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“The best way to predict the future is to invent it.”
– Alan Kay
Charting the Future Minnesota State Colleges and UniversitiesDraft 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
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 areasMinnesota Population Change 1990 to 2010 Minnesota Projected Population Change
2012 to 2040
Source: Minnesota Department of Administration, Office of Geographic & Demographic Analysis
By 2040, projected population will beTwin Cities- 3.585,328Greater MN- 2,952,328
In 2010, the population wasTwin Cities- 2,849,567Greater MN- 2,454,358
5
The Twin Cities metro area is growing faster than Greater Minnesota
Source: MnSCU Office of Research and Planning
2015 2020 2025 2030 2035 2040
Change from 2010 153361 293635 421002 534666 638157 735815
Change from 2010 80099 174698 262682 343715 420928 497970
130,000
230,000
330,000
430,000
530,000
630,000
730,000
Proj
ecte
d in
crea
se in
pop
ulati
on
Twin Cities metro area
Greater MN
6
The number of students of color will grow in Minnesota
Source: Minnesota State Demographic Center
Projected % Minority MinnesotaHigh School Graduates
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
Fall 2007 Fall 2008 Fall 2009 Fall 2010 Fall 2011 Fall 2012
Full Time 103476 104347 112398 113299 106306 102698
Part Time 81220 86235 90737 95011 98810 100833
85,000
95,000
105,000
115,000
Num
ber o
f Stu
dent
s
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
FY2006 FY2008 FY2010 FY2012 20,000
25,000
30,000
35,000
40,000
25,544
27,767
35,613
32,168
Student enrollment at multiple institutions
Num
ber
of S
tude
nts
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
FY2008 FY2009 FY2010 FY2011 FY201250,000
60,000
70,000
80,000
90,000
100,000
110,000
120,000
65,979
78,632
93,305
102,495
107,158
Growth in Online Enrollment
Num
ber o
f stu
dent
s enr
olle
d in
onl
ine
cour
ses
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
February 11, 2013Colleges Ask Government to Clarify Rules for Credit Based on Competency
March 19, 2013Student Aid Can Be Awarded for 'Competencies,' Not Just Credit Hours, U.S. Says
February 7, 2013American Council on Education Recommends 5 MOOCs for Credit
January 23, 2012Beware: Alternative Certification Is Coming
August 12, 2013Education 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
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012340,000
350,000
360,000
370,000
380,000
390,000
400,000
410,000
420,000
430,000
440,000
365,095369,374
372,880
368,791
373,831
381,459
389,545
423,190
433,554
420,918
431,342
Head
coun
t
21
…but, MnSCU’s market share has been declining
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 201140%
45%
50%
55%
60%
MnSCU’s “market share” of enrollments in Minnesota higher education institutions
Source: Minnesota Office of Higher Education
22
Over the last decade enrollment in the for-profits has soared
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 20115,000
25,000
45,000
65,000
85,000
105,000
125,000
Enrollment in Minnesota for-profit colleges & universities
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
1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 $5,000
$6,000
$7,000
$8,000
$9,000
$10,000 $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
MN US
Stat
e A
ppro
pria
tion
Per
FYE
(Con
stan
t $)
-23%
-48%
25
…have led to increased reliance on tuition and rising student debt, which threatens access and affordability
Source: MnSCU Office of Institutional Research
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 est 2014 est 2015 est30%
35%
40%
45%
50%
55%
60%
65%
70%
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%
Tuition Appropriation
Fiscal Year
The dangers of inaction
26Source: 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
• 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
Unrealized 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 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.
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.
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
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.
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