Charting the Future

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18 Νοε 2013 (πριν από 3 χρόνια και 6 μήνες)

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“The best way to predict the future is to invent it.”










Alan Kay

Charting the Future

Minnesota State Colleges and Universities

Draft Report of the Strategic Workgroups

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


2

Critical Challenges

3


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





Minnesota’s population is migrating to its
metropolitan
a
reas

Minnesota Population Change 1990 to 2010

Minnesota Projected Population Change

2012 to 2040

4

Source: Minnesota Department of Administration, Office of Geographic & Demographic Analysis

By 2040, projected population will be

Twin Cities
-

3.585,328

Greater MN
-

2,952,328

In 2010, the population was

Twin Cities
-

2,849,567

Greater MN
-

2,454,358

The Twin Cities metro area is growing
faster than Greater
M
innesota

5

Source: MnSCU Office of Research and Planning

2015
2020
2025
2030
2035
2040
Change from 2010
153,361
293,635
421,002
534,666
638,157
735,815
Change from 2010
80,099
174,698
262,682
343,715
420,928
497,970
80,000
180,000
280,000
380,000
480,000
580,000
680,000
780,000
Projected increase in population

Twin Cities
metro area

Greater MN

The number of students of color will

grow in Minnesota

6

Source: Minnesota State Demographic Center

Projected % Minority Minnesota

High School Graduates

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

7

We will continue to see an increase in the
number of students attending our
colleges and
universities part
-
time

8

Fall 2007
Fall 2008
Fall 2009
Fall 2010
Fall 2011
Fall 2012
Full Time
103,476
104,347
112,398
113,299
106,306
102,698
Part Time
81,220
86,235
90,737
95,011
98,810
100,833
80,000
90,000
100,000
110,000
120,000
Number of Students

Source: MnSCU Office of Research and Planning

We will continue to see an increase in the
number of students enrolling in multiple
institutions

9

Source: MnSCU Office of Research and Planning


25,544


27,767


35,613


32,168

20,000
25,000
30,000
35,000
40,000
FY2006
FY2008
FY2010
FY2012
Number of Students

Student enrollment at multiple institutions

Critical Challenges

10


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



Technological changes since
MnSCU’s

inception

1995

2013

11


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

28% of our course offerings are now fully
online or blended/hybrid courses

13

65,979


78,632

93,305

102,495

107,158

50,000
60,000
70,000
80,000
90,000
100,000
110,000
120,000
FY2008
FY2009
FY2010
FY2011
FY2012
Number of students enrolled in online courses

Growth in Online Enrollment

Source: MnSCU Office of Research and Planning

Critical
Challenge
s


14


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




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

15

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

16

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



17

Employers and the public will continue to seek
proof on the quality of our graduates

18

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

February 7, 2013

American Council on Education Recommends 5 MOOCs for Credit

January 23, 2012

Beware: Alternative Certification Is
Coming

August 12, 2013

Education Department Approves Competency
-
Based Program at
Capella

U.

Critical
Challenge
s


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



19

MnSCU enrollment has grown by 18% over the
last decade…

20

Source: MnSCU Office of Institutional Research

365,095

369,374

372,880

368,791

373,831

381,459

389,545

423,190

433,554

420,918

431,342

340,000
350,000
360,000
370,000
380,000
390,000
400,000
410,000
420,000
430,000
440,000
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
Headcount

…but,
MnSCU’s

market share has been declining

21

40%
45%
50%
55%
60%
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
MnSCU’s

“market share” of enrollments in Minnesota

higher education institutions

Source: Minnesota Office of Higher Education

Over the last decade enrollment in the

for
-
profits has soared

22

5,000
25,000
45,000
65,000
85,000
105,000
125,000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
Enrollment in Minnesota for
-
profit colleges & universities

Source: Minnesota Office of Higher Education

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



23

Deep cuts in state support…

24

Source: MnSCU Office of Institutional Research

$10,089

$8,961

$7,098

$6,382

$6,497

$6,663

$6,088

$5,221

$8,148

$8,316

$7,398

$6,875

$7,364

$7,016

$6,532

$6,290

$5,000
$6,000
$7,000
$8,000
$9,000
$10,000
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
State Appropriation Per FYE

(Constant $)

MN
US
-
23%

-
48%

…have led to increased reliance on tuition and
rising student debt, which threatens access
and affordability

25

Source: MnSCU Office of Institutional Research

33.7%

44.7%

47.4%

48.6%

55.2%

60.1%

58.7%

58.0%

66.3%

55.3%

52.6%

51.4%

44.8%

39.9%

41.3%

42.0%

30%
35%
40%
45%
50%
55%
60%
65%
70%
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013 est
2014 est
2015 est
Fiscal Year

Tuition
Appropriation
The dangers of inaction

26

Source: MnSCU Office of Institutional Research

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



27

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.


28

Collective strengths we can leverage

We can not solve our problems with the same thinking we
used when we created them.









Albert Einstein



29

Leverage our
c
ollective

s
trengths


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

30

U
nrealized
opportunities


Share resources to produce
economies of scale


I
mprove 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

31


Serve the
124,040

that 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
12,760

Minnesota
high school graduates who leave the
state every fall to attend colleges and
universities elsewhere


Retain the
20,313

degree seeking
students who drop out the following fall



32

U
nrealized
opportunities

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:



1.
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.



2.
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 solv
e
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.



3.
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
.

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


34

Draft recommended strategies for
our future


Insanity: doing the same thing over and over again and
expecting different results.









Albert Einstein

35

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?

36

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


37

Recommended strategic
p
riorities

1.
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.


2.
Certify the competencies our graduates have mastered
.


3.
Increase
access to our colleges and universities and accelerate the
educational success of diverse students.


4.
Create
a comprehensive, statewide e
-
education
strategy.


5.
Deliver
leading edge continuing education and customized training to
students and employers through statewide collaboration
.


6.
Enable
recommended strategic priorities to be realized by redesigning the
system’s financial and governance
model.

38

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

39