CTC Strategic Plan

Introduction

UAA has undergone a number of different initiatives to improve itself and provide vision and mission in all it does. While this top-level planning will provide guidance and structure, each college will work in support of and add to that top-level mission. UAA’s Community and Technical College connects directly with both the workforce and community to provide core education and effective workforce skills for Alaska and Beyond.

CTC followed the following process:

  • Fall 2022-Spring 2023 – the dean’s office collected information about unit missions and goals.
  • June-July 2024 – the dean’s office used that information to develop a basic plan and outline for the final strategic plan.
  • August 2024 – the dean reached out to the chairs for feedback. 
  • October 2024 – the basic plan was presented to all faculty and feedback was requested. 
  • November 20, 2024 – final feedback was submitted. 
  • December 15, 2024 – strategic plan was finalized and submitted to the provost’s office. 
  • March 27, 2024 – final revision posted on website and final draft sent to be filled at the provost’s office.

 

UAA Strategic Plan 2027

Aspiration #1: We put students first.

  • UAA becomes a student-centered institution.
  • Equity gaps in student learning and achievement are narrowed.
  • Students are retained, persist, and graduate at increasing rates.
  • Students develop and achieve UAA’s Core Learning Competencies.

Aspiration #2: We embrace our role as a trusted and respected community partner.

  • Demonstrate value and meaningful progress on UAA 2027 aspirations.
  • Align and communicate UAA capacity to meet community needs.
  • Deepen and expand community engagement beyond current level.

Aspiration #3: We positively impact communities and the world through innovation.

  • Strengthen interdisciplinary initiatives.
  • Enhance scholarship, service, and teaching related to the Arctic, aligned with UAA’s mission.
  • Increase external sponsorship of research, scholarship, and creative activities, expanding student opportunity where possible.

Aspiration #4: We accelerate excellence through continuous improvement.

  • Reduce barriers and redundancies in administrative processes.
  • Enhance revenue and financial sustainability through increased enrollment, external support, fundraising, and fee-for-service entrepreneurial activities.
  • Strengthen UAA’s environmental sustainability practices.
  • Students develop and achieve UAA’s Core Learning Competencies.

 

UAA Mission

The University of Alaska Anchorage (UAA) transforms lives through teaching, research, community engagement and creative expression in a welcoming environment. Serving students, the state, and the communities of Southcentral Alaska, UAA is a comprehensive, open access, public university established on the ancestral lands of the Dena’ina, Ahtna, Alutiiq/Sugpiaq, and Eyak/dAXunhyuu Peoples.

 

CTC Mission and Vision

Mission

The UAA Community & Technical College builds Alaska’s workforce and fosters student success through quality education and technical training. 

Vision

Through collaboration with a diverse range of partners, the UAA Community & Technical College aspires to be the leader who: 

  • Contributes to a progressive economy and a qualified workforce in Alaska through delivery of technical education, training, and leadership development.  
  • Promotes exemplary student achievement through innovative instructional strategies and services for students in our technical and preparatory programs, leading to success for all Alaskans to learn, lead, and contribute to our state.
  • Fosters vibrant and engaged communities by providing opportunities and access to education, including offerings for personal enrichment and professional growth.
  • Creates an environment for faculty, staff, and students that reflects our values.

 

CTC Goals

To meet CTC’s mission, we have five goals to accomplish over the next three years:

  1. Barrier analysis for each program to improve recruitment and retention
    1. UAA Aspirations #1 and #4
  2. Improve CTC visibility in the community
    1. UAA Aspirations #2 and #3 
  3. Create a formal mechanism for industry to provide CTC input on programs and directions 
    1. UAA Aspiration #4
  4. Align program size to industry needs and resources available
    1. UAA Aspirations #2 and #4
  5. Increase CTC’s degree program retention by 7%
    1. UAA Aspirations #1 and #4

 

CTC Strategic Plan

Goal Task Milestones Year 1 Milestones Year 2 Milestones Year 3 Measure UAA Aspiration
Barrier analysis for each program to improve recruitment and retention Each certificate completes a barrier analysis AY23/24: ATC, ATL, Apprentice, CA, OSH, NDT, Tech AAS, Welding AET, ADT, AMT, CM, CNT, BSAT, Prof. Pilot COMM, CM, Community Campus OEC's Percent analyzed each year 1 and 4
Improve CTC visibility in the community Continue marketing processes using innovative marketing possibilities

Develop a marketing plan to include three main channels: social media, traditional, and new options

Represent CTC at as many in-person Alaska college events as possible

Increase coordination with university services

Implement plan in coordination with Advancement and Enrollment Services

Update plan annually

 Expand to include all Community Campuses Advertising is going out consistently with Community Campuses included 2 and 4
Create a formal mechanism for industry to provide CTC input on programs and directions Reinstitute CTC Advisory Council 

Redevelop bylaws

Invite 1 person per area

Hold first meeting

 Meet quarterly Meet quarterly Curriculum changes in response  4
Align program size to industry needs and resources available Find the maximum student load each unit can grow to based on demand and industry openings and expectations

Needs assessment for careers associated with each program expected over the next 5 years

Gap analysis for program resources and needs, including program capacity

 Expand external funding for program growth, or if in-state need is low focus on out-of-state growth to meet capacity Begin adjusting programs to meet future needs

1- and 5-year employment rates

Program enrollment goals adjusted to meet industry needs  

 2 and 4
Increase CTC’s degree program retention by 7%  Develop and deliver annual retention programing and support within CTC

Research the specific needs of CTC students

Use that research to develop 2 different student events or supports 

Run both programs once a year

Assess and adjust the programs afterward

Run both revised programs

Assess and revise again

 Percentage of retention increase 1 and 4