation

ExternalAnticipated

ITS research funding and grants

Primavera SoftwareExternal

Existing and AnticipatedProject Management Software Donations

BP (Alaska) ExplorationExternal

Anticipated

ESM PhD Student (Pending) support funding

for current employee

UAF ESM ProgramInternal

Existing and Anticipated

Continued collaboration and co-chair for UAF/UAA PhD

Students

Alaska Russian Center (ARC)

InternalExisting and Anticipated

Participant in developing Project Management

training for Russian Far East Petroleum Module

EPC Program (ARC Lead)

UAA MBA ProgramInternal

Existing and Anticipated

Continued collaboration in development of new cross-listed coursework between Programs and the Global

Logistics Program

8. Please check the needs for technology and distance delivery support listed below and provide details where requested. Please consult campus IT professionals if needed.

The FY 03 ESM Initiative Program does not need new IT infrastructure at this time. We have requested a new “Smart Classroom” in order to provide improved classroom instruction. The “Smart Classroom” is being requested through different funding channel: UAA TIG (Technology Innovation Grant) and will serve the entire UAA School of Engineering, both graduate and undergraduate.

9. List staff and faculty requirements expressed as FTE’s; describe scope of duties and responsibilities for each.

The UAA ESM Program currently has 1.2 FTE faculty (Dr. Jang Ra 1.0 FTE and Dr. Herbert Schroeder, 0.2 FTE) augmented with three adjunct instructors (Dr. Ted


Eschenbach, Ms. Cindy Thomas, MS, JD, and Mr. Claude Vining, MS). The current 1.2 FTE faculty teach all required core courses for the UAA ESM Program, adjunct instructors teach elective courses. Adjunct instructors are either UAA ESM Professor Emeritus or specialists in their professional fields (law, quality control, engineering economy) and compliment academic coursework with ‘real world’ situations so important to developing graduate students management skills.

The UAA ESM Program is introducing one more new course Fall Semester 2001, Advanced Project Management after adding Logistic systems and Management in Fall 2000.

In order to offer new courses for the Technology and Project Management Program (PTPM) and the proposed new MS in Project Management, two new FTE faculty positions will be needed. In addition to general Technology & Project Management skills and knowledge, their responsible specialties would be

1.0 FTE faculty position and 1.0 FTE research associate position in Intelligent Transportation Systems (ITS) area

The Alaska Department of Transportation and Public Facilities (ADOT&PF) has awarded $165,000 in grants to the UAA ESM Department this past year and expects to continue similar grants over the next few more years as federal ITS funding becomes available. The UAA ESM Program is the preferred vehicle for ADOT&PF to use, owing to our coursework and training is ideally suited to ITS needs. No other UAA Program can meet these needs without extensive, and costly, retraining and ‘ramp up’. The proposed two new UAA ESM FTE faculty and research associate positions is being structured to meet the ITS needs anticipated by ADOT&PF.

1.0 FTE faculty position and 1.0 FTE research associate position in Natural Resource Development with Environment Management area

This area is the main source for the state budget, but it is also the most controversial management subject in Alaska. These envisioned positions will seek for research grants and teach our students to become future leaders in this area.

1.0 FTE Administrative Staff position for managing an expanded program.

This position will be responsible for ESM program administration, local and international student recruitment, web maintenance, research support. With over 500 UAA&UAF ESM alumni, we see a strong need to develop our ESM network. The alumni of the ESM program reads like a who’s who of the engineering and science community in Alaska. The alumni are an incredible resource to the University and we should tap this resource for future research opportunities.

The future of ESM Program is visualized in the following diagram:


10. Describe the facilities required to accomplish the goals of this initiative. If existing facilities are to be used, explain how this will impact programs currently using this space.

The existing UAA School of Engineering has inadequate classroom, office space, support staff, and computer systems to accommodate the requests in the UAA ESM FY 03 Initiative. The following facilities will be required:

Faculty, research associate, admin staff offices: 5Research meeting conference room: 1

The UAA ESM Program has a separate request for a “Smart Classroom” and when approved, some existing School of Engineering room modifications may need to be undertaken, as was recently completed for the School of Engineering PC lab expansion. These modifications will be completed through the Technology Innovation Grant process.


11. If the initiative is intended to have increased funding phased over a period of years, provide estimates of the total GF and NGF funding needs over the time period.

GF Estimate: $350,000NGF Estimate: $220,000

Basis for ESM FY 03 Initiative Funding Estimate

General Fund Distribution Item Unit Cost Total CostNew faculty, 2.0 FTE $90,000 $180,000Administrative Staff, 1.0 FTE $50,000 $50,000Research Associates, 2.0 FTE $60,000 $120,000

$350,000Non General Fund Distribution

Item Unit Cost Total CostPrimavera Software, Donation $20,000 $20,000ADOT/PF Research Grants $200,000 $200,000

$220,000

The additional costs for “Smart Classroom” will be supported through two separate funding sources, the UAA American Russian Center’s 2 year $2.3 million Russian Training Project Grant and the UAA Technology Innovation Grant. Both are expected to initiate next year.


12. Please provide budget detail below. For student related initiatives, NGF contributions may be inserted by budget officers at a later date if no contribution is indicated. For research related initiatives please specify the anticipated grant funding in addition to any staffing needs associated with the grant.

EXPENDITURES FY 03 FY 04

71000 Salaries & Benefits $340,00072000 Travel $5,00073000 Contractual Services $074000 Commodities $075000 Equipment $5,00075025 Land/Buildings $078000 Miscellaneous $0

Total Expenditures $350,000

REVENUES FY 03 FY 04

General Fund10030 GF – Match10040 GF – State Appropriation $350.00010250 Science & Technology10370 GF – MH Trust

Subtotal General Fund $350.000

Non General Fund

10020 Federal Receipts10070 Intra-Agency Receipts10100 Interest Income10150 Auxiliary Receipts10380 Student Tuition & Fees10390 Indirect Cost Recovery10480 UA Receipts10610 CIP

Sub Total Non General Fund

Total Revenue $350.000

POSITION COUNTS FY 03 FY 04

Full TimeExecutiveStaff 1United Academics 4ACCFTCEA

Total Full Time Positions 5

Part TimeStaffUnited AcademicsACCFTCEA

Total Part Time Positions

Attachment: Letters of Support from ESM students, alumni & friends


Jang Ra, Ph.D., PMP, Professor and Head of ESM 1. Bill Johnson, PE, CRW2. Marty C. Miksch, Program Manager - Brown & Root3. David E. Gunderson, Project Manager, Alcan General. Inc4. Paul G. Varady, ITS/CVO Administrator State of Alaska DOT5. J.R. Hemsath, Technical Integrity Consultant, BP Amoco6. Scott E. James, Air Force officer7. Mary A. Souviney, Ret, USA, ADOT&PF8. Keo Bailey, ANC TRANSPORTATION, CH2M Hill9. LTC Tom Himes, USAF Montgomery, AL10. Abigail Welcyng, FAA11. Douglas Cobb, Meridian12. Steve Schwicht, P.E., PMP, Dowl13. Matt Rude, UAA ESM Graduate Student14. Major Steve Roemhildt15. Capt John J. Allen, Jr. USAF16. Rick Mitchells, PE17. Gary Kretchik, Alaska Airline18. Steve Schwicht, P.E., PMP19. Samuel Atta-Darkwah, Unocal Alaska20. MICHAEL J. HARNER, Capt, USAF, Chief, Base Development, 3rd CE Squadron 21. Christa Connors, Corrpro Companies, Inc.22. Dr. James M. Buckingham, LTC, Engineer,

Assistant Professor, West Point US Military Academy23. Bob Pawlowski, Captain, NOAA (Ret), MNI24. Erling Westlien25. Karl Schaeffer26. JOSEPH M. RIZZUTO, Capt., USAF27. Christopher G. Sopcak, BS, MS, MBA,28. Douglas E. Lockwood, II, FAA29. Kevin Gardner30. Byron N. Calton, Analyst, Southwest Research Institute (SwRI)31. LINDA G.ROBERTSON,TSgt,USAF, SABER Project Manager, 3 CE Squadron32. Edward J Stelacio, 1LT HHD 59 SIG BN(n)33. Robert S. Devereaux, PMP, VECO34. Stephen Hammond, Civil Engineer/Engineering Project Manager35. Joann Mitchell, P.E. USKH36. Scot Berrian, Captain in the US Air Force37. Ernie Ramos.38. Walter R. Wilson, FAA39. Dennis Meiners, Alaska Energy Authority40. Dr. Ted Eschenbach, P.E., Professor Emeritus of ESM

UAA, Editor, Engineering Management Journal41. William R. Reiter, P.E., Chief of Engineering, 3rd CE Sq. Elmendorf AFB, AK42. "Tim Bridgeman" <[email protected]>43. Bob Bechtold, a retired Army Major44. Steve Politsch, BLM45. Steve Nigg, a Mechanical Engineer employed by PDC, Inc46. Dr. David A. Wyrick, Ph.D., P.E.


Head and Associate ProfessorDirector of Engineering Management Graduate StudiesDepartment of Industrial EngineeringUniversity of Minnesota Duluth

47. Christopher Turletes, retired Army Corps of Engineers Lieutenant Colonel48. Rodney Robertson, Chairman and CEO International Homes of Cedar, Inc.49. Daniel J Steffan, Past President, PMI, Alaska


February 22, 2001

To: ESM students, alumni and friendsFrom: Jang Ra, Professor and ESM Graduate Program Chair; [email protected] Subj: UAA Engineering and Science Management Program Needs Your AttentionCC: Robert Miller, UAA SOEngr Director [email protected]

Dan Johnson, UAA Provost [email protected] Lee Gorsuch, UAA Chancellor [email protected] Mark Hamilton, UA President [email protected]

First, thanks goes to each of you for helping us achieve our ESM Program’s 40th year anniversary. You have helped make the ESM Program one of the oldest and most successful programs at UAA. An invitation will be sent to each of you for our April 27, 2001 anniversary celebration, but mark your calendars now: April 27, 2001, UAA Campus Center Pub.

I have some important ESM business I need to share with each of you. The purpose of this memo is twofold: Reinforce that your ESM Program has demonstrated remarkable growth; and Ask your support for five items to meet increased demand for ESM graduates

Background and Key AchievementsThe UAA School of Engineering’s ESM Graduate Program has doubled its student enrollment over the past three years under a reduced faculty force. All other UAA engineering graduate programs have suffered a decline in student credit hours, as has overall UAA graduate enrollment. (See Attachment 1)

In addition to its doubled enrollment over the past three years, ESM Program on top of its normal workload:

Established Ph.D. Program in cooperation with UAF ESM, currently with 3 students

Received $165,000 research grant from Alaska DOT&PF, additional $40K will follow

Secured the donation of $1million worth software packages from the Primavera Co

Offered customized, national-level project management training to: 10 project managers at CTG, Inc in Anchorage (8 days) 17 project managers at Alyeska Pipelines Co. in Valdez (4 days) 15 project managers at various organizations in Anchorage (2 credits)

Maintained the only graduate engineering courses during summer sessions Taught BA377 twice in summers in response to the UAA CBPP’s request Taught 3 semesters at UAF and co-advised one UAF Ph.D. student who is now

Assistant Professor of the West Point US Military Academy Participated in UAA Logistics Program and created a new Logistics course Participated in UAA American Russian Center’s Russian Training Project

(schedule for FY 02 at over $2M)

As many of you know, your ESM department was unable to fill the vacant second faculty position with a near ideal candidate due to an unacceptable salary package offered by the university. Further, some items essential to maintaining our program quality are







beginning to suffer. Your ESM needs your assistance in five specific areas, as summarized on the next page.


1) New Full time UAA ESM Professor at Assistant or Associate Level.We have several excellent, experienced candidates to fill our UAA ESM faculty position, but we must be able to offer a respectable salary. Currently we have an imposed absolute salary ceiling of $60,000. ($45K in ’99; $50 to 55 in ’00) Last year’s market averages for ESM related positions are:

Assistant Associatewww.acadpers.ucsb.edu/Scales/TABLE3.pdf $ 67,600 $ 80,100http://www.aacsb.edu/publications/newsline/view.asp?year=2000&file=wnsalsurv_3t.html $ 69.800 $ 75,500

We are requesting your support for a $70,000 limit for Assistant and $80,000 for Associate Levels. Final negotiated salary will depend on qualifications, experience and on-campus interview findings, but we cannot lose another opportunity for an experienced, well-qualified ESM faculty candidate for non-competitive salary reasons.This faculty not only teaches typical ESM graduate students in their mid-30s with about 10-years professional experience, but also expands the program’s growing research capability.

2) Maintain competitive compensation for high-quality ESM adjunct faculty.

As you are aware, your ESM Program relies heavily on experts in adjunct capacity in several fields, such as Total Quality Management, Legal Principles, Engineering Economy, and Industrial Statistics. Unquestionably, our ESM students are better as a result of these experts. We have several new courses we would like to offer including Quality Leadership, advanced Simulation Modeling, Financial Engineering, Energy & Environmental Management, Telecommunications, IT, Intelligent Transportation, etc. We need your help in dedicating $30,000 annually for adjunct instructor salary, the materials and continuing education they need for effective instruction.

3) Designated ESM Program ManagerWe have initiated our first UAA and UAF ESM alumni activities, newsletters and an improved local and international student recruitment program. We have elected to conduct these services directly through our ESM program to maintain a sharp, results-oriented focus. With over 500 ESM alumni, we see a strong need to develop our ESM network. I am requesting your assistance to help secure a dedicated ESM Program Manager position. This position will report directly to me and be responsible for ESM program admin, local and international student recruitment, web maintenance, research support. This full-time position will require annual allocation of $50,000.

4) Reconsider the ESM’s FY03 Initiative Proposal (See Attachment 2)Our FY03 Initiative has been blocked. The FY03 Initiative is the fundamental plan for our near-term growth and must receive an objective review and evaluation by considering the ESM department’s demonstrated capabilities and success. Selected FY03 Initiatives can be found at http://www.alaska.edu/swacad/FY03-areas/engineering.html.

5) Our new “Smart Management” Classroom (See Attachment 3)Your ESM Program is specifically dedicated to technology management education and, regrettably, we are facing obsolesce in our class environment. Funding for creating a Smart Management classroom that has been rejected three times by UAA Technology Innovation Group (TIG) without any explanation. I need your support to have UAA TIG

http://www.alaska.edu/swacad/FY03-areas/engineering.html

http://www.aacsb.edu/publications/newsline/view.asp?year=2000&file=wnsalsurv_3t.html

http://www.acadpers.ucsb.edu/Scales/TABLE3.pdf


provide justification for their decisions and assist me in supporting the need for this basic academic infrastructure for the ESM Program.How to HelpI recognize UAA administrative leaders and President Hamilton are constantly balancing budget requests from many competing sources, and like any effective organization, priorities must be established. Your ESM has held several focus meetings with ESM students and alumni over these past few months to determine this list of our five key short-term priorities to meet the market demand for our program graduates. This list of five items represents the key, fundamental items we need to maintain a quality product and keep our customer’s expectations met. That is fundamental reason I and the other ESM faculty are here, to provide high-quality graduates that will exceed any organization’s expectations.

I am proud that we have continued to grow our department in spite of declining enrollments in other UAA graduate departments. This alone, however, may not be adequate justification for UAA administrative leaders and President Hamilton to allocate necessary funds for our five items.

According, we have a three-step plan to achieve these five items:

1) Provide this information and our five-item request to our ESM students and alumni, UAA administrative leaders and UA President Mark Hamilton. UAA administrative leaders and President Hamilton have always expressed a sincere interest in our continued success and our graduates. It is my responsibility as Program Chair to see that efficient and effective management of university resources are employed to meet and maintain our program’s success. I believe we have done so by any objective metric.

2) Request ESM alumni and students forward letters or emails of support for these five items to UAA administrative leaders and UA President Mark Hamilton; email addresses are listed on the first page. Please feel free to contact me directly for more details or any questions.

3) Two to three UAA ESM alumni / current students have offered, on their own time and expense, to meet with UAA administrative leaders and President Hamilton, in Fairbanks if necessary, during the next two months to personally address any questions or concerns these officials may have regarding our five items.

A Last NoteI have been overwhelmed with the level of interest and support ESM alumni and students have shown in serving on focus groups, assisting with ESM program direction and concern over our program’s quality and needs. I never expected this ‘return-on-investment’, and am, and will forever be, indebted to each of you.

With my deepest respect,Jang…

Attachments: 1. ESM Student Credit Hours Data2. Unselected ESM’s UA FY03 Initiative by UAA Engineering3. Rejected ESM Smart Management Classroom Proposal


Bill Johnson

2410 Foxhall Drive

Anchorage, Alaska 99504

2/24/01

Dear Mark Hamilton,

I am currently enrolled in the engineering science management program at the University of Alaska, Anchorage, and will graduate in May 2001 with an MS degree. I am writing you to consider increased support in the ESM program at UAA.

My BS degree was in engineering, and like most undergraduate engineering programs, due to the emphasis

on technical skills such as math and science, other important courses that develop professional skills such

as management, decision making, public speaking, and financial courses were limited. I feel that the ESM

program at UAA has been instrumental in rounding out my education and has provided me with essential

skills necessary to succeed in the engineering environment. After I graduate, I plan to continue to take ESM

courses to further develop myself as a better engineer.

I strongly urge you to consider the 5 requests (below) for increased support for UAA's ESM program.

Without a strong ESM program, many engineers and technical people in Alaska will not have the opportunity

to develop the critical skills and education that today's employers and the public demands.

Sincerely,

Bill Johnson, PE

Reauests for Increased Support

1) New full-time UAA ESM Professor.

2) Maintain competitive compensation for ESM adjunct faculty.

3) Provide designated ESM Program Manager

4) Reconsider the ESM's FY03 Initiative Proposal

5) Proved "Smart Management" Classroom


Gentlemen:As a 1999 graduate of the ESM Program, I am honored to respond to Dr. Ra'srequest for support for the expansion of this program. Having received myundergraduate degree in 1977 and coupled with 20+ years of experience inmanagement, I entered the ESM program skeptical at best that any valuecould be received from it. However, I was very wrong. The four years Ispent completing the program were very informative, not just from theinstruction received but from the other students (colleagues) attending atthe same time. On nearly a daily basis when being faced with a managementdecision, I extract upon knowledge obtained from the ESM program to eitherhelp in making that decision or in reinforcing the one already made. Ihave 20+ years experience working with a multi-billion dollar constructionand engineering company and have been around the world, and this programhits the nail on the head in assisting professionals in the field to becomebetter managers.

I strongly support the departments request for the following:

1. New full time UAA professor 2. Competitive compensation for Adjuncts 3. ESM Program Manager 4. Reconsideration of FY03 Initiative Proposal 5. Smart Management Classroom

I should hope that the success and longevity of the program coupled withthe current increase in ESM enrollment while the remainder of theenrollment is declining, would provide evidence as to the value and demandfor the program and weigh heavily in your decision to fund the departmentas being requested.

Thanks for your time,Marty C. MikschProgram Manager - Brown & Root


Gentlemen:

The following opinions are sent with selfish intent in an effort to influence your budget decisions. I am a graduate student in the ESM program, and a Project Manager for Alcan General, a commercial buildings general contractor during work primarily in Anchorage and Fairbanks. I want the ESM program to grow and improve because it will increase the value of my masters degree. I am also a firm believer in continuing education, and since there are no Construction Management or Construction Engineering degree programs in Alaska, the ESM program comes the closest to filling a need for construction companies in Alaska.

I request the following to allow the ESM program to continue to improve:

1. That UAA provide adequate funding for an additional UAA ESM Professor. To hire professors with less experience than most of the students does a disservice to the students. I got my Bachelors of Science in Construction Management 19 years ago. I expect the professors from whom I am taking classes to be qualified to expand my level of expertise.

2. That UAA provide an adequate budget for high-quality adjunct faculty for the ESM program. When I was doing research into a masters program I looked at distance learning in a Construction Management Masters program, but decided that a very important part of my learning was face-to-face interaction with my professors, and with my fellow students. If the ESM program doesn’t attract high quality professors, adjunct faculty, and students, the quality of my continuing education will be decreased.

3. That additional financial support be provided to the ESM program so an administrative position can be filled to support Dr. Ra’s efforts to keep the ESM web site updated, recruit local and international students, assist with research projects, and to keep a network of ESM alumni alive and viable.

4. That you reconsider the ESM FY03 Initiative Proposal. This continues to provide the ESM program an opportunity to grow and improve.

5. That funding be provided for a “Smart Management” Classroom. If the training in new technology doesn’t come from the local university, Alaska will continue to fall behind the rest of the country as a viable location for business opportunity. Students leave Alaska to go engineering programs, and construction management programs in the lower 48 because our programs are either non-existent, or not as strong as they need to be to compete with programs “outside”.

I continue to support the Construction Management program at Colorado State University because I want my degree to improve in the credibility it provides. I would like to promote the construction industry’s support of the programs at UAA, but they must be given an opportunity to grow, and become stronger. I am also very interested in pursuing a Ph.D. in ESM, but unless the program has the additional UAA support outlined above, I am afraid I would be getting a Ph.D. with little value and credibility.

Thank you for your time and consideration. Please feel free to contact me a (907) 563-8787 should you have any questions.

David E. GundersonProject Manager, Alcan General. Inc.


Mark Hamilton, UA PresidentUniversity of AlaskaFairbanks, AK 99775

Lee Gorsuch, UAA ChancellorDan Johnson, UAA ProvostRobert Miller, UAA SOEngr3211 Providence DriveUniversity of Alaska AnchorageAnchorage, AK 99508

Dear President Hamilton, Chancellor Gorsuch, Provost Johnson andDirector Miller,

I am the Intelligent Transportation Systems for Commercial VehicleOperations Administrator (ITS/CVO) for the Alaska Department ofTransportation. As a professional project manager, I have enjoyed theopportunity to work closely with Dr. Ra and students of UAA ESMprogram. The projects that Dr. Ra and his research assistants haveaccomplished for our department have been very beneficial to the Stateof Alaska in the development of ITS. I am also impressed with thecaliber of students that the program produces. However, I am concernedthat the quantity of professional project managers and lack of researchfacilities in the area of Intelligent Transportation Systems (ITS) isshorthanded.

ITS, includes the application of computer, electronics andcommunications technologies and management strategies in an integratedmanner to increase the safety and efficiency of the surfacetransportation systems. The Intermodal Surface Transportation EfficiencyAct (ISTEA) of 1991 and the Transportation Equity Act for the 21stCentury (TEA-21) emphasized ITS technologies be mainstreamed into theintermodal and multi-modal transportation plans of the states who usefederal funds for their transportation projects. In order to achievethis goal, we need to ensure that there are adequate resources, (people,funding and research facilities).

Alaska has been very fortunate to receive funding from federalearmarks for ITS deployment. However we are at a point that projectdemand exceeds our capabilities of production as a result of a lack ofresearch facilities and qualified professional ITS program managers.

Because of the lack of qualified ITS professional personnel andresearch facilities, Alaska DOT&PF has been forced to advertise outsideof the state to fill ITS needs. I support Dr. Ra’s proposal to expandthe UAA ESM Graduate Program to offer additional management training andbe renamed the Technology and Project Management Program (TPMP). Thisprogram will begin to meet the resource needs of not only ITS, but I amsure other technical project needs through out Alaska, i.e. future oiland gas development, natural gas pipelines etc.

In today's high tech society, technical projects require integratedtechnological knowledge and skills based on a team approach and advancedresearch and development. With the expansion of this program UAA will


not only fill a high tech resource void in Alaska, but will becomerecognized as a leader in technology management including ITS.

I have also attended several briefings in the computer labs of theSOE. Although these labs are conducive for one-way instruction, it wasvery difficult to have interaction with the participants. Dr. Ra hassuggested the use a “smart computer classroom.” The use of such aclassroom would increase the efficiency and effectiveness of theinstructor. However, as a greater benefit, students would gaininvaluable experience in the ability to interact with each other. Asthese students move into the workforce, they will find that inmanagement they will need to communicate with their peers as well astheir superiors. It is important that the educational systems that arepreparing tomorrow's leaders provide as much “real life” experience asit does teaching theory.

I realize that in order to accomplish this expansion, the programwill need to increase faculty, staff and equipment. In doing a firstlook CBA, the long range benefits, for the State and University will faroutweigh the costs. As a project manager, I continually verify andvalidate program plans. In evaluating the expansion of the current ESMprogram to the TPMP to meet current technology management needs, I findthat it is not only doing the thing right, it is the right thing to do.

If I can be of further assistance, please do not hesitate to call meat 345.7750.

Sincerely,

Paul G. VaradyITS/CVO Administrator State of AlaskaDepartment of TransportationMeasurement Standards & Commercial Vehicle Enforcement


Folks:I wanted to take this moment and encourage you to send off a note to theUniversity administration - I'm also encouraging myself to do the same asschedule has not permitted me that opportunity yet. I know we're all busy.

A little background on myself for perspective. I am finishing up myMaster's this spring - it is my second masters degree, and it is my plan tostart the doctorate program this summer. I am full time employee havingbeen with that big foreign oil company for 26 years (although I have to saythat when I started, the company had Standard in its name) and am on theroad 20 - 30% of my time, so I understand the time constraints we all have.

For me, having a quality University program in the community I live in hasalways been important even if I was degree seeking. It provides a resourcein terms of faculty and research that is taking place, it provides theopportunity for very specific consulting as well as the opportunity forcontinuing education.

UAA and the ESM program are at a cross-roads. The University and the ESMprogram can truly make a difference in our community and even in theemployment/new business sector if - they move forward. To get to thatplace, a nudge (a shove) is going to be necessary from the key stakeholders- the Alumni and Students. My undergraduate degree is from the Universityof Michigan and while that might be considered a big school the alumni andstudents play a major role in the universities direction. I am notexaggerating when I say that some of the direction the College ofEngineering has taken has been a direct result of the Engineering alumnigroup and I am not talking about funding. The Michigan alumni truly feel asense of ownership in the program and I believe that the ESM Alumni can andshould take a similar ownership.

So I encourage you all to drop a note to Mark Hamilton, if you want aspecific example - the proposal for a smart computer classroom is a goodone. The fact that this has been turned down is an absolute crime - inrelative terms this is a very small request ($50,000, I'd feel morecomfortable with $75,000) that will have great leverage not only in theclass room situation, but as a resource for corporate training and quitehonestly as a test bed for us all as we look at our own work and how we canwork and network together at meetings.

If you've read this far - thanks for your patience. If you have anyquestions that I might be able to answer, please let me know. But most ofall I encourage you to take some action, support this program and resourceand get in touch with the University administrators. I also encourage youall to attend the ESM reunion on April 27.

Regards,

J.R. HemsathTechnical Integrity Consultant907.564.5310 http://alaska.bpweb.bp.com/oi

http://alaska.bpweb.bp.com/oi


TO: Mark Hamilton, UA PresidentLee Gorsuch, UAA ChancellorDan Johnson, UAA ProvostRobert Miller, UAA SOEngr Director

FROM: Scott E. James

SUBJECT: Support for ESM Graduate Program

I am writing this letter to give my full support to Dr. Jang Ra and his initiatives for UAA’s ESM program. As an Air Force officer, the ESM program was perfect for my needs to develop skills in program management. I do believe the ESM program caters well to the military professional who will typically throughout the course of a career have at least one assignment as a program manager. My undergraduate degree as an aerospace engineer did little to prepare me for the technical management functions required of today’s military officer. The courses of particular importance to me were Engineering Economy, Project Management, and Statistics – all subjects in which I now deal with daily yet had had no formal training until I enrolled in the ESM Program.

Of all of UAA’s graduate programs, I believe I can safely say that this one is the most valuable to the military officer and has the highest military enrollment rate of any of UAA’s graduate programs. It would be a shame to see this valuable program suffer due to lack of funding.

If you have any questions or I can be of any assistance, please feel free to contact me at (719) 554-3566 or e-mail [email protected]. Thank you for the opportunity to comment.

Scott E. JamesESM StudentStudent # [email protected]




President Hamilton,

I am writing this note on behalf of Dr. Ra's efforts to enhance theESM Program. I am writing this on my behalf, not to represent the stateand their stature and/or philosophy for furthering education.

I recently retired from the military with 22 years of successfulgrowth in leadership and management skills through education programsand hands on training. I also recently completed a Masters of Science,Business Organizational Management Degree (MBOM) with 2 primaryprograms: Health Administration and Human Resource Development.

Although I am an alumni with the University of Maryland andUniversity of LaVerne, I am considering returning to school to enhancemy skills in my present position. I have found myself employed by thestate as a Planner.

I met Dr. Ra through a research program for the Alaska Department ofTransportation and Public Facilities specifically the Payload Project.I am thoroughly interested in going into the ESM Program. However, Iwould be more interested in job required skills in IT, IntelligentTransportation, Project Management, Quality Leadership, advancedSimulation Modeling, Financial Engineering, Energy & EnvironmentManagement, Telecommunications, and too many others to list.

With future dollars being requested to improve our transportationprograms here in the state Alaska, it would behoove you and your staffto reconsider the negative decisions (votes) to maintain a qualityproduct such as the ESM Program.

Dr. Ra has cited five items needed to increase the demand of ESMgraduates: 1. New full time UAA ESM Professor at Assistant or Associatelevel. 2. Maintain competitive compensation for high quality ESMadjunct faculty 3. Designate ESM Program Manager 4. Reconsider the ESM's FY03 Initiative Proposal 5. New "Smart Management" Classroom

Should you have any questions of me, please, feel free to contactme. But most of all I encourage you to take some action supporting thisprogram and resources.

Sincerely,

Mary A. SouvineyRet, USA

Mary Souviney <[email protected]>


Sir,

Thank you for your hard work and dedication to our University system.

I hope to see the support for our University System, the EngineeringDepartment and specifically the Engineering Science Management Programincreased. I am a proud graduate of both UAF (Civil Engineering and Military Science)and UAA (Associates of Arts) undergraduate programs.

This summer I plan to complete my Masters in Civil Engineering from UAA. Iam a practicing Civil Engineer in Anchorage and active community servant.While at UAA I have taken some of the ESM classes and I am very impressedwith the instruction and practicality of each class to my professionalprogress. I have a vested interest in the University and its success. TheUAA School of Engineering's ESM Graduate Program has doubled its studentenrollment over the past three years under a reduced faculty force. Theprogram is growing and has potential to significantly expand and improve tobetter serve the State.

As a student, alumni and stakeholder I would recommend the University investin attracting an additional world class instructor for the ESM program andinvest in improved facilities and technology for the program.

I hope the University continues to improve and provide practical and leadingedge instruction. A great University is built on the shoulders of greatfaculty and the technological resources available.

Thank you for the energy and support you provide for the program.

> Keo Bailey > ANC TRANSPORTATION> 301 West Northern Lights Blvd.> Anchorage, AK 99503> Tel 907.276.6833 Ext. 258> Email: [email protected]



Mr. Hamilton and distinguished members of the UAA leadership, I want to take this time to add my support to the on going efforts to strengthen the ESM program. Years ago I made a decision, much to the surprise of my peers, to forego getting a masters degree because I felt the schools and programs available at that time were not meaningful enough to obtain their degree. The joke back then was always "pay your fee, get your B". I waited 10 years from getting my BS in Aerospace Engineering from Penn State University until I began the ESM program at UAA. Finally the Air Force had stationed me at a place with a school and a masters program with a reputation and faculty worthy of my effort. I was not disappointed. As the ESM program celebrates it's 40th anniversary, I believe it would be foolish not to continue to support the program that even today increases it's enrollment over the other technical masters programs. I want to add my support to the efforts of Dr. Ra and his small staff to strengthen the ESM program for the future. By doing so, you will continue the strong reputation of the program and bring greater benefits and recognition from an expanding ESM alumni group. Thanks for taking the time to read this brief note.Sincerely,LTC Tom Himes, USAFMontgomery, AL"T Himes" <[email protected]>


Gentlemen:

I would like to thank you and the UAA faculty for the outstanding ESMGraduate Program in which I am enrolled. I have found the faculty to be ofhigh caliber and genuinely dedicated, day-to-day, to my academicdevelopment. I have already experienced improvements in my effectivenessin a career with the Federal Aviation Administration, and I have receivedrecognition of my growing abilities from my supervisor. I look forward tocompleting the ESM Graduate Program, of which you may be proud, and ofusing my education to the benefit of my employer and the community.

I have recently studied Dr. Jang Ra's proposal to strengthen the ESMGraduate Program. I wholeheartedly agree with his plan and visions. Iurge you to consider that plan most thoughtfully.

From my viewpoint, the world here has been changing at blinding speed. Recently, we have seen tremendous changes in commerce and transportation inAlaska and in Anchorage. I feel a strong loyalty to the University ofAlaska and wish to continue feeling proud knowing that the fine educationneeded by Alaska's business leaders can be obtained right here. To dothat, I hope you will agree, UAA must aggressively keep up with the times.

Sincerely,

Abigail Welcyng

Abigail Welcyng <[email protected]>


Mr. Hamilton, My name is Douglas Cobb and I have a background in constuction management. In the fall of 98 when the ownership of the firm I was working for changed, several associates and I formed our own Anchorage project management and consulting firm, Meridian Management, Inc. I am proud to say that our firm is busy and growing. I feel very fortunate to be a student in the ESM program at this point in my career. The ESM courses I have taken to date have been very helpful to me as a project manager and business owner. Even though our firm is new and budgets have been tight, we have made modest donations to the University Engineering Department the past two years because we want to see U of A programs be the best they can be. After talking with the faculty, we were surprised at their reaction to the donations. They were surprised, apparently UAA does not receive much alumni support from the community. Perhaps the University should further explore this issue, the only comparison I have is from my alma matter, which seems to constantly, aggressively, and successfully solicit financal support from alumni, this may be a discussion for another time. Dr. Ra has shared some of the information regarding the budget constraints and staffing issues with the students, and we can all appreciate that your job is a difficult one. As with all projects money and rescources are finite. My Bachelor's in Construction Science is from Kansas State University (KSU), after talking to individuals with a CM degree from other institutions, I feel that my BS degree prepared me well to start a career and the ESM is allowing me to grow into upper management. I attribute this to the quality of the professors, my most fullfilling KSU courses were taught by instructors that had the experience and expert knowledge in their field. I most strongly support Dr. Ra's initiatives for competitive compensation for a new full time professor and adjunct faculty. I see the University in the same light as my own firm, only as good as the people involved. Sincerely, Douglas Cobbwww.meridianak.com

http://www.meridianak.com/


President Hamilton,I'd like to take just a moment to express my strong support for theinitiatives being proposed. I am a 1989 graduate of the ESM program at UAF.I was fortunate to have my then-employer, the Army Corps of Engineers,sponsor me in obtaining that graduate degree on a full-time basis. I havebeen well-rewarded professionally and personally for my efforts to completethe ESM program. I recently completed the Project Management Professional(PMP) Refresher Course, here at UAA, under the direction of Doctor Jang Raand through that effort was recently certified as a PMP.What a tremendous resource the University has been to me and my family sincecoming to Alaska in 1981! I am indebted to the significant efforts of manypeople over the past two decades throughout the University system and Iapplaud your efforts to continue to strengthen the programs offered.Clearly, the Legislature has been positively influenced to fund theUniversity at a higher level than ever before. We appreciate yourleadership and tireless efforts to promote higher education.Please carefully consider these initiatives in the context and vision ofwhere the world and Alaska are headed. I am convinced that the future forAlaska is bright and that there is a huge unmet need for engineers andscientists who can manage projects, who relate well to people and like them,and who know how to get things done. Although I have much to learn yet inall these areas, I believe that those skills I have, were honed andstrengthened through the ESM program. Because I completed my ESM work inFairbanks, I am particularly excited at the concept of the "SmartClassroom". I believe that with a relatively modest investment, the qualityof training available can be markedly improved.Thanks for the opportunity to share my thoughts on this important matter andkeep up the good work, President.

Steve Schwicht, P.E., PMP562-2000 (W)522-9988 (H)

[email protected]


President Hamilton,

I am writing this letter to encourage your support for the Engineering andScience Management (ESM) program at the University of Alaska Anchorage. Iam currently a student of this program and I am concerned about the futureof this program. I will address my concerns a little later, but first letme tell you about myself.

I have been fortunate enough to attend UAS,UAF,and UAA. I received aBachelor's of Science Degree in Petroleum Engineering at UAF, and willreceive a Master's of Science Degree in Engineering Management from UAA inMay. I had the opportunity to attend school outside of Alaska, but chosenot too. I must say that I am very pleased with the education I havereceived from the UA system, and feel it is every bit as good if not betterthen the education I would have received outside of Alaska. There are notvery many universities where you can receive the student to teacher ratiothat you receive from the UA system. This opportunity to interactone-on-one with professors, is what makes the UA system so effective.

However, there is a dangerous shortage of professors in the ESM program atUAA. This concerns me greatly, because I think this is one of the bestprograms offered by the UA system. I feel with your support, the ESM programwould be able to receive increased funding and therefore be able to offerthe kind of salary that will attract industry professionals to a positionwith Engineering and Science Management Department at UAA. I feel theknowledge that someone who has worked in an industry environment can bringto a teaching environment is extremely beneficial to students.

What the UAA ESM Program needs is increased salary cap for professors andadjunct faculty as well financial support for a ESM Program Managerposition, support for a "Smart Management" classroom, and support of the ESMFY03 Initiative.

The ESM Program at UAA is one of the best programs offered by the UA systemand it would be a shame for the program to not receive the support it needsto continue its excellent service to students. If the support is not given,not only will students suffer but local industries such as the constructionindustry, the oil industry, and the local military bases. A majority of thestudents in the ESM Program at UAA work in the those three areas.

At a time when everyone is worried about students seeking education outsideof Alaska, I urge you to lend your support to the Engineering and ScienceManagement Program at UAA.

Thank you for your time and if you have any question about the ESM Programplease contact;

Dr Jang W. RaProgram Head and Associate ProfessorEngineering and Science ManagementUniversity of Alaska AnchoragePhone: (907) 786-1862E-Mail: [email protected]


If I can be of assistance feel free to contact me at (907) 569-1015, [email protected].

Thanks again for your time,

Matt RudeUAA ESM Graduate Student


Gentlemen,

My name is Major Steve Roemhildt and I received a Master of Science degree through the ESM program at the University of Alaska - Anchorage (UAA) in 1999. I am currently a U.S. Army Officer and serve as the Deputy Commander for the U.S. Army Corps of Engineers - Pittsburgh District. As currently employed in the Engineering Management field, I am extremely happy with the quality of education that I received at UAA and specifically through Dr. Ra. I use on a daily basis those skills which I mastered through the ESM coursework and they have become instrumental in my continued growth and progression in the U.S. Army.

I am extremely thankful for the ESM program as it readily fits the needs of many military personnel who serve at Fort Richardson and Elmendorf AFB. UAA's ESM program is a quality education opportunity where military personnel can readily take advantage of its benefits. I encourage you to allocate the necessary resources so this opportunity continues for future military personnel.

Specifically, I encourage you to: 1. Provide a new full time UAA ESM Professor at Assistant or Associate level. 2. Maintain competitive compensation for high-quality ESM adjunct faculty. 3. Designate an ESM Program Manager. 4. Reconsider the ESM's FY03 Initiative Proposal. 5. Provide for a "Smart Management" Classroom.

When I look upon my tour of duty in Alaska, I am deeply gratified with my opportunity to excel on a professional and personal level. UAA's quality ESM program played a major role in achieving many goals and has successful postured me to meet future challenges with confidence. Please offer the same opportunities for those fellow military personnel who may right now be on orders for Alaska.

Very Respectfully, Major Steve Roemhildt Tel: 412 395-7102

"Roemhildt, Steven J LRP" <[email protected]>


MEMORANDUM FOR MG (Ret) Mark Hamilton President,University of Alaska

Dear General Hamilton

I am writing to express my support for the engineering and sciencemanagement graduate program offered by the University of Alaska Anchorage.

As an ESM graduate (May 2000), I recently received an e-mail from theProgram Chair, Dr. Jang Ra, detailing five program objectives designed toensure the ESM program can continue to meet the high expectations of theincreasing ESM graduate student enrollment. His concern is that certain"items essential to maintaining our program quality are beginning tosuffer." I share Dr. Ra's concern and wanted to state my support for theseprogram objectives.

Having been enrolled during the ESM program's recent doubling period, it ismy opinion the program is being kept afloat by the dedicated efforts of Dr.Ra and a handful of graduate students and guest instructors from theAnchorage community. I commend those persons and was very satisfied withthe ESM curriculum I received. However, I worry about the future of the ESMprogram without additional full-time faculty, a larger "pool" of engineeringprofessionals from which to draw guest instructors, and at least one staffmember dedicated to meeting the program's administrative demands. It seemsto me that these program objectives represent a good opportunity to investin the ESM program's future. Without this investment, the program remainsdependent on the exceeding level of effort of the undermanned faculty, and Ifear it may not be around for future students.

As an Air Force officer, I feel this program offers something unique andworth saving--that is, the opportunity to start and complete anengineering-related graduate program in a single 3-year tour. The UAA ESMprogram is perfectly suited for officers seeking to complete a graduateprogram during an Alaska tour. It is no surprise there have been numerousElmendorf and Ft Richardson graduates over the life of the program. Withoutthis opportunity, many would be forced to pursue a graduate degree inwhatever programs were available through our base education centers, themajority of which hold little utility for a military engineer. This is anadmittedly selfish point, however you might consider the (I believe)significant enrollment UAA draws from the military community, as well as the(less tangible but very real) numbers of military members who attend UAA andreturn to Alaska following their military careers, when analyzing thesignificant relationship between the ESM program and the military assignedin Anchorage.

I realize you must weigh volumes of competing priorities when making fundingdecisions for the University. However, I hope that you will consider thisinput when making decisions that will impact the ESM program's future.Thank you for your time, sir.

Sincerely,


Capt John J. Allen, Jr.ESM Class of 2000University of Alaska Anchorage"John & Suzanne Allen" <[email protected]>

cc:Lee Gorsuch, UAA ChancellorDan Johnson, UAA ProvostRobert Miller, UAA SOEngr DirectorJang Ra, Professor and ESM Graduate Program Chair


Rick Mitchells


March 11, 2001

Dear Sir:

My name is Gary Kretchik. I am a 1998 graduate of UAA’s ESM program. If you to were view my student records you would find that I have other diplomas from UAA. However, of all the education I have received the most useful has been the MS I received from the ESM program. Therefore, I do not exaggerate when I claim that the ESM program’s enhanced support is vital to the growth of the university and the community.

Currently, and for the past 19 years, I have been employed by Alaska Airlines in the maintenance department. My MS degree has presented me with opportunities far removed from the mundane day to day airline operations. First, since I am in the newly created ESM PhD program, I am able to contribute in the form of research and ideas to the growth of the company. My ESM background lends credence to any of my suggestions. Second, my ESM background has helped me personally grow within the company. After reading a paper that I wrote for a simulation class, my supervisor took it upon himself to fill out an application for me for a position of an analyst. This position is two levels above the entry level manager. The basis for his unilateral decision was my ESM background and the simulation paper I authored.

In the course of the subsequent interview I was asked about my education. The upshot was that they (the interviewers) felt I had a great set of skills. I was able to tell them of UAA’s ESM graduate program and give them a brochure of the program (produced by Dr Ra). The fact of the matter is that any student fulfilling the graduation requirements of the ESM program would be an ideal candidate for this job. It is important to stress that this position is not a trivial position it is for strategic long range planning for the growth of a company that employs over 10,000 people and soon will have over 100 aircraft.

The ESM program has not only allowed for career growth but allowed me to grow outside of work as well. In the past two years I have been exposed new and different areas. I co-authored a paper with Dr Ra. Also through the encouragement of Dr Ra, I was able to teach an undergraduate statistics course for the past two fall semesters. I have no doubt that the preparation and presentation skills I learned as an ESM student have played a role in my success as a teacher. I hope to continue be able to teach at some level for the university.

The purpose of this e-mail is not to brag about my personal achievements. It is to shed some light on a program that is successful and deserving of the full support of the university administration. That is the ESM graduate program. I am lucky and thankful to have been and continue to be a part of the program. Future students deserve the chance. Enrollment numbers show the program is in good shape hopefully well into the future.

Past success does not automatically engender future vitality. Change that reflects current knowledge is both necessary and good. Along with a current curriculum it takes wisely spent funds to insure success. The ESM program is at a juncture where a commitment from the administration is critical for the continued success of the program. In order to enable future success, I strongly urge the administration to adapt the following five proposals:

1. Fill the vacant ESM faculty position. Dr Ra is good but he needs help. A good program always can use fresh ideas. In order to insure the best faculty member is hired, pay a salary based on a market rate. Not only will the students benefit but the university as well through enhanced research opportunities.


2. Set aside a minimum of $30K for the purpose of hiring and retaining quality adjunct faculty.

3. In order to take the administrative load off Dr Ra and future faculty members, hire a designated program manager. Fund this position with $50K so that an attractive candidate comes forward.

4. Consider the ESM’s FY03 Initiative Proposal that has been blocked by UAA Engineering. http://www.alaska.edu/swacad/FY03-areas/engineering.html

5. Fund to create a ‘classroom of the future’. This has been proposed at least three times and been rejected.

It would be easy to simply reject all of these items without further comment. It would be easy to discount this e-mail as that of someone with a vested interest. I do have a vested interest. I plan to have my son Ned live and grow in Alaska. I want nothing but the best for him. To educate the present generation is to secure the future. If the University of Alaska does not wish to maintain a good vibrant program such as the ESM program our children, our future will go elsewhere. Then the problems of today that can be solved with good people having ideas will become insurmountable.

Thank you for your patience and consideration of my arguments. I hope they are met with success.

Sincerely,

Gary Kretchik Gary Kretchik [email protected]



Dear President,

Please allow me some time in your very busy schedule to bring the followingimportant message to your attention. I am a Petroleum Engineer currentlyworking for Unocal oil company in Anchorage. I have two masters degrees inpetroleum engineering (one international and one from the United States).Outside my full-time job at Unocal, I am also enrolled in the ESM mastersprogram at UAA on part-time basis and I hope to graduate from the programsoon.

I cannot thank the dedicated ESM faculty enough for the wonderful job theyhave done and are continuing to do educating technical professionals overthe 40 years the program has been in place. Together with my other ESMcolleagues, the benefits I have derived from my ESM education has empoweredme to add value to my company. I strongly believe that a qualityuniversity program is a fuel that can propel any community to achieve socialand economic growth.

In order to better train us to be successful in the highly demanding andfast changing workplace, the ESM program at UAA needs your help with thefollowing listed items;

1) Adequate salary negotiation cap for a new UAA ESM faculty position 2) Adequate compensation for UAA ESM Adjunct Faculty 3) Designated ESM Program Manager 4) Reconsideration of the ESM FY 03 Initiative 5) 'Smart' Classroom I understand the entremely difficult work you do to allocate funds for allthe competing sources within the UA system but I would like to solicit morefor our ESM program in order for it to function at expected level.

Please feel free to contact me either via my email or my phone number listedbelow if you have any questions or concerns my request.

Thank you.

Samuel Atta-Darkwah907-263-7864


Dear President Hamilton & UAA Leadership:

Let me take this opportunity to thank you for your outstanding support of the UAA ESM program. As a soon to be graduate alumni, I have been truly appreciative of this opportunity to have such a vital resource made available. As an Air Force Captain and Civil Engineer at Elmendorf AFB, I have had the privilege to be stationed at three permanent duty assignments around the US, soon to be four at the Pentagon. This doesn't include a plethora of TDY locations in the Pacific rim, Europe, and the Middle East. As you are aware, the continuous demand on short notice deployments, TDYs, and exercises makes obtaining a quality advanced degree very difficult to complete during one assignment.

Through the last 7 1/2 years, I haven't been able to enroll until now into an on-campus program that offers such a high caliber degree like UAA. The ESM program lead by Dr. Jang Ra has well exceeded my expectations by continuing to challenge and equip me in the constant hurdles faced in the government sector. This program has benefited countless Air Force and Army active duty personnel rotating into Alaska on 3-year tours along with many more Reservists and Guardsmen that fill our nations critical role as dual hatters. Its unique cross-flow of information and experience between military and civilian sectors has been an even bigger benefit.

With that said, I realize you have seen the bullet background report highlighting what support we need from you concerning the five critical areas of the ESM program. I would just like to add that any and all support given to this program is a return on investment that will pay tremendous dividends for years to come for Alaska's future private, public, and military agencies as well as individual growth. I whole heartedly endorse the program's objectives and future goals, but with any quality program there are always growing periods, which this happens to be one of those periods. Dr. Ra and his limited staff give so much more than should be humanly expected and without more resources and faculty, no one could expect any more out of them.

In closing, I again thank you for the support and encouragement. I look forward to hearing and contributing to the continued success of the ESM program for the next 40 years. I am available at your convenience to further discuss the impacts of this program on the military as well as the critical areas mentioned above.

v/r

Mike

MICHAEL J. HARNER, Capt, USAF Chief, Base Development 3rd Civil Engineer Squadron Elmendorf AFB AK 99515 Comm. (907)552-5490 DSN 317-552-5490 email: [email protected]


Hello;

I am writing this to you in support to continue to strengthen the ESMprogram and to further develop the Ph.D. program for Anchorageprofessionals.

I am currently enrolled at UAA as a graduate student in the MS ScienceManagement program. My anticipated date of graduation is August 2001.Before I was accepted in the MS E/SM program I was interested in UAA's MBAprogram. I met with several professors in the MBA program and was simplyhanded a list of courses to complete and instructions, to come back when themajority of them were completed. I want a more personalized approach and towork with the professors continually to get the most out of my classes aswell as to maximize my work experience. The MBA approach just didn't seemlike a good fit for me. I didn't feel I was being supported as anindividual. All of my work experience was within technical and engineeringorganizations. I want a degree that will work for me. I voiced thisconcern to co-workers to find out the best way to integrate my work with thecontinued education I desired. A few mentioned Dr. Jang Ra's name as wellas the MS E/SM degree. They all took the time to tell me that they had feltthe degree was worth their time. All of those individuals completed thedegree while working their full time jobs locally here in Anchorage. Theyenthusiastically supported the Science Management program. This sparked myinterest to look up the program on the UAA website and meet with Dr. Jang Rato discuss the program.

As I near graduation, I have a much better understanding that the value ofthis program is immeasurable. I am continuing my education for personalgain and growth but the Anchorage community will benefit from my knowledge.I am a dedicated student as well as an intelligent one. Why should youcare about me or my views? In order for me to take this program of studyseriously, I needed to see a serious attitude of commitment from theeducational staff. I have seen that commitment in each and every one of theprofessionals who have taught my courses within this program. UnfortunatelyI have not seen that in all of the professionals who have taught me at UAAin other programs of study. The MS E/SM program staff make the program asuccess. I have seen support in making professional decisions regardingthe focus of the course material as well as consistent enthusiasm. To me,personal satisfaction is best attained by hard work, dedication andenjoyment. I provided the hard work and the dedication, but the only way Iactually enjoyed the courses was knowing that the degree I ultimately gainwill be beneficial to both me and the Anchorage community.

My intention is to continue on with my education. The Ph.D. program is avery real goal for me. I will pursue the Ph.D. even if that means I have toleave the community and move to the Lower 48 for the degree. That would bea loss for me because I really love Alaska and have called it my home forthe past 10 years. It would also be a loss for the community of Anchorage.The real question is which holds more value for UAA; quantity of studentsenrolled or quality of curriculum? I feel that a very high qualitycurriculum will maintain and increase the quantity of students enrolled.Unfortunately it does not work the other way around. A high quality programwill act as a catalyst for attracting students.


What can you do as the decision makers for UAA? In order to keep othersinterested in the MS E/SM program and the Ph.D. program, dedicate moreresources (additional quality professors and support staff) added. I cameto study for an exam during spring break this past week and found theengineering computer labs all closed. The buildings all over campusliterally were shut down at 6:00 p.m. I do not have the leisure of jettingoff to Hawaii for break; I work as a professional during regular businesshours. All that wonderful equipment purchased for the labs and UAA isgiving off the aura of a complete shut-down during spring break and even onweekends. Almost all of the graduate students I know work long hoursduring the day. Evenings and weekends are the only time to study.Additional support staff should be hired. Academic success should have nolimitations regarding access to resources.

I would like to commit my time and efforts to the Ph.D. program and wouldlike to see it remain available to professionals in the Anchorage area.However, I would like to see dedication and commitment to the program by theUniversity itself. Anchorage is an area with a high rate of populationgrowth and a tremendous potential for MS E/SM & Ph.D. candidates. It onlymakes sense to continue to refine and develop a programs to accommodate theprofessionals who are within the community. It is a win-win situation.

Please consider this my support to continue to strengthen UAA's MS E/SM andPh.D. programs and continue to hire additional competent staff members.

Christa ConnorsCorrpro Companies, Inc.Ph: (907)762-1585 Fx: (907) 762-1613email: [email protected]


Mark HamiltonPresidentUniversity of Alaska

Subject: Letter of Support for UAA Engineering and Science Management Program

Dear President Hamilton, 12 Mar 01

The purpose of this letter is to request your strong support for the Engineering and Science Management Program at UAA. Dr. Jang Ra, the ESM Graduate Program Chair has done an exceptional job with this program and his stated needs and requests are accurate and reasonable.

I am an active duty Lieutenant Colonel in the Army currently teaching as an Assistant Professor in the Department of Systems Engineering at West Point. I spoke with you briefly in your office last spring after having completed an interdisciplinary Ph.D. in Engineering Management at UAF. I also carried your greetings to LTG Dan Christman here at USMA. I have a BS in Mechanical Engineering from the Massachusetts Institute of Technology (1976) and an MS in Mechanical Engineering from Stanford University (1988). I also taught in the Department of Mechanics and the Department of Systems Engineering at USMA from 1988 - 1991.

Dr. Ra from UAA was the co-chair of my Ph.D. committee along with Dr. Bob Perkins from UAF. The professional relationship that Dr. Ra and I formed helped close the gap between the Engineering Science Management Programs at UAF and UAA. As a result of this co-chair relationship, the ESM program produced the first interdisciplinary Ph.D. in Engineering Management at either of the two schools. As a result, the UAA program now has 3 students pursuing Ph.D.s in cooperation with UAF.

The UAA ESM program has made legitimate and significant advances over the past several years. Most notably it has doubled its student enrollment under a reduced faculty force, while all other UAA engineering graduate programs have suffered a decline in student hours. Dr. Ra has worked very hard to improve and advance the program both within Alaska, nationally and internationally. I fully support the following five program needs:

1. Funding to hire a new full time UAA ESM professor.2. Competitive compensation for ESM adjunct faculty.3. Support for a dedicated ESM program manager.4. Reconsideration of ESMs FY03 Initiative Proposal.5. Funding for a “Smart Management” classroom.

The details surrounding each program need are available through Dr. Ra At UAA.

I believe there is an untapped resource in potential ESM program students among the junior officers at the major military installations in Fairbanks and Anchorage. Dr. Ra is working hard to bring these students in, but needs the monetary support to manage their recruitment and ensure a high quality program.


I truly enjoyed my Ph.D. experience at UA and I am supportive of the continued expansion of the ESM program there. Thank you for your consideration of these matters. I know you have many requirements to balance, but perhaps I can help tip the balance toward the continuance and expansion of the excellent ESM program in place there.

Sincerely,

ORIGINAL SIGNED BY

James M. BuckinghamLTC, EngineerAssistant Professor


President Hamilton, Chancellor Gorsuch, Provost Johnson, and ProfessorMiller:

As I actively support engineering activities at UAA, particularly inaddressing challenges facing maritime interests and development in Alaska, Ialso want to share my support for the Engineering and Science Managementprogram. Having graduated from the program in 1999, I found the curriculuma valuable tool in culminating a successful science and service career withNOAA as well as opening the door for new options with local, national, andinternational interests in science and engineering. In my present positionas Alaska Program Manager, Thales GeoSolutions (Pacific) Inc., formerlyRacal Survey Group, I refer back on curriculum aspects for use in projectmanagement, engineering economic analyses, operations research, and refiningmodels for improving the quality in the human and supply chain factors inoperations. Such tools are key in insuring the interests of internationalcompanies are addressed as they venture into the Alaska marketplace.

I am specifically writing to encourage your support in meeting the moderndemands for an ESM curriculum within the University system, based at UAA.As a student, I appreciated the efforts of the faculty to bring forth thebest program with the managment tools available. These managment tools haveevolved with industry demand, as have the skills of the people qualified totrain others in the use of these specialized tools. Because of the advancesin the management tools availalble today, as well as the understanding thatsuch tools will continue to advance over time, I encourage your support inthe following 5 areas:

1) establish a salary negotiation cap that is adequate to attractinstructors to UAA. Justification for raising this cap is to compete withthe high salaries available for applying the specialized managementtools used in a myriad of industries.

2) provide a mix of compensation that is attractive to adjunctprofessors for teaching in the ESM program. This point is interesting, as Ienjoy the opportunity to be involved with the University as an adjunctprofessor, an advisor, and a student. I have that flexibility as I have theGI Bill which provides additional compensation. It would bequestionable as to whether I would be involved with the school, particularlyas an adjunct, without the additional compensation and educational benefit.I know many people are not because of their own workload and thelimited compensation. I would encourage exploring options to improve thecompensation for adjunct professors, including marketing thevalue of combining one's career military skills, GI Bill education benefits,and involvement in the University for a specialized program likeESM.

3) designate an ESM manager. I believe this is important to be ableto have programs available at various campuses, as well as refining the PHDprogram.

4) reconsider the ESM initiative, as it provides the skilledinstructors and suppport for research projects to attract students,particularly military and industry, as they move forward in theirprofessional development and managerial stature.


5) fund a "Smart Management" classroom, as specialized tools needthe right teaching environment. Providing $50,000 for an interactiveclassroom for management training that brings people forward frome-mail to personal interaction through modern technologies is key inunderstanding present management challenges and f uture managementopportunities.

Thank you for considering my support for my alumni program at my localcollege. I look forward to a long relationship with the University andparticularly the School of Engineering. If I can answer any questions,please contact me via e-mail or through my phone of 907-258-1799.

Sincerely,

Bob Pawlowski Captain, NOAA (Ret), MNI UAA ESM (1999)


Gentlemen,

This email is in support of the current and future Engineering and ScienceManagement (ESM) program at the University of Alaska Anchorage (UAA).

I am an environmental toxicologist and project manager in the Anchorageoffice of ENSR Corporation - an internationally recognized leader inenvironmental consulting and engineering. My projects include riskassessments for several large organizations particularly in the naturalresources industry. As a born and raised Alaskan from Anchorage, I had toleave the state to pursue my undergraduate and graduate education, but now Iam happy that I could return home and apply my skills and experience inAlaska.

In my field, it is important to continually develop skills and obtain newknowledge. Thus, I have taken many graduate-level classes at UAA andconsider the University as a very important resource for continuingeducation. Currently, I am enrolled in two ESM classes that are helping medevelop additional skills in project management and decision making. Givenmy experience at UAA, I am very impressed with the classes, the students,and the professor, Dr. Jang Ra. I am certain that the skills and knowledgeprovided by these and other ESM classes will be used in the future for mostindustries throughout Alaska. Recently, I have considered pursuing a Ph.D.program within the School of Engineering -likely as part of the ESM graduateprogram - because I want to learn more.

Unfortunately, despite remarkable recent advances, I believe the ESMgraduate program (as well as the University itself) is suffering.Specifically, I do not believe that the University administration is takingthe steps necessary to maintain a high quality graduate program. Moreimportantly, a lot of effort has been taken to identify five steps that willensure a graduate program that attracts students from Alaska and around theworld and helps grow the community of professional Alaskans.

These steps are not difficult to make. I ask that you consider the futureof the ESM program and help fund these steps:

1) Provide an adequate salary for a new UAA ESM faculty position,2) Provide an adequate salary for UAA adjunct faculty,3) Designate an ESM Program Manager,4) Reconsider the ESM Fiscal Year 03 Initiative, and5) Provide funding for a "Smart Management" classroom.

Please contact me with any questions or comments you have.

Sincerely, <<...>> Erling Westlien4600 Business Park Blvd, Ste 22Anchorage, AK 99603-7143Ph: (907)561-5700


Gentlemen,

I write to you asking your support for the development of UAA's ESM Program. Having a strong ESM program as well as other strong university programs makes this State a better competitor in the world economy and a better place for us all.

By way of introduction, I'm a 20 year Alaskan, Registered Professional Engineer with an MBA and a certified Project Management Professional. I finished my MBA course requirements by taking classes at UAA and have recently started taking selected classes in the ESM curricula.

I strongly believe that making UA a world class university system will enhance the state's population. We need to make Alaska a more attractive place for higher level business and industry, and also attract world class students from around the world. While construction and service industry jobs serve an important part of our State's economy, they are not the be-all-end-all. We need to provide the people of our State a higher level of education to give the people of our State the opportunity to attain higher level jobs. The more higher level or professional jobs we have in this State, the better this State will be. A world class UA system is key to making this happen.

The ESM program is poised to be a world class program and an example of how UA can be made into a world class institution. I ask for your support on the following items:

1) Adequate salary negotiation cap for a new UAA ESM faculty position,2) Adequate compensation for UAA ESM Adjunct Faculty3) Designated ESM Program Manager4) Reconsideration of the ESM FY 03 Initiative5) Funding for a "Smart Management Classroom"

Education is the key to moving our State into the post industrial age. Please support the ESM initiatives.

Sincerely,

Karl SchaefferSchaeffer Family [email protected]



Dear Mr. Hamilton and UAA Administrative Leaders, I am writing at the request of the UAA ESM department. I want to express my support for Dr. Ra and his five initiatives. A few years ago I was a brand new officer and pilot stationed in Alaska. I decided it was time to work on my masters degree. As an Air Force officer I was faced with a wide variety of choices of programs for my masters degree. Some programs were Air Force specific, some were out of state schools offered through distance learning, and still others were in state universities like UAA. I chose UAA because of the credibiltiy of the program. The reputation and respectability of the UAA ESM program was the key factor in my decision to attend UAA. I was not alone in my choice and reasoning. Nearly half the students enrolled with me were Air Force officers. The Enginnering professionals I met esteemed the program while I was attending. Additionally, the ESM staff and the projects they participated in brought high levels of credibility to the program. I am concerned to see that our ESM program is on the verge of losing that reputation and credibility. Dr. Ra has presented us with the numbers showing the ESM growth and impact over the years. This is a testimony to his work, his predecessors' work, and the reputation they have built not only for ESM but for UAA and UA in general. Their effects have spread world wide not only in the world of engineering but through the USAF as well. As a government employee I completely understand the limitations of resources. Unfortunately not every program can have everything they need. However, if the concerns of the current ESM staff are not addressed I am afraid we are on the verge of losing a once great and credible program. This would be a loss to UAA and the professional world. I respectfully submit my support for Dr. Ra and his five initiatives. I am proud to say I am getting my masters degree from UAA and I hope I can continue to express that pride. Sincerely,JOSEPH M. RIZZUTO, Capt., USAFA-10 Fighter Pilot74 FS D-Flight Commander 821 Shadow Lakes DrWillow Springs NC 27592919-639-1143


To: UA President Hamilton Mr. Lee Gorsuch, UAA Chancellor Mr. Dan Johnson, UAA Provost Mr. Robert Miller, UAA SOEngr

Subject: Engineering and Science Program (ESM) at UAA

Dear President Hamilton and UAA Leaders.

This letter is in regards to the Engineering and Science (ESM) Program at UAA, and in particular,the funding needed for the program to continue and grow.

My name is Chris Sopcak, and I have an Undergraduate Engineering Degree from The IlliniosInstitute of Technology, a Masters Degree in Engineering and Science Management (UAA '93), aswell as an MBA (UAA '99). During my career, I have worked for General Motors (Illinois),Alyeska Pipeline (Anchorage) and Alaska Anvil Engineering (Anchorage), in engineering, fnancialanalysis and project management roles. Needless to say, the education I received at UAA andspecifically the ESM Program has been instrumental in providing me with the skills needed to be aprofessional success.

Alaska is a very "technological" state, in that petroleum based businesses rely on qualifiedengineering and technical management professionals to maintain the industry which provides themajority of revenue base in order for the state to survive. The ESM program provides the supportand technological professionals the State needs to be competitive. Therefore it is imperative that theESM program be funded properly.

There are five support items that I would encourage you to consider (or re-consider) when it comesto staffing and funding for the ESM program.1. An adequate salary negotiation cap for a new UAA ESM faculty position is needed if the ESMprogram is going to have (and continue to have) qualified instructors to teach.2. Additionally, adequate compensation for UAA ESM Adjunct Faculty is also needed if the ESM program is going to have (and continue to have) qualified instructors to teach.3. Leadership is an essential ingredient in the success in any venture, and thus the position of a designated ESM Program Manager is necessary for the program to be prepared for the future.4. Reconsideration of the ESM FY 03 Initiative is necessary if the program is going to continue to be the technological focal point it has been in the past.


5. Finally, funding for a “Smart Management” Classroom is critical if the program is going to compete with outside sources of training. Without modern, up to date facilities, students and corporations will simply go elsewhere (outside the State) for their training needs.

I certainly understand that there is a considerable amount of competition for funding resources at the University. However the ESM program is one of the University programs that has a direct effect on the University, the oil industry, and the State. The support of this program is critical for the long term economic health of the State, and the States’ global competitiveness, especially when the future may contain a gas line. So I would urge you to make the funding of this program a priority.

Respectively,

Christopher G. SopcakBS, MS, MBA,"Christopher Sopcak" [email protected]



Dear President Hamilton and UAA Leaders.I am a 27 year resident of Alaska and am currently employed by the Federal Aviation Administration as an Engineering Manager in Anchorage. To facilitate career growth and progression, I am currently taking a course through the Engineering and Science Management (ESM) program at UAA and am giving serious consideration to pursuing a Master's degree in this field. Anchorage is, without question, the nerve center of engineering activity in Alaska and access to a solid local institution would be a boon to the success of Alaska's various commercial ventures as well as to the credibility of our local base of expertise and experience. The University is, however, in dire need of additional support for this vital program. Here are five key items for your consideration: 1) The salary negotiation cap needs to be adjusted.The current cap (approximately $60k) is not adequate for the recruitment of qualified and experienced faculty. The average salary for Assistant Professors in ESM-related fields was over $67k last year, with Associate Professors making over $75k on average. In order to compete in the market for ESM talent, UAA must enter negotiations with the capability to compete with other institutions. We are not doing that now, as evidenced by our (still) unfilled vacancy. 2) Adjunct faculty need to be recruited and retained.Adjunct faculty pay big dividends by bringing real-world current experience to the classroom and research arenas. The diversity of available expertise is considerable in the Anchorage area, and ESM students could benefit greatly by exposure to this local talent pool. $30k per year would pay for salary and materials needed for effective instruction and is an investment that would pay huge dividends for a long time to come. 3) The ESM program needs a full-time Program Manager.The ESM program can boast of over 500 alumni. This is a talent pool with combined expertise and experience that reaches far beyond its own numbers. A program manager would handle administration of the university program, new student recruitment, web maintenance, and research support and could be effected for approximately $50k per year. If we are to put UAA's ESM program back on the map, this position is instrumental. 4) The Engineering and Science Management FY03 Initiative must be reconsidered.The ESM FY03 initiative called for the introduction of additional areas of research and instruction which are seen as key to the industrial future in Alaska. Specific expertise in the Transportation and Oil&Gas fields would be recruited and made available to students and to the State as a resource for planning and implementation for new projects gets underway. The relative cost for this is not excessive, and the expectation is that the expanded ESM program will become self-supporting after three years. A serious re-consideration of the initiative is warranted. 5) Funding is needed for an ESM "smart classroom".The ESM program's fundamental emphasis is technology management education, and yet the ESM classroom environment is well beyond obsolete. The UAA Technology Innovation Group (TIG) has been presented with a proposal for creating a "Smart Classroom" three times, and each time the proposal has been rejected without explanation. My preference, certainly shared by my peers and the ESM faculty, would be to have the proposal funded. As a minimum, the TIG should provide justification for their decisions. It is my belief that Alaska's future holds great promise, and that engineering will continue to play a key role. The direction of our future endeavors will be performed by highly trained and experienced engineering managers. These people will come from far and wide to play a part in Alaska's future. With proper support for our local university system, and in particular the ESM program at UAA, we will have an opportunity to develop talent with the same level of capability, but with the added benefit of a deep-rooted understanding of what it means to live and work in Alaska - something that simply cannot be learned anywhere else.


Thank you for your consideration, Douglas E. Lockwood, IIEagle River, AK907-271-3840


Dear President Hamilton and UAA Leaders,

I am Kevin Gardner and presently employed by the U.S. Army as anEnvironmental Engineer at Fort Richardson. I received my Master of Sciencedegree from UAA in December, 1998. I am contacting you all to offer myunqualified support for the continued growth and expansion of the ESMprogram. This support emanates from my experiences as a successful graduatestudent, project manager for the Army, and father of a current undergraduateUAA student. Additionally, I still maintain somewhat of an "outsider's"perspective in that it was the Army that first brought me to Alaska in 1992.For some 15 years prior to that, I had traveled extensively as an Armyofficer and enjoyed the benefits of a top-notch professional militaryeducation system following my graduation from the U.S. Military Academy in1977. This experience allows me to look at UAA against a backdrop ofpersonal experience both on-campus and in other academic or professionalsettings, and what I see is an opportunity for the University to transformthe present ESM program into a world-class operation that will benefit theUniversity of Alaska as a whole, Anchorage, and the State of Alaska. Timingis everything, as they say, and I believe that if University leaders supportthe ESM program in the five following areas, then UAA will be in position tolead the way in the integration of engineering, science, technology, andinformation management that is assuredly in Alaska's near and long termhorizon.

My military training taught me the importance of analyzing the situation andunderstanding when to commit your precious resources. To do so, one had toidentify the "trigger points" that, if you took appropriate action in theshort term, would allow you to influence future events. Looking at Alaska'sfuture with the continued importance and expansion of mineral resourcedevelopment, moving those resources to market, the on-going evolution of thestate's transportation and communication infra-structure, our role as acargo transportation hub, tourism, and strategic military location, now isthe time to fulfill the following identified needs:

1. Hire a New Full time UAA ESM Professor at Assistant or AssociateLevel. To me, this is first and foremost a critical requirement. Thestrength of my UAA ESM experience was in my personal interaction with thefaculty, but they must have help in order to grow and expand the programcommensurate with the community's and state's needs in the areas identifiedabove. While the adjunct faculty does an admirable job and are valuableassets, it is the regular involvement of a professional academician thattruly polishes and provides important luster to the program that attractsand maintains high-performing students and researchers.

2. Maintain competitive compensation for high-quality ESM adjunctfaculty. This is consistent with the importance attached to #1 above -- ahigh-quality adjunct faculty in the ESM program serve to provide uniqueexpertise in a variety of technical/managerial fields; ESM students would bewell served if University leadership sustains this important aspect of theprogram.

3. Hire a Designated ESM Program Manager. One of the ESM program'smost gratifying aspects is the strong network of alumni, current students,and faculty that has been maintained. This nurtures open, free-flowing


communications that can only enhance the day-to-day operations of classroominstruction and academic research. A dedicated program manager to take on awide variety of administrative duties, to include the maintenance and growthof ESM networking will be an important component in the future growth of theESM program.

4. Reconsider the ESM's FY03 Initiative Proposal. The FY03initiative proposal offers a reliable blueprint for the logical growth ofthe ESM program consistent with the present and future needs of thecommunity and the state. A natural complement to the existing "general" ESMcurriculum is exactly what is proposed in the FY03 initiative -- focus nowinto specific, Alaska-related technology, engineering, project management,construction management, transportation, and information technology areas.The presence of such offerings in the academic curriculum will be what setsthe University of Alaska apart from other institutions with a North PacificRim focus.

5. Fund the New "Smart Management" Classroom. A valuable part ofthe learning experience at UAA involves exposure to modern informationtechnology and its accompanying software. UAA should be the leader in thisregard -- particularly with regard to the effective delivery of instructionto science, engineering, and technology managers. Unfortunately, many (ifnot most) ESM students use more up-to-date equipment and facilities at theirwork-place than that which can be found at UAA. The smart managementclassroom provides faculty with the proper tools with which to optimizestudent-student and student-faculty interaction. The thread of continuityin the ESM program is "teamwork" -- cultivating the proven notion that thesum total of a team's effort far exceeds that which can be accomplished by agroup of disparate individuals. The UAA ESM curriculum provides a greatopportunity for students to hone and develop teamwork skills -- it takesmuch practice in the proper environment to be successful.

Thank you for this opportunity to provide input to you all in this mostimportant matter. I am very proud of my success at UAA and am grateful tothe ESM faculty for enriching my intellect in a manner that has directlybenefited me and my employer. The present UAA ESM program is a very solidfoundation, but it is now time to build further upon that foundation if weare to position the University as the preeminent institution leading Alaskainto the future.

Kevin Gardner

"Gardner" <[email protected]>



I am a computer systems analyst for the Southwest Research Institute, SanAntonio, Texas. I am the lead for a three man team that maintains a $19Msimulator in Florida, designed and built by the Institute. I began work onthe UAA ESM program in January 1996 when my active duty wife was transferredto Elmendorf AFB, Anchorage. I was a full time graduate student in the ESMprogram at UAA, where I completed 24 credit hours, until my mother becameterminally ill. I left Anchorage in the early spring of 1997 to care forher and returned in the late autumn following her passing. I subsequently,left Anchorage February 1998 when my wife transferred to Tyndall AFB,Florida. Since then, I have continued to pursue completing my program bycompleting 6 credit hour toward the ESM program.

My experience with the ESM program students has been rewarding. The coursestructure allowed student group interaction that has benefited my currentworking relationships.

I support these five items that will better train us to be successful in thehighly demanding and fast changing workplace. The ESM program at UAA needsyour help with the following listed items;

1) Adequate salary negotiation cap for a new UAA ESM faculty position2) Adequate compensation for UAA ESM Adjunct Faculty 3) Designated ESM Program Manager 4) Reconsideration of the ESM FY 03 Initiative* Dr. Ra's Initiative will prepare the department for an evolving ESMprogram. I personally would like to see better emphasis on InformationTechnology (IT). I thinks his expansion initiative will provide thenecessary vehicle to accomplish an improved program.5) Funding for a "Smart Management" Classroom* The $50k Dr. Ra is requesting is a fraction of the required fundingneeded to bring the Graduate Engineering in line with current industrystandards. I have to thank the Engineering department for their foresightinto industry technology. It has allowed me to better utilize software inuse in the workplace. The department will need more funding to keep up withthis rapidly changing field. Please consider employing these items for the sake of the UAA ESM program'sfuture. The program has improved, not only my career skills, but also thatof numerous fellow students and alumni. We need a strong ESM program thatonly you can provide. Sincerely,

Mr. Byron N. CaltonAnalystSouthwest Research Institute (SwRI)

Calton Byron Civ SWRI <[email protected]>


Sir,

First, I would like to introduce myself. I am Linda G. Robertson,active duty Air Force, Technical Sergeant (E-6) stationed at Elmendorf AFB.I am a SABER Project Manager with the 3rd Civil Engineering Squadron. MyAir Force Specialty Code is Engineering Journeyman (Engineering Assistant).I have been at Elmendorf for the past 3 years. I am currently enrolled inthe ESM program seeking a Masters' in Engineering Science Management. I enrolled at UAA, Fall '99 with the anticipation of which field topursue. After a semester in Adult Ed, I decided that Education was not whatI desired. Then after talking with my Superintendent about different typesof degrees, the thought crossed my mind to go into the Engineering field,since I have been in the Engineering field for the past 16 years of mymilitary career. After careful research and talking with Dr. Ra and otherESM students, I knew I wanted to graduated with a Masters' in theEngineering career field. Dr. Ra and my classmates have been very supportof me, since I have a Bachelor's degree in Computer Science and Associate inEngineering Technology. Some of the classes I have not taken as anundergraduate, but with their help and support I have successfulaccomplished the required classes with ease. UAA is the only university that I've attended that does not have anAssistant or Associate Level professor. I feel this individual would be atremendous asset to the University staff. This individual would be a linkbetween the student and the professor. Depending upon their area ofexpertise, they maybe able to answer your question or help you with aparticular situation. Also, this individual would help to do valuableresearch for the needs of the students as well as the University. The ESM adjunct faculty is a cut above the rest. Their expertise bringnew life into the classroom for individual like myself, who did not comefrom an Engineering background. They explain the subject as if I had, hadthe subject. Their visual and hands-on exercise is what set the courseapart from the rest. With a variety of courses to offer, this would givethe University an edge when recruiting for prospective Graduate students.In today's society the younger generation is looking for versatility intheir chosen career field. Like any where else in the workforce, a program manager would help tokeep all parties informed with current information, alumni functions,surveys, and general knowledge information, such as, articles, journals, andmagazine related to ESM. This would better aid the Graduate student to stayconnected with the University, even after graduation. With FY03 Initiative, Alaska would benefit from this program becausethis would be a hub to keeps all Engineers abreast with state-of-the-arttechnology within their own backyard. Instead of high expenses to attendthis type of program elsewhere, it will be offered at UAA. This would giveUAA a boast for taking care of its own. With this type of program, UAAwould provide seminars, training, guest speakers, and etc. of theEngineering career field within Alaska, the world and abroad. I am strongly for Smart Classroom. With the Smart Classroomsinstructor will be able to bring technology to the classroom through use ofthe computer integration with a horseshoe type setting where each studentswill get to see the screen without looking around a computer or student'shead. This would give students hands on experience while the instructor isteaching. The current Computer Lab does not meet the needs of Graduatestudents, the Lab is closed without notification at times. An example from


a recent experience: the computer lab was closed during spring break, noone took into consideration, the Graduate student doing research orhomework. The majority of the campus function was closed as well. Withlimited use of the computer lab, I feel their is no need to charge for useof the computer lab because it is not open to benefit the working student(9-5). If there's a problem within the lab no one is available to correctthe problem. With a Smart Classroom, and up-to-date computer equipment, Ifeel this would resolve most of the problems and better meet the needs ofall students. With the cost charged per student, per class, I feel their isadequate funding to support Smart Classroom. With the above five issues, I feel that if they were funded andsupported, UAA would be even a better place to enrolled. But on the otherhand, without these programs where would UAA fit into the selection processof prospective Graduate or undergraduate enrollment? With today's computerknowledge, students are more hands-on with computers and expect theUniversity they attend to be at the same level. Students of today have sometype of computer, whether it's a desk top, lap top, hand held or etc., theirlife revolves around computer technology. Without up-to-date computertechnology a vast majority of the student will not attend a particularschool because of this inefficiency. I have taken three courses and enrolled in two this semester (TQM,Engineers in Organization, Statistics, Engineering Economy, and CostEstimating) of the ESM program and all five have helped me to become abetter Project Manager. These courses have shown me how the civilian sideof the house think and do the same work that we do in the military setting.We all basically do the same work but accomplish them is different ways andfor different reasons. Being in a military environment, UAA has provided me and my peers aplace to continue our education. UAA provides us with the technology weneed to prosper in the world at the present time. With on-going changeswith technology UAA need to ensure that the have state-of-the-art faculty,computer equipment and accessories, courses, and etc. to keep up with thechanging time. Otherwise, UAA will be considered prehistoric as compared toother universities. Thank you for affording me an opportunity to elaborate on the ESMprogram at UAA.

LINDA G.ROBERTSON,TSgt,USAF SABER Project Manager 3 Civil Engineer Squadron 552-4331 DSN 317 552 4331 Celluar 250 9614


Dear Gentleman, My name is Edward Stelacio, I am a soldier stationed at Ft Richardson, AK and a student in your excellent ESM program at UAA. I have an undergraduate degree in electrical engineering and work in the telecommunication and information technology field for the Army. The ESM program is great but most of the teaching is based in civil and structural engineering. There are many senior sergeants and officers in my unit that have asked me questions about the program because they have heard many wonderful things about the program. The reason why these soldiers do not attend is that there are no instructors for a telecommunications or IT curriculum. Adding another professor and an adjunct or two would be a great solution to this problem. Having an upgraded classroom will also help to attract students, companies want their employees to be on the leading edge of technology. Having a Smart Management Classroom would enable students to learn this leading edge technology and this would add to the enrollment. The ESM program is excellent but it needs to move a head with the times and technology, if this doesn't happen the program will not continue to be a great one. Thank you for your time and listening to my concerns.

Sincerely Edward J. Stelacio

"Stelacio Edward J 1LT HHD 59 SIG BN(n)" [email protected]



Robert S. Devereaux, PMPPO Box 670517Chugiak, AK 99567-0517

April 8, 2023

Mr. Mark Hamilton, President, University of AlaskaMr. Lee Gorsuch, Chancellor, University of Alaska, AnchorageMr. Dan Johnson, Provost, University of Alaska, AnchorageMr. Robert Miller, Director, School of Engineering, University of Alaska, Anchorage

Dear Sirs:

I am writing in support of the five ESM program initiatives proposed by Professor Jang Ra that are before you today.I am a 1998 graduate of the ESM program and an active member of the Project Management Institute. My graduate degree in Engineering Management was obtained through the evening program with instruction from Dr. Jang Ra and Dr. Ted Eschenbach (retired). I obtained my degree in what can be considered as "late” in my working career. The knowledge gained by me through your ESM program has allowed me to assume positions of additional responsibility because of the recognition that your ESM program has by employers throughout the state of Alaska. I am thankful that UAA has such dedicated professionals as Dr. Ra, who have a vision of the importance of Project Management knowledge and skills required to succeed in today’s highly competitive global economy. I am well aware of the competition for capital within the private sector when it comes to justifying projects. One of the requirements is that there must be a return on investment whether that return can be expressed directly in present value terms of dollars and/or indirectly through “efficiencies” within the asset such as reduced work hours. The decision-makers must also take into account the probability or degree of risk that the venture will actually return those future benefits. If Dr. Ra’s vision of making UAA one of the premier schools in Project Management excellence is to materialize, then you, as the decision makers, must take that risk and invest in his vision and labor. His five initiatives all have merit in that they will collectively lift the ESM program to new levels of excellence. As you know, it takes recognized resources and results to attract the best and brightest students to any educational program. I was surprised to learn that only one foreign student was enrolled in the ESM program. It seems to me that potential students from abroad are an untapped resource. If you approve the ESM Program Manager position, you can reasonably expect that number to increase dramatically. A variation of the Smart Management Classroom is working in industry today, with desktop to desktop conferencing taking place from virtually any place on earth. However, many users are not adequately trained in how to effectively conduct business in this new environment. The Smart Management Classroom would prepare your students for this new method of conducting business. With the 40th anniversary celebration of the UAA ESM program this year, you can take great pride in those UAA professionals that have made your program an overwhelming success. I believe it is time to take the program to a new level, and the risks are worth it. Please help Dr. Ra make UAA a place that is sought after in Project Management Excellence for both the new student and those such as myself, who want to keep their skills and knowledge current to succeed in today’s ever challenging and demanding environment. Respectfully Yours,

Robert S. Devereaux, PMP


To UAA administrators,

I am a recent graduate of the ESM program and felt concerned to write this letter. I am a practicing professional in the Engineering Management field for a large engineering firm with a office located here in Anchorage. The firm I work for, Jacobs Engineering, provides management services under a contract we have with the federal government. This work requires that we plan, coordinate, and oversee millions of dollars in federal funding every year. There are 19 delivery orders currently under our program and more in the works.

Due to the nature of this work it is essential that trained and qualified professional managers with skills for scheduling, budgeting, and management be available. We have had a hard time finding these types of personnel and feel that trained and professional managers will be in demand for the foreseeable future in this state and geographic region. With these professionals in short supply it only seems natural that we look outside of the state for resources to do our work or that we train personnel that already live here to do the work. As a long time Alaskan I support the later option.

During my coursework in the ESM program at UAA I obtained or refined skills that have assisted in my growth as a professional. The program at UAA offered a unique experience in that it was really geared toward the working professional. Classes were scheduled in the evenings and the tuition is competitive for comparable programs at other universities. I found many benefits in pursuing my second master degree at UAA. In fact I suggest this curriculum often to friends and co-workers.

Dr. Ra has suggested several things that I feel are important for advancement of this program. I am especially supportive of the increase in funding for addition of a high quality ESM faculty and for the Smart Management Classroom. I do support all five proposed items and feel that it would be in the universities best interest to see that all are implemented. Several reasons for this support are as follows:

1. Labor across the entire North West is at a demand. Jacobs is offering incentives to our employees to find available professionals to work for us and are having difficulty in staffing our projects because of labor. With this in mind we are even now considering incentives such as higher wages, better benefits, paying relocation fees, and others to get people to work for us. We are only having moderate success. It is predicted that the work in Alaska for 2001 for the construction industries is going to increase by 25% yet little or no increase has been seen in the labor available to do this work. With this situation does UAA think they can complete with the private or federal sectors without offering competitive salaries? In fact I would suggest that UAA should be considering how they will keep their existing staff if our state or local economies continue to grow as projected.

2. Continuing education is an essential part of a professional career. As I evaluate what options are available for these opportunities I see little that is offered in Alaska that is of interest. If UAA had more offerings available fellow professionals and I would partake at the local level. To do this UAA needs to provide leading edge and nationally recognized adjunct faculty to perform this type of training. If you don’t profession staff such as myself with continue to go outside to participate in these activities.


3. Qualified and Visionary leadership is a key component to growing any program. Without this you are not going to mover forward in your efforts to make UAA a institution that people who live in this State want to attend. Also, if you are not tapping your alumni for help you are missing out on a support structure that is available and willing to assist monetarily and in providing opportunities.

4. The smart management classroom sound like a really good out of the box solution to interactive classroom teaching. Technology is a driver in the industry today and solutions such as the smart classroom could help put UAA ESM program in a position to link with other university programs across the world or private industry if needed. This is a good idea and should be funded.

I would also like to support Dr. Ra as a leader in the educational process and suggest that leaders such as him be supported so that the UAA ESM program stays competitive.

Thanks for your considerations,

Stephen HammondCivil Engineer/Engineering Project Manager

"Hammond, Stephen P." [email protected]



March 19, 2001

Subject: Engineering and Science Management Program at UAA

Dear President Hamilton and UAA Leaders:

I am a graduate of the ESM program at UAA. I attended the University from 1992 to 1997. I am currently a Senior Engineer and Associate at USKH, a state-wide architectural and engineering firm. I am also quite active in professional organizations and am the current president of the Alaska Society of Professional Engineers. The purpose of this letter is to ask you to support the ESM program at UAA.

The first critical item needing support is hiring a full time ESM professor at the Assistant or Associate lever—with a competitive salary offer. I was on the faculty selection committee to fill the vacant position. We found an outstanding and excellent candidate for the position. Mr. Tony Duarte would have been a true asset to the ESM program and UAA. I cannot stress enough how impressed I was with this individual and all that he had to offer. Unfortunately, the salary that was offered to him was grossly inadequate. I know from my experience that engineering salaries are on a dramatic increase. It is especially challenging in Alaska because the salaries paid by the petroleum industry are generally much higher than other sectors. A $70,000 to $80,000 is a reasonable expectation for a well-qualified faculty member in an Engineering Management program, particularly in this state.

In addition to compensating full time faculty members, it is also important that adjunct faculty be adequately paid. Successful Engineering Management programs are dependent on being able to apply “real world” lessons. This is best achieved by using adjunct faculty. One of the classes I found the most useful was “Management of Technical People”. This class also happened to be my first class in the program. The course was taught by an adjunct faculty member. His experiences and contacts were a significant reason why the course was so successful. I know that Dr. Ra has several new courses that he would like to offer and many of these courses, because of their specialty nature, should be taught by adjunct faculty. I encourage you to adequately fund adjunct faculty instruction.

I also would like to encourage your support of a designated ESM Program Manager. The alumni of the ESM program reads like a who’s who of the engineering and science community in Alaska. The alumni are an incredible resource to the University and we should be tapped for our help and support as needed. However, it takes time and resources to coordinate the communication with the alumni and this is best handled by creating the position of an ESM Program Manager. I believe that in a short period of time, the benefits of such a position will be evident.

Dr. Ra has shared with me the FY03 Initiative of Expanding the UAA School of Engineering ESM Graduate Program. The expanded program would offer additional management training in specialized technological areas. I think this is an excellent proposal. The UA should be a true resource for the State and adding new courses such as Dr. Ra has suggested would do just that. I personally, would be interested in a course in Intelligent Transportation Systems (ITS). This is a new area outside the traditional transportation engineering arena. It will definitely become a major component


of transportation planning and management and UAA should be in the forefront of resources for ITS.

Lastly, I really think the ESM program needs a better computer classroom for instruction. I have read Dr. Ra’s proposal for a Smart Management Classroom and can agree that it is definitely needed. On several occasions, my classes would meet in the computer lab to learn new software or specific applications of software. I found it extremely frustrating and basically, a waste of time because we were in a room that was being used by other students working on their homework, or, when we did have the room to ourselves, the layout of the room was such that it was hard to follow the lecture and get the help needed. This was particularly true when I was trying to learn the Primavera project management software.

I am proud to say I am a graduate of the ESM program at UAA. Engineering management is a unique program that I think fills a very important need. I would hate to see the program suffer because of a lack of adequate instructors (both full time faculty and adjunct). And I honestly believe that the program could become, and should become, an even better program that serves as a true resource for the community.

Sincerely,

Joann Mitchell, P.E.

"Joann Mitchell" [email protected]



Dear President Hamilton and other distinguished leaders,

My name is Scot Berrian and I am a graduate student in your engineering and science management program. I will soon earn my degree as I only require six additional credit hours at the end of this semester. I am a Christian by faith, a Captain in the US Air Force by profession, and civil engineer by trade. I am husband to another full-time UAA student and father to three young children. I tell you all this to explain my point of view. To say that I am busy is an understatement. I need to take the time to tell you all what I think about the UAA ESM program. The ESM program needs to be given a greater degree of respect and attention. It is my understanding that Dr. Jang Ra has tried to explain the needs of this program through the proper channels, but has had little or no success. Maybe you will hear my voice. I support an adequate salary negotiated cap for a new UAA ESM faculty position. I appreciate the dedication from the current handful of faculty members but my peers and I deserve a larger base of instructors. Each instructor brings his own experience, technical expertise, and teaching style to the table. In this instance more is better. I support adequate compensation for UAA ESM adjunct faculty. These individuals go out of their way to add to our graduate education. We are the current industry and militay leaders. Do you mean to convey that we are not worth properly paid instructors? In addition I support designating an ESM program manager, reconsideration of the ESM FY 03 initiative, and funding for a "Smart Management" classroom. I don't fully understand these three issues, however, that should not sway how you view my message. In the military I am often asked to support decisions without first-hand knowledge. I am not privy to all the information my commander has, and he doesn't have time to constantly explain things to me, but he has earned my trust. I trust Dr. Ra when he tells me that something is wrong with the ESM program. I can see part of it for myself. I would like to trust that you, being leaders of this university, will fix the problems. Young officers rotate into and out of Anchorage at a constant rate. Your university's reputation only goes as far as its current students. If we don't believe we are receiving a quality education, where is the justification for promoting this institution? Thank you for showing me respect by reading my entire message. I believe you want UAA to grow into a top university, where the students' education is top priority. I would like think that I am correct in this assumption.

Sincerely,Scot BerrianChristian, Husband, Father, Officer, & Student

[email protected]


Dear Sir's, It is a great honor being able to distinguish my self from many other's when I mention that I'am part of the ESM program at UAA. Employers have such high regards for the program that its noted on their personal contributions and support. The willingness to strive towards bettering the quality of education is in everyone's interest and thus I petition your consideration and support on these issues. 1. A full time UAA ESM Professor2. Adjunct Faculty Support3. ESM Program Manager4. The ESM FY03 Proposal5. The Smart Management Classroom Best Regards, Ernie Ramos.

"Ernie Ramos" [email protected]



March 20, 2001

Mr. Mark Hamilton:PresidentUniversity of Alaska Anchorage

Mr. Hamilton:

I am writing to ask for your support and engagement with the Engineering and Science Management program. I am interested in the success and growth of the ESM program from two vantage points. The first is as a graduate student in the ESM program contemplating entering a Ph.D. program, and the second is as an engineering manager seeking to hire competent and qualified employees.

As a graduate student in the ESM program I have a vested interest in the success and prestige of UAA and the ESM program. The ESM program has shown remarkable growth over the past three years. I am sure there are many factors that have contributed to that growth with one of the most significant being the recognition by Dr. Jang Ra of the need within the engineering community and his vision of meeting that need.

UAA offers an academic program in ESM that I am pleased to have on my resume. I am concerned, however, with respect to diversity of attitude, experiences, and approaches within the program. The ESM program is typically a 30-hour program comprised of 9 3-hour classes and the ESM project. Just as it is important to read a variety of periodicals and journals to ensure a broad perspective, it is important to have diversity within the academic environment. When I entered the ESM program there were three faculty members teaching ESM topics; Dr. Shroeder, Dr. Eschenbach, and Dr. Ra. I was instructed by each of these professors and an adjunct instructor during my course work.

Currently there are only two faculty assigned to the ESM program, Dr. Ra and Dr. Shroeder. In addition the ESM program has four cross-listed courses with the MBA program. While I think the diversity of instructors for my program was adequate, it could have been richer. Given the current situation, I am very concerned for future participants in the program.

I am also concerned with the diversity issue and Dr. Ra’s availability as I consider the Ph.D. program. I have great respect for Dr. Ra and will expect to be challenged to an even greater degree if I choose to pursue a Ph.D. in ESM at UAA. My concerns are somewhat conflicting. As I discussed above I believe diversity is important in the academic arena. With two Ph.D.s in the ESM department, a Ph.D. candidate will have multiple classes with the same professor and then be mentored by one of those same professors. With respect to Dr. Ra’s availability, with only two professors, an increasing enrollment, and the functions Dr. Ra performs as ESM Department Chairman, will he be able to spend the requisite time working with a Ph.D. candidate? If he is available, is it an ideal program?

As you are aware, Alaska is sometimes a unique and challenging place to hire qualified talent. I manage an engineering platform within the Anchorage National Airspace


Implementation Center of the FAA. We have a diverse group of engineers responsible for the design and installation of systems ranging from weather cameras and precision approach path indicators to digital airport surveillance radars.

The undergraduate degree in engineering prepares an engineer to enter the workplace; it does not prepare him or her to stay there. Professional work in engineering, like that in other professions, is marked by continued personal effort to keep abreast of the advancing and changing discipline. It is the responsibility of every engineer to continue learning, whether in the academic arena or through specialized training courses. I look to UAA to meet the academic portion of that requirement. To accomplish that I would like to see UAA aggressively pursue excellence in the ESM program.

The curriculum of the ESM program is very appropriate training for my engineers as a part of their professional development. Project Management, Cost Estimating, Management Decisions Under Uncertainty, Management of Technical People, and the balance of the curriculum are directly applicable to the work performed within my organization.

To be successful in meeting my needs the ESM program needs to do several things. The first, as discussed earlier, is to acquire and maintain adequate faculty. I would like to see at least one additional Ph.D. on staff as well as several adjunct faculty. To accomplish both of these items, sufficient funding must be identified and made available. I recognize that the cost of hiring a Ph.D. is significant but it is an investment in the future of UAA and the ESM program.

I took a two year break in my ESM program to accept an assignment to our headquarters office in Washington D.C. When I returned to the engineering building I was both pleased and concerned. I was pleased to see that additional computers had been acquired and an additional computer lab had been established. My concern was two fold. One, the setup of the equipment did not and does not look like a professional engineering and installation effort. As prospective students tour the campus, the academic environment should inspire them. The computer labs fail in that accomplishment. My second disappointment was with the lack of a collaborative learning environment. Dr. Ra refers to this as a smart classroom. I was introduced to the concept while in Washington D.C. A collaborative environment allows participants to focus on each other and the information being presented. The environment is very effective in brainstorming and reaching consensus on controversial documents. It could be equally as effective in a teaching environment. The opportunity for students to share solutions and techniques, or to view challenging problems and determine best approaches is easily visualized in a collaborative environment.

UAA is strategically located in the largest population center in Alaska and has the potential to meet both the undergraduate and graduate needs of its current and prospective students. To meet those needs the University must identify those needs. I believe Dr. Ra has identified those needs with respect to engineering and science management. There are other areas that I would like to see you consider, such as broadening the entire engineering program, but that is for another time.

Dr. Ra has prepared a FY-03 initiative and a proposal for an ESM program manager. Both of these proposals are forward thinking and take the ESM program to the next logical step in its evolution. Expanding the ESM program to meet specific educational


needs of the community and to provide it the flexibility to modify and adapt as those needs change is good business. Providing a program manager to focus on recruitment, program administration, and research support, etc. will free up Dr. Ra’s time, allowing him to focus on the increased success of UAA and the ESM program.

Please take the time to consider the needs of the ESM program. It is a viable value added program that can meet the needs of the community as long as it is allowed to. If it is impossible to accomplish all five of the items identified I would encourage you to identify and make available adequate funds to hire one additional Ph.D. and adjunct facility, and to consider the use and application of a collaborative environment for the ESM program and fund that initiative. These initiatives will meet the immediate needs of the program.

Thank you,

Walter R. Wilson"Walter Wilson"<[email protected]>

cc:Lee Gorsuch, UAA ChancellorDan Johnson, UAA ProvostRobert Miller, UAA School of Engineering DirectorJang Ra, ESM Graduate Program Chair


March 20, 2001> > Dear President Hamilton, and other distinquished faculty,> > I am writing to you to express my support for the Engineering Science> Management program at UAA.> > I have a bachelors and masters degrees in Chemistry from the University of> Alaska in Fairbanks. Since graduation I have started and operated a> number of successful small businesses, and for the last 6 1/2 years I> have served in various positions with State of Alaska in from Special> Assistant, Deputy Director and Development Specialist for the Rural Energy> Programs. My government experience has primarily involved engineering and> program management focused on developing cost-effective and sustainable> options for rural power systems. > > In order to continue to be successful, I need to continue my education and> sharpen my skills. While having courses like Project Management, and Cost> Estimating available is important, the strength and value of the of ESM> program comes from the opportunity to work and learn from other successful> and experienced professionals. The course work consists of valuable> lessons with immediate and relevant application. But the structured ESM> program, draws a core of successful professionals, that provides insights,> and an extended network of professional contacts, that isn't possible from> books or on line courses.> > To me it obvious that the ESM program is a valuable to individuals,> industry and the State of Alaska. I feel fortunate to be able to> participate, and hope you will consider my opinion when considering the> importance of adequately supporting the program.> > Respectfully, > Dennis Meiners> Alaska Energy Authority> 813 West Northern Lights > Anchorage, Alaska 99503> [email protected]> 907-269-4698


Why UAA’s ESM Program Merits More Support

1. Program serves highly qualified individuals who are moving into and upthe management ladder at organizations important to Alaska’s and the nation’s economy and to the national defense. What they learn in ESM courses canbe immediately applied to the benefit of every citizen of Alaska.

2. It has an active, visionary, experienced, and hard working faculty memberto lead the program, so that the resources will be well used.

3. The alumni of the program will be future supporters of UAA and UA, andthey will occupy increasingly important positions. While many of these willbe transferred out of state by the military or the petroleum industry, someof these will be transferred back to assume leadership roles here. All willinfluence perceptions of Alaska’s important role in national defense andenergy supply.

4. This program serves students who cannot go to another university for anequivalent program. As almost every student is currently employed, theycannot take advantage of the offerings from the growing number ofuniversities offering a masters in engineering management (over 100nationally).

5. This program delivers a very large bang for the buck. Since classes aretaught at night, facilities can be shared with day-time programs. Computerlabs and higher tech classrooms can be shared with other users.

6. The masters in ESM focuses on the management of technical projects,people, and organizations. It requires a B.S. in engineering or science andat least 3 years of experience (most students have more). This focusensures that the material is directly relevant and that students can benefitfrom shared experiences. For these students, the more general MBA programis much less relevant. The MBA is more generally recognized, but some MBAprograms have been criticized for having fresh graduates studying how tostrategically direct the whole array of retail, service, manufacturing, andother organizations.

7. Continuity with UAA’s past. The ESM program was one of the firstprograms offered in Anchorage by UAF. It served as part of the core for theAnchorage Senior College. Some of its earliest graduates have retired now,but the program’s legacy is represented in the names of locally ownedengineering firms.

Closing CommentOne of the greatest needs for the ESM program is to fill the vacancy createdwhen I accepted the university’s encouragement to retire. After 23 years Iwas ready for a new set of challenges, and Dr. Jang Ra clearly was ready toassume leadership of the program. However, no graduate program can thrivewith a single faculty member. The second position needs to be madeattractive enough, so that it can be filled with a well qualified person. As editor of the Engineering Management Journal for the last 13 years, I’vevisited many programs and written many evaluations for promotion and tenure.I’ve seen my discipline prosper nationally, but it is at risk locally.Please give the program the resources it needs to serve Alaska.


Dr. Ted Eschenbach, P.E.Professor Emeritus of Engineering and Science Management, UAAEditor, Engineering Management Journal


President Hamilton and UAA Leaders,Attached is my support for the continued growth of UAA's ESM program. <<ESMProgram.doc>> My ESM degree not only helped further my career, but also theuniversity was very helpful as me as I obtained my professional License(88). As a UAA alumnus (91), I support the UAA engineering programs notonly by encouraging my staff to further their education, but also through myposition as a board member of the Society of American Military Engineers.

Sincerely,

William R. Reiter, P.E.Chief of Engineering3rd Civil Engineer Sq.Elmendorf AFB, AK

To: UA President Hamilton [email protected] Gorsuch, UAA Chancellor <[email protected]>Dan Johnson, UAA Provost <[email protected]>Robert Miller, UAA SOEngr Director <[email protected]>

CC: Jang Ra, Professor and ESM Chair <[email protected]> Dear President Hamilton and UAA Leaders.

Let me introduce myself. I am the Chief of Engineering for the 3rd Civil Engineer Squadron on Elmendorf as well as an ESM Graduate(91). I have lived and worked in Alaska since 1971 and have seen the University of Alaska, Anchorage grow from a Community College to the fine university it is today.

Not only did I received my degree from UAA, but also many members of my staff have either done course work or received a degree in the program. As you may or may not know, the Air Force stresses continuing education as a necessary element for career advancement. The ESM program parallels the Air Force Institute of Technology at Wright Patterson AFB degree program and provides Air Force engineering officers a sound management basis as they move up the ranks to more responsible positions and future leadership roles.

Dr. Ra has done a great job to stimulate the program and extend it to even obtain a PhD. However, in order to continue to improve the program, several things must happen.

First, the foundation for any program is quality instructors. Without a comparable salary scale highly qualified people cannot be attracted from Alaska, or the lower 48, to fill ESM faculty position(s). As the program grows, it is essential to have, not only a highly qualified staff, but also adequate staff to support the program needs. Without this staff, the course offerings could be spread out. This presents a very real problem for my officers who are, generally, on a three-year tour.


Second, adequate compensation for UAA ESM Adjunct Faculty is a must. There are many qualified individuals in the business and engineering communities that can add to the program. Adequate compensation is necessary for entice them to take on the additional teaching responsibilities.

Third, there is a need for a designated ESM Program Manager. This person can free the teaching faculty from the administrative aspects of marketing and managing the program. Again, this can only serve to enhance the quality of the overall program.

Fourth, I understand that Dr. Ra’s FY 03 ESM Initiative is on the recommend list. As the program matures this initiative would shape the program to meet the needs of the future Engineering community. It needs to stay high on the “recommended” listing.

Fifth, funding for a “Smart Management” Classroom is essential. In my 34 plus years of engineering I have seen the engineering community move from the slide rule to Geobase computer environment. Personally I learn more from interactive, hands on, environment than one-way instruction. This is truly an enhancement not only to the ESM program, but to the engineering school as a whole.

In conclusion, I strongly support Dr. Ra’s initiatives to expand and improve the ESM program for the university and the community and hope that you will see the benefits of these initiatives. It is an excellent program and, as I stated earlier, a great benefit to developing the future engineering leaders of the Air Force.

William R. Reiter, P.E.Chief of Engineering3rd Civil Engineer SquadronElmendorf AFB, Alaska


From "Tim Bridgeman" <[email protected]>Date Fri, 23 Mar 2001 13:32:13 -0900

To <[email protected]>

Subject This note is written to urge you to fund the Smart Computer Classroom that is proposed for the Engi

This note is written to urge you to fund the Smart Computer Classroom that is proposed for the Engineering & Science Management Graduate Program at the UAA School of Engineering in Anchorage. I have long held the opinion that the greatest resource that Alaska possesses is not oil reserves, or fishing grounds, or forests, but us Alaskans. I further believe that the greatest opportunity for the long-term development of Alaska is to invest in our educational systems so that we produce people who will live and work in Alaska and expand its economy.

The UAA School of Engineering in Anchorage is one of these investment opportunities that produce graduates who work to overcome the unique challenges of design and construction of projects in Alaska. With the proposed development of the gas pipeline to transport natural gas to markets in the Lower 48 and Southeast Asia there is the realization that we have to add value to the process of bringing Alaska’s natural resources to market. And that takes the sort of home-grown talent that graduates from UAA possess.

This and other projects are facing challenges, not in financability or available markets, but from a potential shortage of professional and skilled workers. That is why it is so important to make our higher educational facilities capable of producing the talent required for these projects.

I have had the privilege of working with Dr, Jang in the presentation of courses to prepare students to take the Project Management Institute’s certification exam to become a Project Management Professional (PMP). This certification is rapidly emerging as the minimum entry requirement to be employed as a professional by the companies working on these Alaska projects. I myself attended this class in 1992 and passed the most difficult exam I have ever taken. Without Dr. Jang and the support of the Engineering & Science Management program, I would not have been able to qualify as a PMP.

This is but one small example of where ESM is contributing to the Alaska economy. ESM is proposing to install a Smart Computer Classroom to bring its teaching methods in line with current technology. We all know that gaining expertise in the use of computer technology is what keeps US industry competitive in the world market place. I urge you to support this project estimated to cost $50,000. Surely you can find these fairly modest funds to support a project with such overwhelming return?

I appreciate your attention to this important issue. Sincerely, Tim Bridgman


Dear President and General (USA, Ret.) Hamilton,

I am writing to request support for UAA's Engineering and Science Management Program, which you already know is a very successful and growing program. I am enrolled in the M.S. program and wish to see the program continue to grow.

As an introduction, I am a retired Army Major and served my last seven years of active duty with the Alaska District Corps of Engineers. Currently, I work with the Mat-Su Borough as a Project Manager, where I manage many construction projects. I know that the course work, classes and networking through UAA's ESM Program and Dr. Jang Ra, were instrumental in helping me obtain and continue to perform in my employment.

The ESM department chair, Dr. Ra, has listed five support items that if carried out, would greatly boost the ESM Program's status and outlook. Part of those support items include the increase in faculty which is very much needed in the ESM Program. The overall faculty budget cuts are difficult to accept while administrative funding has increased. The growing ESM program deserves the support and faculty increases recompense to the program growth. Also, the "Smart Management Classroom" would allow the ESM Program to better prepare students to learn and apply necessary skills. The Engineering program has been behind the times with applying existing technologies. This may be one of the reasons for the downturn in many undergrad programs.

It requires great sacrifice and dedication for someone older to return to school and achieve educational goals, while maintaining employment and raising a family. Those sacrifices should not be wasted, nor be unsupported by budget cuts.

Thank you for your support and consideration. Still proud to continue to serve and learn.

Bob Bechtold


Dear Sir:

I have been attending the ESM Program at UAA and feel it is a great programthat requires immediate attention. The staff has some of the bestinstructors, researchers and teachers in the world, but they requireadditional staff. Please provide funding so that they may hire additionalstaff to support the more than 200% increase of students.

Additionally, the computer labs are great, but the program could use asmart management classroom. This classroom would allow the university andthe entire state to benefit by producing the best trained professions inthe world!!

Thanks

Steve Politsch271-4293



Dear President Hamilton and UAA Leaders,

I am a Mechanical Engineer employed by PDC, Inc. in Anchorage. Igraduated from UAA in 1990 with a Master of Science degree inEngineering Management. The courses I took at UAA have been veryvaluable not only in my work as an engineer, but also in daily life. Iapply the principles I have learned whenever I can.

I understand that several important issues have come up. They are listedbelow:

1) Adequate salary negotiation cap for a new UAA ESM faculty position inorder to attract the best instructors.2) Adequate compensation for UAA ESM Adjunct Faculty to keep the bestinstructors teaching.3) A designated ESM Program Manager.4) Reconsideration of the ESM FY 03 Initiative.5) Funding for a "Smart Management" Classroom.

I am sure you know the great importance of education in a community. Itrust the judgment of Dr. Jang Ra who has made me aware of these issues.I support the items on the above list. Thank you for giving these issuescareful consideration.

Sincerely,

Steve Nigg


Hello,

I am a 1984 graduate of the ESM program at UAA. Currently, I am head ofthe Industrial Engineering Department and director of the MSEM programat the University of Minnesota Duluth. I was working with ARCO AlaskaInc. when I was a student in the ESM program, but the experience at UAAencouraged me to seek a PhD and helped me decide to move into academia. In fact, we just started our MSEM program at UMD this past fall and usedthe UAA ESM program as a model.

I am writing to you in support of the ESM program's requests. As adepartment head and engineering management program director, I feel thatI can speak on each of the five elements:

1) Adequate salary negotiation cap for a new UAA ESM faculty position

A new assistant professor in EM can easily receive an initial salary of$55-60K (or more) per year. We are currently seeking one in ourdepartment, and I can attest to the fact that the market is extremelycompetitive. Anchorage is remote and has a higher cost of living thancities Outside. I believe UAA should offer a higher than averagepackage to offset the cost of living and fly-outs. (On a personal note,I also had an offer to teach in the ESM program in Fairbanks when Ifinished PhD, but I elected to come to Duluth in part because of the lowsalary at UAF--I would have loved to move back to Alaska, and stillwould, but it has to make some economic sense.)

2) Adequate compensation for UAA ESM Adjunct Faculty

Adjuncts provide a valuable service to the University. They frequentlybring in very useful practical experience and tie it nicely to thetheory of the material, making courses relevant. Our adjuncts at UMDinclude several alumni from our program; they are very loyal and do agreat job--I suspect yours do the same, but that doesn't mean we shouldtake advantage of them. Adjuncts cover courses which require asubstantial amount of preparation and should be compensated well for theservice they provide to us (as administrators) and to the students.

3) Designated ESM Program Manager

I wholeheartedly support this. The marketing of the program andcoordination of communication to and among the stakeholders is critical. Whatever funding that is associated with this will be returned byadditional students, development funds, and enhance image of UAA and theUniversity of Alaska. I believe it is critical for a profession-focusedprogram like ESM to be proactive and responsive.

4) Reconsideration of the ESM FY 03 Initiative

The ESM program is a growing program. It needs to be adequately fundedto provide a high quality product to its consumers--who happen to besome of the more influential members in the local and businesscommunities. I believe there is a positive cycle in which the communitycontributes to the success of the university, which contributes to thesuccess of the ESM department, which contributes to the success of the


community, and so on. If you reverse the cycle, it will work to thedetriment of all parties. The ESM community is very important tosupport, so I urge you to support the program.

5) Funding for a "Smart Management" Classroom

I taught my first engineering management class at UMD last fall in aclassroom equipped with interactive equipment and it was amazing! Thestudents were a home with the technology and it worked great forlearning. I think a "smart managment" classroom would be effective formarketing UAA and supporting continuing education short courses, as wellas for teaching and learning.

Summary

I very strongly support the requests that have been made to you by theESM program. We are facing reduced budgets in Minnesota, like you, andI understand that cuts are never easy to make. It seems to me that whenit is possible to reallocate funds to a program that can positivelyaffect the economic development of the community and State, it should beviewed as an investment, and a prudent investment at that.

Thank you very much for your time. If I can be of further service toyou, please contact me.

With best regards,

--Dave------------------------------------------------------------------------David A. Wyrick, Ph.D., P.E.Head and Associate ProfessorDirector of Engineering Management Graduate StudiesCooperating Society Editor of the Engineering Management Journal forASME Intl.Department of Industrial EngineeringUniversity of Minnesota Duluth105 Voss Kovach Hall10 University DriveDuluth, MN 55812-2496USA

telephone (218) 726-7184fax (218) 726-8596


Gentlemen:

I understand that times are hectic and busy, I'm sure that your "inbox" isas full as mine and that sometimes that it is difficult to respond to everyemail that crosses your desk - but - I would hope that I would not ignoreone of my stakeholders in my work as you have done to me.

Over a month ago I sent the attached email describing my concern for wherethe ESM program was going (or perhaps being shunted to) and the need forsome action and strong (or any) leadership from the senior management atUA(A). I have offered to come to Fairbanks if necessary to discuss inperson and I would have hoped that you would have taken me seriously and hadthe courtesy to reply. The silence as they say is deafening.

I would like to reiterate that I am deadly serious in my commitment to theUAA program, I am committed to the vision that a University can make asignificant impact in its community, not the least is the creation of newjobs. At my age this extra education generates 0 dollars to my bottom line,so I am obviously not sacrificing my time and energy for more money - farfrom it, as the reality of this effort is actually detrimental to myprofessional and personal life. I am pursuing this lifeline, because Ibelieve that as a result of this extra education I can make a difference tothose around me. And the interesting thing is that I know there are othersthat would do the same. Your disinterest in this is a disservice to me andmy peers.

I truly hope to hear from you in the near future.

Regards,

James Hemsath

J.R. HemsathTechnical Integrity Consultant907.564.5310http://alaska.bpweb.bp.com/oi - the great thing in this world is not so much where we stand, as it is in what direction we are moving -

> -----Original Message-----> From: Hemsath, James R > Sent: Tuesday, February 27, 2001 6:18 PM> To: Mark Hamilton (E-mail); Lee Gorsuch (E-mail); Dan Johnson (E-mail);> Robert Miller (E-mail)> Cc: Jang W Ra (E-mail)> Subject: University of Alaska Anchorage ESM Program> > Gentlemen:> > I expect by now you may have gotten a few of these emails, and I would> like to add my comments to the list. I am writing this note from a number> of perspectives - one from the position of a senior technical consultant> for one of those big oil companies (where I have worked for the last 26> years), as a homeowner and member of the Anchorage community where I have> lived for the last seven years and as a student in the ESM program.

http://alaska.bpweb.bp.com/oi


> > A little background on myself - I have a BSE (Mechanical Engineering) from> the University of Michigan ('75), a Masters in Industrial Engineering from> Fenn College of Engineering at Cleveland State ('83), a professional> engineers license both in Ohio and Alaska and this spring I am planning on> receiving my Masters from the ESM program. Immediately following this> degree I am applying for the doctoral program and am looking forward to> that challenge. Although, candidly, I am concerned about the inter campus> politics in my pursuit of this degree. I might also add it was this PhD> program that brought me to UAA as opposed to earning a degree remotely> through the Union Institute in Cincinnati. > > It is important for me to note that I have had a tremendous experience> here in the program. The classes I've taken have been top notch, the> level of students (I believe because they are all career folks - both> military and the industry) is outstanding and I've had some positive> things happen in this time. I was interviewed for the UAA Student> Profiles publication, I was nominated for the opportunity to be a> commencement speaker, I have had a paper (core to my thesis) accepted for> full publication and presentation at a conference in Portland this summer> - I'm very excited about this as it was a juried or refereed review> process and have another abstract based on a simulation class in review> for a symposium at Texas A&M. All in all a pretty good, albeit busy, 14> months.> > Believe it or not, this note is something I had been meaning to write even> before I entered the program, and I don't want you to trivialize my> comments when I say that the what and how the ESM program continues to> grow is indicative of the role UAA must play in Anchorage and Alaska. And> that role is crucial to the long term growth and health of the State.> This is something I firmly believe in and I do not believe it is out of> our reach!> > I have mentioned the quality of students. Unlike land grant universities> like Michigan or by analogy UAF, the program that might be the most> important is the Graduate Program (Masters and Doctorate). The reason> that the quality of students is so good is that they are motivated> professionals, that truly are looking for a good degree program and can> see relevance in the work they are doing. I may be a little longer in> tooth than some, but I would say on average these engineers are in their> late 20's early 30's, have a significant degree of responsibility in their> organizations, most of my military friends are Captains or Majors in> waiting and the others are senior engineers or project managers. All are> looking for a new skill set to apply to their career growth.> > To fulfill the needs of this market, and this market will grow over the> next 5 years - significantly, the department must be allowed to hire> quality professors at a competitive salary and this faculty must be at the> doctoral level in education to be able to meet the academic needs of these> motivated and educated professionals. The salary limit imposed by the> University is unacceptable for a program that must be allowed to flourish.> Along this same vein, I truly am puzzled by the lack of vision when it> comes to facilities and what is needed to be able to teach effectively.> Dr Ra's proposal for a smart computer classroom will make a huge> difference in the effectiveness in teaching and in this small way will


> effect the way the students look at their professional meeting venues. I> know I work for big oil, but even in the $9 barrel days we would have> found $50,000 to complete this room.> > I had mentioned that health of the State depended on the vision and> leadership of UAA. Anchorage is set to boom again with the gas pipeline> projects. As a city we will grow and as a community of engineers there> will be a huge influx to design, manage and maintain these new projects> and operations. While a boom, this will be a completely different kind of> program. Global companies working under severe public scrutiny will be> expected to perform in an efficient, cost conscious and environmentally> sound way. Management systems that haven't been developed yet will come> into play and if this was anyplace else in the world there would be an> expectation that the research at the university would supply some of that> vision. From a very small point of view the Engineering and Science> Management or as described in the FY03 Initiative the Technology and> Project Management program is in the position to meet these needs. This> will be fulfilled by the Masters program, if the quality of the design> projects that I have seen are any indication, and should be supplied by a> doctoral program. I hope that my work on Technical Integrity management> systems, their simulation and operation through a truly web based protocol> will contribute in some small way to that work. The point is, that a> sound doctoral program supported by a strong faculty will not only support> the immediate needs of the State, but as a result of that work will> develop an exportable product based on this knowledge.> > As you can see, I have strong feelings on this work and have rambled much> too long.> > But gentlemen, do not deceive yourselves - truly there is something grand> here and we must step outside of our comfort zone and lead, pull, push our> university to this next level. And that leadership can start with the ESM> program.> > Thank you very much for your patience and stamina in getting this far. I> would be happy to discuss this in person - either here or in Fairbanks if> necessary.> > Regards,> > James R. Hemsath> J.R. Hemsath> Technical Integrity Consultant> 907.564.5310> http://alaska.bpweb.bp.com/oi/> You can be anything you want to be, do anything you > set out to accomplish if you hold to that desire > with singleness of purpose.

http://alaska.bpweb.bp.com/oi/


3 April 2001

Dear General Hamilton and UAA Leaders,

Greetings, I am Chris Turletes, a recently retired Army Corps of EngineersLieutenant Colonel with nearly 12 years of military experience working inAlaska and another 4 yrs working throughout the Pacific. While assignedhere in the mid 1980's I took advantage of the UAA program to get a second(and hard earned) Masters Degree, this one in Engineering Science Management(ESM) (exactly what I was doing for the military and still am doing today inthe private sector). I now work for Earth Tech Inc, a TYCO company. EarthTech is a Global Engineering company; currently I am the only Earth Techemployee in Alaska with plans to increase our presence here. My UAAeducational experience was outstanding in that it gave me tools to betterunderstand and to better perform my job. Through the process I meet otherAlaskan professionals, shared experiences and forged friendships. Whileserving in Bosnia in the mid 1990's I bumped into a Brown & Root employeefrom Alaska, one of many common threads was that he was working on hisMasters degree in ESM from UAA, small world.

During my years as a military leader in Alaska I encouraged many officersand professionals in my charge to take courses offered through UA's ESMprogram both in Anchorage and Fairbanks. My reason was simple, the coursesare well taught and applicable to what we do as technical leaders/ managersin Alaska. The forty year of success and continuous growth of the ESMprogram is testimony to it's value in the work place. I encourage theUniversity to resource it to make it even better.

Jang Ra has a business plan for the ESM program. I have known ProfessorRa since the Spring of 1989 and know him to be a tireless professional,always improving himself and the program, exactly what we expect of ourUniversity leaders and programs. His vision will keep the UA ESM programrelevant to the business community and a place to return to for continuingeducation credit or training in a new management practice. To accomplishhis plan he needs support and resources. Talented faculty with the righteducation and business experience. The going rate nationally for ProjectManagers with a Master's Degree and 15-20 years of experience isapproximately $80K, in Alaska it's even higher. As we hire new staffpositions in the ESM program we need to fund them competitively against thenational norm. Lets not "settle" for the low bidder but insist on "bestvalue". I support Jang Ra in paying for quality and encourage UA to hireand appropriately compensate the best talent we can attract.

UA and the ESM Program has successfully used the talents of AdjunctFaculty (AF) to teach the program and share their hard earned experiencewith students. The ESM program, although rich with alumnus who are stillfilled with loyalty and esprite to the University (and independentlywealthy,) needs to compensate their Adjunct Faculty fairly. Figure an AFteaches and prepares for 270 hrs per course and at best is paid $5,000 percourse that's about $18.50 per hour, not too bad. At $2,500 per course wellthat's about $9.25 per hour, ouch! Got to be pretty committed to educatingour youth at these rates. I think we should pay our AF better in the ESMprogram, resulting in energized and possibly additional talent. I support


Jang Ra in wanting to pay the going rate for quality Adjunct staff. At$5,000 a course it's still a bargain!

Every Program needs a manager. It's tough to improve if you arecontinuously engaged in the day to day battle. A Program Manager for theESM program is that dedicated talent focused on the program. I support afull time position for a Program Manager in ESM.

I am not all that familiar with the “Smart Management” Classroom concept,but it sounds right headed for a program who's industry is extremelytechnologically oriented.

Thank you for taking time to read through this emotional appeal forsupport. Our job as leaders is to resource those in the trenches with thetalent and the proven track record. I'd suggest that ESM with 40 yrs ofsurvival as a program and the stong participation levels of the last decade,rate the ESM program as a valuable program. I encourage the University toresource Dr. Jang Ra's vision, immediately.

Sincerely,

Christopher Turletes Lifetime UAA Alumni Association Member



CC: Jang Ra, Professor and ESM Chair <[email protected]>


While only receiving my ESM degree a few years ago, I took most of my ESM classes during the early 80's under Professor Ted Eschenbach. I was in a group of students from BP who participated in classes which were taught at the facilities of BP and Arco. This was a unique outreach program which drew many local engineers into the ESM program. UAA needs to continue to strive for this type of innovation and community outreach. I received my Engineering degree from MIT, but it is the skills I honed at UAA that I still use today. As the CEO of a growing small business, I continue to refine my management skills. Application of these skills in a technical environment is of paramount importance to harnessing the power of technology. The ESM program is at the heart of this pursuit.

I have reviewed the priorities established for the ESM program, and I support each one. I have chosen below to highlight my support for three of these priorities.

1) Adequate salary negotiation cap for a new UAA ESM faculty position

As a small business executive of a rapidly growing company, I am faced every day with choices about the people who will help lead my company into the future. I can say without reservation, that the quality of the organization is directly related to the quality of the people. Why should it be any different in the ESM Program? In looking at the compensation being offered for this position compared to national averages, it is clear why this position is still vacant. The single biggest reason I chose to pursue the ESM degree at UAA was how impressed I was with Professor Eschenbach. I learned a great deal from him, and his talents were a significant reason for the growth of the ESM program in the mid 80's. Engineering Management will be at the center of the growth and stability of the economy in Alaska. Can we really afford to leave this vital area unattended?

2) Adequate compensation for UAA ESM Adjunct Faculty

The second biggest reason for my choosing to pursue the ESM program at UAA was its real world focus. This strength is greatly enhanced by bringing in people from industry who have extensive hands on experience. Without adequate compensation, this dream will remain elusive.

3) Funding for a Smart Management Classroom

I have had the privilege in my career to be associated with the birth


of a new segment of our economy. I lead the development at Apple Computer in the mid to late 80's of their online services products. The team that I led developed the human interface for America Online. This was arguably the genesis of the consumer online services and internet revolution. I have seen the power of technology to transform businesses. We can not afford to teach our students in the same manner they were taught 30 years ago. If we intend to train managers to be competitive, we must give them the proper tools. I can not stress strongly enough my belief in elevating the quality of the classroom tools available to the ESM program.

In summary, I would urge each of you to reassess the priority of the requested improvements to the ESM program at UA. I know that cutting back and managing priorities is difficult (I learned this while managing at BP in the post startup slowdown in the oil industry in Alaska). Please insure that this vital program at UA is not held back from delivering on its promise.

Sincerely,

Rodney RobertsonChairman and CEOInternational Homes of Cedar, Inc.


Dear Dean Woodall and Selection Committee MembersApril 2, 2001

My name is Daniel Steffan and I am Past President of Project ManagementInstitute (PMI) here in Alaska. I've been involved in theconstruction/Petrochemical industries here in Alaska for the past fifteenyears. I have been involved with planning, estimating, scheduling, costtracking/analysis and have had several superintendent positions. Whileworking in the construction and environmental clean-up fields, I have hadseveral positions of direct authority over entire projects from conceptualstudies, through closeout. In the past several years, while working as aconsultant to a major pipeline company here in Alaska, I have also taken anactive part in PMI.

Anchorage is, without question, the nerve center of Engineering, and Technical project activity in Alaska. I have seen this to be quite evidentthrough my various consulting positions, as well as my involvement with PMIover the past several years. However, there is one thing that troubles mein the area of project management educational opportunities here in Alaska.This would specifically be the lack of a Masters degree program in projectmanagement for interested professionals who live here and work in theindustry of project management. As chair of the PMI Alaska, scholarshipcommittee, I have seen several the obstacles that our applicants have had toovercome in order to pursue their master degree in Project Management. Ihave had the opportunity to have many telephone conversations withprofessionals who live in other large cities around Alaska. They areinterested in a masters degree program, but just can't afford either thetime, the cost, or both that it takes to pursue a masters degree by flyingto the lower forty-eight to achieve their goal.

Dr. Jang Ra, Professor and Chair of Engineering and Science Management (ESM)program at UAA, has been very active in PM education, training andconsulting in Anchorage organizations. Many of PMI's members have hadtraining and certified as PMP through the UAA courses. As a matter of fact,several of the current officers on the PMI board have certified through theUAA course given by Dr. Jang Ra. All of the feedback that I have receivedfrom folks that have taken the course through UAA has been very positive,and all have expressed a desire to have a masters program available at UAA.

PMI ALASKA Chapter members and I support Dr. Jang Ra's FY03 initiative -establishing Masters degree in Project Management. It is national and worldtrend... I personally see examples of this on a regular basis, as well ashearing feedback from a number of professionals in the project managementfield, through my contacts at work. I also know of several professionalswho have had no choice, accept to fly to the lower forty-eight to followthrough on their master's degree studies. Thus placing additional demandsand hardships on their professional and personal schedules in order toachieve their professional goals. In order for UAA to be a PMI accreditededucation program, Dr. Ra alone is not enough. More faculty members areneeded in addition to adjunct Professors available from local experts (that is enough in Anchorage)

Very respectfully yours,


Daniel J SteffanPast President, PMI, Alaska

Cc:David Woodall (Chair) Dean, College of Science, Engineering & Mathematics, UAF [email protected] Bob Miller Director, College of Engineering, UAA [email protected] Craig Woolard Assistant Professor, School of Engineering, UAA [email protected] Godwin Chukwu Professor & Chair, Petroleum Engineering, UAF [email protected] Doug Goering Professor, Mechanical Engineering, UAF [email protected] Gary Bowen Associate Dean of Faculty, UAS [email protected] John Aspnes Associate Dean for Undergraduate Programs, CSEM, UAF [email protected] Bob Carlson Interim Dean, SME, UAF [email protected]

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