Charting the Future Minnesota State Colleges and Universities Draft Report of the Strategic Workgroups

1. Charting the Future Minnesota State Colleges and UniversitiesDraft Report of the Strategic Workgroups “The best way to predict the future is to invent it.” – Alan Kay

2. Overview of today’s discussion Critical challenges we must address Collective strengths we can leverage Unrealized opportunities we can seize Discussions of the recommended draft report, Charting the Future

3. Critical Challenges Changing students Changing technology Changing nature of work Need to demonstrate the competency of our graduates Increased competition Funding shifts that threaten access and affordability Public perception of the quality of a MnSCU education

4. Minnesota’s population is migrating to its metropolitan areas Minnesota Population Change 1990 to 2010 Minnesota Projected Population Change 2012 to 2040 In 2010, the population was Twin Cities- 2,849,567 Greater MN- 2,454,358 By 2040, projected population will be Twin Cities- 3.585,328 Greater MN- 2,952,328 Source: Minnesota Department of Administration, Office of Geographic & Demographic Analysis

5. The Twin Cities metro area is growing faster than Greater Minnesota Twin Cities metro area Greater MN Source: MnSCU Office of Research and Planning

6. The number of students of color will grow in Minnesota Projected % Minority Minnesota High School Graduates Source: Minnesota State Demographic Center

7. The number of Minnesota’s high school graduates peaked in 2010 and will decline through 2017

8. We will continue to see an increase in the number of students attending our colleges and universities part-time Source: MnSCU Office of Research and Planning

9. We will continue to see an increase in the number of students enrolling in multiple institutions Source: MnSCU Office of Research and Planning

10. Critical Challenges Changing students Changing technology Changing nature of work Need to demonstrate the competency of our graduates Increased competition Funding shifts threatening access and affordability Public perception of the quality of a MnSCU education

11. Technological changes since MnSCU’s inception 1995 2013 Larry Page and Sergey Brian develop search engine known as Backrub Amazon.com sold its first book Mass use of the internet was just beginning Cell phones fit into a brief case versus a shirt pocket First digital camera hit the consumer market Toy Story premiered as the first wholly computer generated film Backrub is now known as Google serving over 300 million people a day 3rd quarter sales in 2013 for Amazon at $15.7 billion 1.8 billion people use the internet daily 72% of internet users also use social media 328 million cell phones in use in the United States 100 million people worldwide stream YouTube daily

12. Growth in the use of the internet

13. 28% of our course offerings are now fully online or blended/hybrid courses Source: MnSCU Office of Research and Planning

14. Critical Challenges Changing students Changing technology Changing nature of work Need to demonstrate the competency of our graduates Increased competition Funding shifts threatening access and affordability Public perception of the quality of a MnSCU education

15. Minnesota’s economy will need more Minnesotans with a post-secondary credential

16. The workplace of the future will require More advanced technical and communication skills Greater intellectual agility Capacity for independent, critical and imaginative thinking Ability to resourcefully apply knowledge to new problems Adeptness to embracing change and comfort with ambiguity Ability to think globally and communicate across cultural and geographic boundaries Deep appreciation for diverse cultures Experience working collaboratively in teams Preparation that is closer to the world of practice

17. Critical Challenges Changing students Changing technology Changing nature of work Need to demonstrate the competency of our graduates Increased competition Funding shifts threatening access and affordability Public perception of the quality of a MnSCU education

18. Employers and the public will continue to seek proof on the quality of our graduates January 23, 2012 Beware: Alternative Certification Is Coming February 7, 2013 American Council on Education Recommends 5 MOOCs for Credit February 11, 2013 Colleges Ask Government to Clarify Rules for Credit Based on Competency March 19, 2013 Student Aid Can Be Awarded for 'Competencies,' Not Just Credit Hours, U.S. Says August 12, 2013 Education Department Approves Competency-Based Program at Capella U.

19. Critical Challenges Changing students Changing technology Changing nature of work Need to demonstrate the competency of our graduates Increased competition Funding shifts threatening access and affordability Public perception of the quality of a MnSCU education

20. MnSCU enrollment has grown by 18% over the last decade… Source: MnSCU Office of Institutional Research

21. …but, MnSCU’s market share has been declining Source: Minnesota Office of Higher Education

22. Over the last decade enrollment in the for-profits has soared Source: Minnesota Office of Higher Education

23. Critical Challenges Changing students Changing technology Changing nature of work Need to demonstrate the competency of our graduates Increased competition Funding shifts threaten access and affordability Public perception of the quality of a MnSCU education

24. Deep cuts in state support… Source: MnSCU Office of Institutional Research

25. …have led to increased reliance on tuition and rising student debt, which threatens access and affordability Source: MnSCU Office of Institutional Research

26. The dangers of inaction Source: MnSCU Office of Institutional Research

27. Critical Challenges Changing students Changing technology Changing nature of work Need to demonstrate the competency of our graduates Increased competition Funding shifts threaten access and affordability Public perception of the quality of a MnSCU education

28. Current public perceptions The perception of educational quality is mixed. Retention and completion rates are an issue Students value quality and transfer and rank us as underperforming in these areas. We have no tradition of jointly telling our story, marketing our academic programs or recruiting students.

29. Collective strengths we can leverage We can not solve our problems with the same thinking we used when we created them. – Albert Einstein

30. Leverage our collectivestrengths • We serve all Minnesotans • We provide a broad range of educational programs • We provide an extraordinary education • We meet Minnesota’s workforce needs • We are affordable and accessible

31. Unrealized opportunities • Share resources to produce economies of scale • Improve quality and transfer across multiple institutions through collaborating on program and course development • Leverage expertise of faculty and staff to scale educational best practices • Prove the capabilities of our graduates • Do a better job telling the story about the quality of a MnSCU education • Utilize faculty and staff expertise to provide customized training and continuing education programs to businesses and communities not currently being served

32. Unrealized opportunities • Serve the 124,040that are currently attending the for-profit colleges and universities • Serve the 19,444 Minnesota high school graduates who do not enroll in post-secondary education after high school graduation and the 12,760Minnesota high school graduates who leave the state every fall to attend colleges and universities elsewhere • Retain the 20,313degree seeking students who drop out the following fall

33. Strategic Framework for Minnesota State Colleges and Universities • Minnesota State Colleges and Universities play an essential role in growing Minnesota’s economy and opening the doors of educational opportunity to all of Minnesotans. To that end, we will: • Ensure access to an extraordinary education for all Minnesotans • Our faculty and staff will provide the best education available in Minnesota, preparing graduates to lead in every sector of Minnesota’s economy. • We will continue to be the place of opportunity, making education accessible to all Minnesotans who seek a college, technical or university education; those who want to update their skills; and those who need to prepare for new careers. • Be the partner of choice to meet Minnesota’s workforce and community needs • Our colleges and universities will be the partner of choice for businesses and communities across Minnesota to help them solve real-world problems and keep Minnesotans at the leading edge of their professions. • Our faculty and staff will enable Minnesota to meet its need for a substantially better educated workforce by increasing the number of Minnesotans who complete certificates, diplomas and degrees. • Deliver to students, employers, communities and taxpayers the highest value / most affordable option • Our colleges and universities will deliver the highest value to students, employers, communities and taxpayers. • We will be the highest value / most affordable higher education option.

34. Much great work is already underway. E.g.: “Extraordinary education” initiatives Development of learning outcomes for all programs Aggressive diversity goals and initiatives Regional academic partnerships Better alignment between secondary and post-secondary education Campus Service Cooperative Strategies to increase retention and completion as well as ease transfer of credit Efforts to align academic programs with workforce needs

35. Draft recommended strategies for our future Insanity: doing the same thing over and over again and expecting different results. – Albert Einstein

36. Possible criteria for evaluating the draft recommendations Is it better for students? Does it advance our partnerships with businesses and communities? Is it a good stewardship of our resources? Is it fair to our employees? Does it help address the challenges we face?

37. Recommended guiding principle “Transform Minnesota State Colleges and Universities to better meet the needs of our students, our community partners and our state by: • Forging deeper collaborations among our colleges and universities and system office. • Fully leveraging our collective strengths, resources and human capital.” – Charting the Future draft report

38. Recommended strategic priorities Better align our program offerings and services to state, workforce and learner needs by developing and implementing a statewide academic plan and a statewide master facilities plan. Certify the competencies our graduates have mastered. Increase access to our colleges and universities and accelerate the educational success of diverse students. Create a comprehensive, statewide e-education strategy. Deliver leading edge continuing education and customized training to students and employers through statewide collaboration. Enable recommended strategic priorities to be realized by redesigning the system’s financial and governance model.

39. Next steps to revised draft of Charting the Future Broad consultation June 19, 2013-October 14, 2013 Reconvening of the strategic workgroup in October to share feedback and set the context of the revised version of Charting the Future Revised draft of Charting the Future presented to the Board for their consideration October 25, 2013