University of Alaska Anchorage | University of Alaska ...



A Strengths-Weaknesses-Opportunities-Threats (SWOT) analysis was conducted by the team. This analysis categorizes attributes based on whether they are internal or external to the organization and whether they contribute to or detract from achievement of goals. This analysis drives selection of key measurable objectives included in the strategic plan that add value to stakeholders and address gaps. ContributeDetractInternal: Internal to the organization that we have the ability to impact directly.Strengths: What do we do well?What resources can we draw upon?What do others see as our strengths?WeaknessesWhat could we improveWhere do we have limited resources?What do others see as our weaknesses? External: External to the organization and relevant to objectives. We have less ability to influence directly but need to respond. Opportunities:What opportunities are open to us?What shifts are happening around us that we can capitalize on? What trends can we take advantage of?What strengths can create opportunities? Threats:What could harm us?What shifts are happening around us that expose gaps? What are our competitors doing?How do our weaknesses expose us?Strengths and Weakness are “internal” to UAA. We have the ability to directly control or influence these factors. Objectives we choose should leverage strengths and address weaknesses. Some strengths are capabilities or attributes that distinguish us from others and are central to the value we deliver. Weaknesses are gaps that expose us to competitive threats or hinder our ability to achieve objectives. Opportunities and Threats are “external” to UAA. These are positive and negative factors that influence what we must do, but that we have limited direct control over. We must decide how to respond to them. For example, the impact of COVID 19 on UAA could be an opportunity and a threat. It is an external influence that we cannot control directly. However, we could leverage opportunities created (e.g. expand distance education or increase enrollments through students who choose to stay in Alaska). It also represents a threat that exposes weaknesses (e.g. declining enrollments, impact on quality of education). Threats are risks that we need to takes steps to address proactively. The next steps in this process are to:Make sense of the dataPrioritizeBreak into near team, mid-term and long-term objectives and strategic plan considerationsConsider budget and available resources – how to align allocation of resources in concert with key goal areas.STRENGTHS PersonnelStrong and diverse faculty (expertise across multiple disciplines)Professional field affiliation and practiceExcellent and professional advising provided by facultyStudent access to faculty is significant (mentoring – high contact)Faculty to student ratio high (small classroom sizes)Dedicated and diverse staff – strong leadership in critical positionsDiverse student body – adds to campus diversity – 91% AlaskansPrograms & ServicesUAA’s overall institutional accreditation was reaffirmed with commendationsBroad range of programs (workforce alignment):Occupational endorsements, associates, bachelors, masters, PhD degreesInfluence the retention of talent – economic development of AlaskaHealth sciences and Engineering considered pillar programs by publicInterdisciplinary programs (differentiate curriculum)UAA is more than career prep – UAA turns out well rounded studentsPublic Image & Public RelationsOpen Access – public highly valuesValue / Affordability – (if not UAA student(s) won’t go to college)Cost / student - lowest in Alaska; ranked 5th lowest among WICHE regionFinancial ResourcesComparatively well-funded via state resources (historical context)FacilitiesCommuter campus offering world class facilities, and labsBeautiful campus (located on Denaina / Athabaskan lands)Competitive positionAK’s 2018 college going students pick UAA (36%), UAF (16%), UAS (4%)Produce the greatest number of graduates in AlaskaUnique global location (business center, Alaska’s hub, logistics, cold climate, arctic)Private sector and community engagement – integrated curriculum Interwoven into the nonprofit sector, on boards, indigenous leaders and with donors, volunteers, workforce, etc. (external comment)WEAKNESSESPersonnelStaff and faculty - talent retentionFaculty / staff – poor morale, burn out (lots of different hats)Turnover of staff – chasing career advancement (cannibalizing each other)Staff pay – inequities, limited increases over timeOver reliance on contingent labor (terms, adjuncts)Leadership turnover at all levels – lacking shared vision and strategy resultPrograms & ServicesUAA lacks an identity, trying to be too many things to too many people, time to pick what we are the best at and focus our offerings (external input)Excellence exists, but not well known Broad mission (overextended particularly given limited resources)Culture of inflexibility, inability to adapt rapidly to workforce training needs, pivot to offer new courses, align across the UA system (external input)Credit transfer between UA system and external systems still challengingLimited programming – could do more to support working / non-traditional studentsCourse scheduling – need more classes during convenient times – externalDistance education – strategic delivery to enable retention / completionLimited interdisciplinary offeringsLoss of College of Education significant – advancing the next generation of teachers should still be a UAA role (per external stakeholder input)Research not prioritized – some faculty disenfranchisedGraduate education inadequately supported – hinders research advancementPublic Image & Public RelationsUndervalued and therefore underfunded by UA statewideBudgets not tied to performance, nor student population servedLow student and alumni spirit – poor community, employer connectedness Community doesn’t always like let alone love UAAEmployers communicate a lack of awareness of their needs – need to involve more employers in curriculum development Limited connection to Anchorage, Southcentral AK – not a school of choicePoor at telling our UAA story collectively – changing public narrative about UAABureaucratic processes – students are numbers, inefficient, perhaps not necessaryFinancial ResourcesFinancial uncertainty, accountability and equity between unitsMission, scope, budget, spending disconnected. No strategic plan alignmentBudgets not tied (fully decoupled) from performance – campus wideOverreliance on state funding - limited leverage of UGF fundingFiscal and administrative processing inefficient – many failure pointsLacking endowmentFacilitiesDeferred maintenance across UAA significantFacilities beginning to show wear – contributes to a lack of prideTechnologyInconsistent adoption of technology (faculty / students) and tools to deliver modern educational experiencesLacking policies that require adoption (i.e. blackboard)Decentralized eLearning and alternative deliveryEquity of access to technology for all studentsShared technology (e.g. Banner) necessary for business streamlining - brokenCompetitive positionInternal competition between UAA main campus (colleges) and community campusesIndividual college and community campus silosConfusion exists (traditional university or community college, or?)Duplication of efforts, lacking coordination, same classes taught Competition for students across UA, statewide seems to encouragePowerless in advancing strategic alignment & coordination between campusesUAF aggressively marketing to the Anchorage marketplaceStudent transactions between UAF, UAS not seamlessOPPORTUNITIESChanging Demographics, Societal, or Cultural TrendsStudent body – growing traditional and stable non-traditional mix of studentsLarge untapped population of students – increase out of state studentsCollege going culture is growing with traditional aged AlaskansHigh unemployment periods have often spurred college attendanceSelf-employment and business development growingInterdisciplinary innovation and lean launch (entrepreneurial) programmingIn-state migration trends – population near to UAA growing – commuter collegeMilitary and Oil and Gas industry spouses – degree completion (external input)New Legislation / Changes in Leadership / StakeholdersUnify Alaska, Serve Alaska, Solve Alaska’s challenges more intentionallyGrow our research and graduate student base serving the needs of AlaskaEngage more stakeholders, invite community to on-campus activitiesLegislators appear to be increasingly aware of UAAEconomic (i.e. changes in funding patterns)Private sector investment growth – establish UAA critical to Alaska’s economic growth – seek presence, voice and sense of ownership (external input)Transforming UAA buildings - private sector firms on campus as tenantsReduction of faculty in lower 48 – talent available for hireChanging needs of the workforceUAA as the hometown U – affordable workforce development –high demand classes Essential to Alaskans and Alaska businesses – 23% of jobs require degreeWorkforce skills gaps – private sector engagement minimizes gapsMeeting every student where they are at, ensuring their life-long learning successDual enrollment and middle college, preparing all students for college.Advance 2+2+2+2 model - fast, affordable credentials to degreesCompetency-based education. Credit for experience. Programming for adults with some college, no degree. Courses aligned with workforce promotion. Degree paths for Alaska’s under-educated – front line service providersAccelerated graduation paths for high-demand fields (healthcare) Expanding Continuing and Professional Education – re-licensure to custom on demandAcceptance of a rich combination of in-class, online or asynchronous optionsTime to push on developing more online offerings – 34% currently (external)THREATSChanging Demographics, Societal, or Cultural TrendsStudent behaviors – hard to stay ahead of what they want and needRetention and completion improved, still laggingBudget declines have created “uncertainty about UAA’s future”Declining student enrollment (even pre-COVID19) – population declineHigh unemployment of students (post COVID) may spur enrollment declines – develop strategies for UAA recruitmentNation grappling with systemic racismNew Legislation / Changes in LeadershipToo few legislative, municipal, and political allies – negative mindsets strongBOR, UA Statewide and therefore legislature cling to negativesMisalignment between k-12 and higher education in AlaskaHigh school faculty sometimes dismiss UAA as an option or mention negativelyEconomic (i.e. changes in funding patterns)Alaska just emerging from three-year recession when COVID19 hitOil based economy anticipated to remain flatOil price declines may trigger additional statewide cutsDeclining state and therefore UAA budgets (overreliance on state funding)COVID 19 – unknown how much structural economic changes have occurredPhilanthropic giving down nationally and significantly across UAChanging needs of the workforcePerception that UAA is solely a community collegeEmployer and therefore workforce needs are changing rapidly, simultaneously, limited change to UAA’s overall curriculum in addressing the changing needsCompetition / Alliances (anticipated behaviors of other organizations)Lower 48 U’s offering online delivery – many reputableReduction in programs – students pursuing competition as a result ................
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