UNIVERSITY OF ALASKA ANCHORAGE
COLLEGE OF BUSINESS AND PUBLIC POLICY

STRATEGIC PLAN
May 10, 2018

AACSB Accedited College of Business and Public Policy Logo

College of Business and Public Policy

Our Mission

The College of Business and Public Policy (CBPP) at the University of Alaska Anchorage prepares students for leadership at the frontiers of a changing world. We help diverse and growing communities in Alaska and elsewhere meet their challenges by delivering the highest quality in business and public policy education, research, and professional assistance.

Our Vision

The College of Business and Public Policy will be:

  • a beacon of opportunity, providing transformative educational experiences to students from all parts of Alaska and the world
  • a catalyst for Anchorage’s emergence as a thriving business city in the 21st century
  • a diverse learning community where each person is valued and respected

Narrative detail on the CBPP mission

Although the CBPP mission identifies general themes, the way it is applied to strategic planning for the College will focus on three (3) themes (See underlined text in the mission above).

  1. As we prepare students we Create Pathways for Student Success
  2. By preparing students for leadership we Develop Leaders
  3. In operating on the frontiers, bridging and connecting Alaska locally and globally we Deliver Local Impact/Global Impact

To achieve these mission themes, CBPP delivers the highest quality in business and public policy education, research, and professional advancement. We focus on local areas that impact the state of Alaska, as well as support the global impact of the state.

 


 

University of Alaska Anchorage (UAA) Impact Alignment

The newly established UAA 2020 Strategic Goals are listed below, with commentary on how the mission themes of the College align with them:

  • Advance a culture of institutional excellence that inspires and enables student, faculty and staff success (Excellence)
    Identify and remove significant barriers to student, faculty and staff success; improve access to and satisfaction with academic advising; employ process efficiencies (improvements) that lower the cost per award
  • More students persist and complete their educational goals (Persistence)
    Increase the ratio of credits students earn to credits attempted (a component of Satisfactory Academic Progress) by five (5) percentage points by 2020; increase new entering student retention from their first fall to the subsequent fall to 55 percent in the third goal year; increase the rate at which students persist from their second to third year to 45 percent in the third goal year
  • Graduate more students to fill Alaska's needs (Graduation)
    Increase the number of graduates in high-demand job areas by two (2) percent per year; improve traditional graduation rates to 35 percent by AY25

The CBPP mission themes align with the UAA 2020 Strategic Plan Goals. We thrive on excellence, starting with the quality of the teaching and research, including the Association of Advance Collegiate Schools of Business (AACSB) awarding us accreditation. Creating pathways for student success, such as providing quality advising, sets ambitious goals for increasing student persistence. Finally, business majors are a high-demand profession category. By fulfilling the goals under our mission themes, CBPP will contribute to the graduation goals in UAA 2020 Strategic Plan.

 


 

 

College of Business and Public Policy Strategic Themes, Goals, and Strategies Outlined

  1. Create Pathways for Student Success

    1. Strengthen CBPP Programs (i.e., all undergraduate and graduate programs)

      1. Increase student retention and improve graduation efficiency (i.e., reduce number of credits above those required for the degree)
        1. Collect data on program effectiveness, student achievement and resource allocation
        2. Analyze student surveys to allow faculty and administration to act upon feedback and address current and potential issues as they arise
        3. Develop exit survey for MBA students and communicate to students changes made based on student feedback
        4. Develop an intervention plan to reach at-risk students before they leave the College
        5. Work to enhance and strengthen retention by communicating a shared vision of student success
        6. Provide resources for students to explore career options (i.e., advising, integrated in courses)
        7. Increase flexibility for students by replacing the BBA upper division status requirement with individual course pre-requisites
      2. Enhance the student learning experience through innovative, engaging and rigorous teaching approaches and experiences
        1. Incorporate a case study or assignment that integrates content across at least three (3) [ideally all] of the courses in the BBA Core
        2. Integrate the use of technology across the curriculum
        3. Introduce additional high-impact practices in the curriculum yearly (any faculty willing to implement a high-impact practice will be offered the opportunity for training)
        4. Hire quality faculty to enhance, strengthen and expand key areas within the College
      3. Develop accelerated pathways for graduate education
        1. Develop a 4+1 accelerated BBA+MBA program
        2. Develop 4+1 programs with partner UAA colleges (i.e., Engineering, Health) culminating in MBA degrees
        3. Develop a 16-month MBA degree
    2. Increase Access and Flexibility for Students

      1. Increase undergraduate and graduate program options that integrate traditional face to-face interactions with the flexibility of online access
        1. Task each program to review curriculum and come up with suggestions for teaching blended and hybrid courses
        2. Review current alignment of course curriculum and course tools
        3. Apply instructional technology in program delivery in a blended, hybrid, and/or online format
        4. Develop and deploy 100% online delivery of MS GSCM Program
        5. Develop hybrid MBA Program (all course hybrid or online)
    3. Increase Student Engagement to Develop Professional Skill Set

      1. Increase student involvement (i.e., student clubs, groups, majors)
        1. Offer at least one networking event each semester
        2. Use LinkedIn to increase connections between the College and students
        3. Organize and deliver an annual business week
        4. Expand job shadowing opportunities across the curriculum
        5. Improve the College’s social media participation
        6. Create a student portal to house syllabi, newsletters, student announcements, etc.
      2. Increase participation in student internships
        1. Use LinkedIn to build professional relationships with local organizations who offer student internships
        2. Obtain testimonials from students to use as a way to market the benefits of an internship to current students
      3. Build relationships with other UAA Colleges and community partners
        1. Provide additional mentorship relationship in the College with local community partners (ex. “Tom Case Leadership Fellows Program”)
        2. Continue to support and actively participate in the Alaska Business Plan Competition through entrepreneurship courses
        3. Develop an e-portfolio based database of student artifacts and connect with interested employers
    4. Provide Short-Term and Flexible Educational Options to Meet Current and Rapidly Evolving Business Needs

      1. Develop high-demand business certificates
        1. Work with business community partners to identify needs
        2. Develop and implement new high-demand business certificates based on input from organizations (i.e., for-profit, not-for-profit, government)
        3. Establish a suite of graduate certificates in high-demand areas (i.e., Business Intelligence and Leadership)
        4. Develop interdisciplinary graduate leadership certificate (fall 2018)
      2. Develop and increase enrollments in minors
        1. Develop planning sheets for business minors (i.e., Alaska Native Business, Entrepreneurship, International Business) that pair with business majors and non-business majors
        2. Expand minor offerings (i.e., current minors, develop new minors, reach new audiences inside and outside of the College)
    5. Encourage and Support Student Research and Graduate Opportunities

      1. Increase undergraduate and graduate research
        1. Enhance the research culture for undergraduate and graduate students (e.g., student research awards; small grants for research; faculty student joint publications)
        2. Identify additional undergraduate and graduate courses to introduce research options
        3. Expand opportunities for graduate research assistantships, particularly at ISER
      2. Expand options for faculty-student research
        1. Encourage faculty to offer new research oriented classes
        2. Promote, track and increase the number of faculty-student co-authored presentations and publications
        3. Create targeted opportunities for faculty-student research collaborations
  2. Develop Leaders

    1. Strengthen and Expand the Leadership Development Options for Students and Prospective Students

      1. Improve participation in current leadership programs and courses
        1. Increase the number of students participating in the Tom Case Leadership Fellows Program
        2. Increase the number of students participating in the Tom Case Leadership Fellows Junior Program and expand the reach of the program
        3. Increase student interactions with the business community (i.e., have faculty invite students to attend professional networking events)
        4. Develop additional undergraduate leadership courses
        5. Develop an interdisciplinary leadership minor in the College
      2. Increase opportunities for faculty to mentor students
        1. Include student representatives on identified College committees
        2. Consider having a joint faculty/students research conference
        3. Establish a student led College newsletter with faculty oversight; consider using student researchers to generate an industry report that includes salary levels, job and internship postings etc.
  3. Deliver Local Impact/Global Impact

    1. Expose Students to Global and Multicultural Perspectives

      1. Expand strategic existing international partnerships
        1. Increase enrollment of international graduate and undergraduate students (i.e., Nankai MBA, University of Tromsø—Norway)
        2. Increase number of students participating in exchanges
        3. Leverage technology to hold joint meetings between the College and partner institution students
      2. Develop new international partnerships
        1. Enhance our reputation by limiting collaboration to international partners with an equal or greater ranking
        2. Finalize the agreement with Jilin University of Finance and Economics (JUFE) to enroll both undergraduate and graduate students
        3. Identify and develop new international partnerships (e.g., Northeast Normal University (NENU), Harbin Engineering University (HEU), and National University of Mongolia)
        4. Increase the number of student exchange opportunities (e.g., North2North student exchanges)
      3. Foster multi-faceted diversity within the College
        1. Encourage faculty participation in diversity training and workshops
        2. Seek out highly qualified Alaska Native professionals who can contribute to the CBPP mission
        3. Promote research and sponsor workshops that are relevant to the Alaska Native community
        4. Encourage the hiring of highly qualified and diverse faculty and staff
    2. Develop Sustainable and Impactful Business Community Outreach Efforts in Partnership with Local Organizations

      1. Develop and/or foster relationships with Alaska Native organizations
        1. Invite two Alaska Native business professionals to serve on the Dean’s Advisory Board
        2. Leverage Alaska Native CBPP faculty members to connect with partners outside the College
        3. Host workshops or conferences of relevance to Alaska Native organizations
        4. Promote faculty research relevant to Alaska Native communities or organizations
        5. Leverage ISER’s research and policy involvement to connect with more partners in the civic and business community
      2. Leverage business resources to foster teaching and research in the College
        1. Launch an “Executive-in-Residence” program to engage distinguished executives and alumni with faculty and students for mentoring and teaching and/or research collaboration
        2. Identify ways to partner with the Business Enterprise Institute
        3. Identify ways to partner with alumni-owned or managed local businesses
        4. Engage faculty in supporting the professional consulting needs of the community
        5. Invite identified key employers of students to serve on Department Advisory Boards as well as the Dean’s Advisory Board
        6. Expand and enhance the Anchorage Native Claims Settlement Act (ANCSA) series of events
        7. Expand the Alaska Native Board Exchange
        8. Leverage ISER's Arctic research to support development of new international partnerships in the North
    3. Enhance the Local, National, and International Profiles of CBPP Faculty

      1. Recognize and reward high-impact scholarly research
        1. Recognize and reward teaching innovations, and faculty engaged in the scholarship of teaching and learning
        2. Recognize excellent academic and practitioner research through annual CBPP awards
        3. Support a regular research seminar series for faculty
        4. Maintain support for conference travel for research production
        5. Foster and encourage faculty research initiatives that balance academic rigor with relevance to business practices
      2. Increase the number and amount of grant funded research projects
        1. Strengthen the administrative support necessary for grant funded research through additional training or collaboration. Leverage ISER’s knowledge and infrastructure to strengthen funded research support across the College
        2. Sponsor informational workshops about grant funded research opportunities
        3. Collect and disseminate information for request for proposals to apply for research grants
        4. Encourage cross-disciplinary research teams