“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

“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

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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

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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

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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

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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


9

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


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

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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

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Growth in the use of the internet

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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


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Critical Challenges


graduates• Increased competition• Funding shifts threatening access and affordability• Public perception of the quality of a MnSCU

education

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

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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

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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

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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.

http://chronicle.com/

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Critical Challenges


graduates• Increased competition• Funding shifts threatening access and

affordability• Public perception of the quality of a MnSCU

education

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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

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…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

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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

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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

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Deep cuts in state support…


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%

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


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

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Critical Challenges


graduates• Increased competition• Funding shifts threaten access and affordability• Public perception of the quality of a

MnSCU education

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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.

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Collective strengths we can leverage

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

– Albert Einstein

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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

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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

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• 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

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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.

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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

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Draft recommended strategies for our future

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

– Albert Einstein

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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?

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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

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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.

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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

Documents

“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