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Jen Foley, Laura King & Becca Larson Charting the Future implementation teams have spent the past several months researching and developing initial ideas that will better serve our students and communities across the state and strengthen our colleges and universities. These campus-led teams are comprised of students, faculty, and staff from campuses across the state. The CTF implementation teams have been working to develop initial ideas, it is vital that the teams hear what you think. Join team members and engage in active discussion!
Citation preview
Charting the Future
System Incentives and Rewards Implementation Team
Presentation to the MSCSA Student Leadership SummitOctober 17, 2014
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www.mnscu.edu/chartingthefuture
• The process by which this report was created included input from students, faculty, staff and administrators.
• The report was adopted by the Board of Trustees in January of 2012.
• The underlying values and commitments that all Charting the Future teams are using as they develop concepts and ideas for implementing this bold vision.
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Each implementation team is addressing this question:
How will we implement the recommendations of Charting the Future in ways that will enable us to work together to:
strengthen all colleges and universities,
, and advance the prosperity of communities
across the state?
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Team composition
Charting the Future is a campus-led effort
1 MSUSA and MSCSA student representatives will have the option of being accompanied by MSUSA and MSCSA staff who will act as observers to ensure full understanding and continuity given student turnover.
86% of implementation team members are from campuses
124
System office
144
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Campus
Number of implementation team members by source
Up to 18 members, including:▪ Students (accompanied by staff support1) (2)– MSUSA– MSCSA
▪ Faculty (3)– IFO– MSCF– MSUAASF
▪ Staff (3)– MAPE– MMA– AFSCME
▪ Presidents (2)▪ Campus subject matter experts (up to 4)▪ System office subject matter experts (up to 4)
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Implementation team structure
Academic Planning and Collaboration
Student Success
Diversity
Competency Certification/ Credit for Prior Learning
Educational Technology
Comprehensive Workplace Solutions
System Incentives and Rewards
Information Technology Systems
Implementation teams Implementation support
Steering Committee
Organizational CapabilityCampus
Service Cooperative
Spring launch
Fall launch
Linked
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Redesign the financial model to incent and reward collaboration, Strategic
Framework commitments and Charting the Future recommendations.
#1 Commit a meaningful portion of state appropriation to incent/reward system and institutional collaboration that leads to improved student outcomes TBD by other implementation teams.
#2 Design a System/campus financial relationship that supports collaboration, efficiency and access to an extraordinary education.
#3 Modify Allocation Framework to reward increases in administrative efficiency and in student success (both overall student success and a decrease in disparities in outcomes).
#4 Provide incentives and remove disincentives to campuses for optimizing enrollment (i.e. purposefully increasing, maintaining or decreasing enrollment to get students on the right campuses).
Encourage entrepreneurial opportunities for our colleges and universities to independently
and collaboratively develop new revenue streams and serve more students.
#1 Create a designated collaboration space (an "innovation lab") like the Harvard i-Lab for sharing/building entrepreneurial ideas across campuses
#2 Increase the number and type of corporate partnerships to encourage increased use of MnSCU colleges and universities for customized training, increased student internships, a growth in sponsored scholarships, and opportunities for MnSCU employee corporate internships during sabbaticals.
#3 Create a self-sustaining venture fund to support new collaborative innovations (both academic and operational processes).
Support and encourage multi-institutional administrative and
academic coordination.
#1 Promote and reward expansion of existing multi-institutional collaborations and partnerships in the administrative and academic areas, and create a system level architecture under which these successful collaborations and partnerships are recognized.
#2 Use the established Campus Service Cooperative structure to identify additional areas for administrative shared services implementation including business plans that articulate the System’s return on investment
#3 Create a system level shared story reflecting the benefits and high value MnSCU contributes to the State of Minnesota.
#4 Incent system wide initiatives for improving processes, environments and programs within MnSCU.
Design a Human Resources model that incents and rewards collaboration, Strategic
Framework commitments and Charting the Future recommendations.
#1 Create cross-System standardized HR processes that increase employee satisfaction and decrease dissatisfaction in the workplace. These standardized processes could include: onboarding, training/development, job sharing, job shadowing, cross-campus promotional opportunities and sabbatical internships with other agencies/organizations.
#2 Identify, develop and expand cross-system expertise in skill sets that support collaboration, continuous improvement and change management; create training programs for employees to gain or increase skills in these areas.
#3 Create visible, public recognition programs for overall excellence in the workplace for MnSCU employees.
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▪ Read updates through emails and campus communication channels
▪ Visit the Charting the Future blogchartingthefuturemnscu.com
▪ Click on the Charting the Future websitewww.mnscu.edu/chartingthefuture
How to stay informed
Engagement efforts will keep YOUinformed and ask YOU for input
How to get involved
▪ Tweet and use social media– Follow @mnscu and join the conversation about
what #ChartingTheFuture means to you– Post and “like” success stories on the MnSCU
Facebook page
▪ Email [email protected]– Submit your ideas for the implementation teams – Ask questions about the effort and progress
▪ Attend campus engagement sessions– Encourage students and faculty members to attend
campus-hosted engagement sessions – Participate in focus groups and Gallery Walks
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When and where will the Gallery Walks happen?
▪ Where: 37 campuses (at least one per college and university) and the system office
▪ When: October 16-November 21
Why: to hear what YOU have to say about the concepts thus far
What happens to the feedback: All input shared directly with Implementation teams
Campuses with workshops
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Charting the Future campus Gallery Walks are scheduled this fall to collect feedback from students, faculty, staff, and community
The purpose of the Gallery Walks is to:
• Build awareness of Charting the Future –more specifically the efforts from the spring implementation teams.
• Gather feedback, insights and concerns from all stakeholder to inform ongoing work and help implementation teams ensure their initial concepts and ideas can feasibly move to implementation and execution.
• Identify individuals who are interested in becoming involved in CTF efforts and may volunteer to play a role in the initial implementation efforts.
• Open house-style, loosely structured time for students, faculty, staff, and community members to provide input into implementation team ideas. Attendance will be open to anyone.
• CTF Implementation Teams will have a great opportunity to test concepts and ideas and gather feedback.
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