MATANUSKA-SUSITNA

COLLEGE
CST PROGRAM DOCUMENT

KEY WORDS

Abstract
A collection of key phrases from strategic plans including the UAA,
Matsu and BOR strategic plans, and the Matsu Borough Economic
Development plan.

Document Summary
CLASS: CNT A270
SECTION: P21
ASSIGNMENT: Identify key phrases in official documents

Owner: Jason Warta

Created: 07/16/2010

Revision History
Date Version Author Description
1.0 Create Original Document
Matsu Borough Economic Development Plan

1A.3: Build the sector from within. While recruitment is the near-term focus, as the
Borough’s talent and business base expands more emphasis should be given to
building the sector from within.
• Work with higher education officials in the Borough to catalog and publicize
research efforts with the greatest potential for local commercialization.
These may include renewable energy and value-added agriculture.
• Continue supporting the efforts of Mat-Su College to expand their academic
degree and certificate programs, especially programs in business,
information technology, and engineering.
• Celebrate local success stories (when startups are launched or significant
contracts are secured). The Mat-Su and Anchorage media should be
provided with press releases and Borough residents should seek speaking
engagements throughout the region.
1B.4: Support and strengthen the mission of Mat-Su College. One of Mat-Su’s most
valuable economic development assets is Mat-Su College (MSC). The two-year
campus is a valued provider of postsecondary education and skills training for
residents of the Borough. The global recession places even greater importance
on the presence of MSC. Traditionally, in times of high unemployment,
enrollment in post-secondary institutions increases as more worker and
students seek additional training, skills, and education t prepare for future
opportunities. Many education officials refer to two year colleges as “recession
insurance.” Indeed, MSC’s fall 200 enrollment reached a near-record enrollment
of 1,782 students representing a 20 percent gain over the previous year and
only on shy of the record set in 2003.
Community leaders should explore ways to enhance the relationship of the local
economic development partners and the college. Improving the flow of
information between the community and the college is essential. MSC
leadership and faculty should be encouraged to develop innovative curricula
and programs that address both current and future education and skills needs.
Programs expected to see greater demand include healthcare, computer
sciences, education, business, and accounting.
1B.5: Support capital and educational program expansion at MSC. Continue to support
MSC’s long-range plans for expanding programs and facilities.
• Encourage the University of Alaska Anchorage to support more four-year
programs at the MSC campus.
• Encourage local businesses and nonprofits to financially support MSC’s
capital and program needs.
4C.1 Support additional four-year degree programs at Mat-Su College.
• Communicate the economic development benefits of additional four-year
degree programs at Mat-Su College with local, state, and University of
Alaska Anchorage officials.
• Encourage UAA and state officials to expand the renewable energy center
program to include an associates degree program and include some
research activities.
• Explore the long-term potential for developing a Science and Technology
Park as part of the college or medical district.