Accomplishments49 registered attendees with four weeks to go (max capacity 125); 12 represent industry/employers. First year charging a registration fee. Two sponsors secured ($500 and $1,000). Agenda complete.

ChallengesRecruiting industry participation and registrations.

Next stepContinue outreach through early October to reach capacity — this event has sold out with a waitlist every year since it started; hopeful to continue that in 2026. Convening is Oct 7–8 at The Nave.

AccomplishmentsSupported Alaska Resource Education (ARE) Teacher Industry Externship summer 2026 program: 20 teachers participated (plus AWA coordinator Jamie Trapp), including trips to the North Slope, Fairbanks Pipeline Training Center, and other sites. ASA hosted orientation and slip-simulator training. Maritime staff has begun outreach/planning for a new maritime teacher externship targeting spring 2028.

ChallengesLimited class size; need to support additional cohorts in a single summer and coordinate with jobsite host companies to increase openings.

Next stepEarly 2027: begin planning the 2027 program with Alaska Resource Education. Apply for NOAA funding in spring 2027 for the maritime teacher externship.

ChallengesStaffing (need to hire) and staff capacity, funding, and competing/unforeseen projects — notably the Alaska Critical Minerals Accelerator Engine (ACME) award, where ASA is the lead organization for the workforce development component.

Next stepReevaluate as similar tools are developed through the ACME project; identify specific resources required (people, funding); fold the cross-industry career hub into the new website development project.

AccomplishmentsDeveloped Maritime Workforce Development Services materials (Classroom Presentations, Maritime Career Camps, Yamaha Outboard Maintenance Certification, Maritime Teacher Externships, Merchant Mariner Credential Guidance). Participated in 35+ community events and career fairs since January 2026, reaching 4,200+ students and community members.

ChallengesCareer marketing and raising career awareness is a broad mandate.

Next stepOngoing — the more outreach we do, the more requests we receive.

AccomplishmentsParticipated in 4 conference presentations tied to Alaska’s career guidance initiative. Held a special BEC session to deepen partner understanding of Alaska’s program.

ChallengesCareer guidance efforts are taking root (nearly half of Alaska school districts participate), but students remain at risk of falling through the cracks after high school — post-graduation guidance systems don’t currently exist.

Next stepTackle this as a “wicked problem” working session at the upcoming Workforce Convening, brainstorming stronger systems/mentorship for graduates moving to work or postsecondary training.

AccomplishmentsActive across the Alaska Workforce Convening, Alaska Healthcare Workforce Coalition, Maritime Works, and the Alaska Critical Minerals Accelerator Engine (ACME) — UAF was awarded a multi-million dollar NSF grant for ACME in July 2026. Cari-Ann serves as a Core Team member for AK/Now (coordinated by The CIRI Foundation).

ChallengesContinuous messaging, relationship-building, and coordination — this work is embedded across everything ASA/AWA does and can be hard to quantify.

Next stepContinue work with the Convening (annual), AK/Now (monthly), ACME (weekly), AHWC (multiple committees), and Maritime Works (multiple working groups).

AccomplishmentsOngoing discovery of what already exists; relationships established with collaborators; identified where other projects intersect; incorporated into ACME tool-development discussions.

ChallengesNeed to define what information/detail to include and what ASA staff can build/maintain versus a vendor or contractor; further ACME tool development will inform the cross-industry approach.

Next stepContinue project development alongside ACME through year-end.

ChallengesBuilds on the Core Basic project above and extends further — from what’s needed to enter an occupation to what’s needed to advance within one; multiple possible advancement paths add complexity.

Next stepBreak into smaller steps and develop project timelines alongside the related Core Basic work.

ChallengesStaff capacity and competing priorities have stalled progress on this expansion of existing work; needs time to flesh out industry member needs.

Next stepReprioritize discovery tasks. Strong demand could make this both a workforce need and a new revenue path.

AccomplishmentsSecured funding for a new position (ACME) and is developing its job description; revising position descriptions for two existing roles after re-evaluating needs.

Next stepDuring Q4 2026, as part of 2027 planning, leadership will review staff roles, anticipated needs, development/cross-training plans, and prepare a staffing budget.

AccomplishmentsMet or exceeded 2026 balance goals for both the institutional investment fund and the ASA/AWA Training Scholarship Fund.

ChallengesRising costs, especially personnel-related.

Next stepBring to the Board for the Q3 meeting; engage the Board in developing 2027 financial goals.

AccomplishmentsCompleted early 2026: secured additional space in the current building (Suite 205) — 2 private offices, a conference room, a training room, and a reception area.

ChallengesExpense — 2026 also added employer-paid benefits (medical, dental, vision, AD&D, life), took on the additional space, and grew headcount.

Next stepPausing further space planning until there’s a clearer picture of ASA’s growth trajectory — the current building has no additional space left to take over, so continued growth will likely mean reconfiguring the existing layout rather than expanding footprint.

AccomplishmentsUsing AI and automated scripts to organize monthly training data, cutting monthly billing from the first 10 days of the month down to 1 day. Built and tested simple SOPs (e.g., replacement NSTC certifications via ASA Online). Using Asana for repetitive mini-projects like member onboarding.

ChallengesVolume of tasks staff would like to document — developing, testing, and refining each SOP takes time.

Next stepEnsure staff document tasks as they complete them, with proper tools (including screen recording for computer-based tasks).

AccomplishmentsHealthcare sector membership up by 4 so far this year. ACME partnership opens mining-sector connections. Several meetings with LNG companies on membership and Operators Group participation. Board approved a new director from the healthcare sector.

ChallengesRelationship-building is time-consuming and must be sincere, not transactional; more Board engagement would help communicate ASA/AWA’s value through warm handoffs.

Next stepContinue work in mining, healthcare, and LNG. Finalize Glenfarne’s ASA/AWA membership and NSTC Funding Agreement/Operators Group participation by year end.

AccomplishmentsDeveloped program visuals (logos) aligned with overall branding.

ChallengesStaff capacity and competing priorities.

Next stepLay out a website redesign/redevelopment timeline before year end; begin execution in Q1 2027.

AccomplishmentsWorked with Operator companies to streamline training course offerings and reduce duplicate training; identified safeguards to further reduce duplication; engaged a software provider to build a compliance verification portal for operators to use before workers arrive on site.

Next stepCreate a 2027 communications plan; refine how ASA/AWA describes the value of its Learning & Compliance Management System (LCMS — ASA Online).

AccomplishmentsContinued membership growth and expanded diversity across industry sectors. Approximately 29 individuals have completed SRM training so far this year, either through the online course or one-on-one with ASA/AWA staff (an indicator of new members).

ChallengesStaff capacity and competing priorities.

Next stepSame as the member-value project above.