reimagining minnesota state · “a sort of reframed trivium and quadrivium for the modern...
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Reimagining Minnesota State: Designing the future of state higher educationSHEEO Higher Education Policy Conference 2019
Dr. Devinder Malhotra, ChancellorDr. Lisa Foss, Chancellor’s Fellow
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Educating All of Minnesota
$1.870 billion in operating expenses
$1.270 billion (68%) in Greater Minnesota$604 million (32%) in the Twin Cities
54 Campuses 41 (76%) in Greater Minnesota13 (24%) in the Twin Cities
376,000 Students
229,830 (62%) in Greater Minnesota146,346 (38%) in the Twin Cities
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How does the Minnesota State Board of Trustees enable a large, complex, risk- and change-averse organization to transition itself into a more nimble, responsive, and dynamic enterprise centered on enhancing student success?
Challenge from the Chair
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• Our practices that worked yesterday will not serve us well tomorrow– Demographics and enrollment patterns predict a downward
pressure on enrollment system-wide and competition will only increase that pressure
– Technology will change how people work and learn and their expectations for service delivery
– Funding patterns will require changes to business models to maintain financial sustainability
– The public is questioning our relevance and our value proposition
Why Reimagine Minnesota State?
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• Our practices of today don’t work for all of our students– Traditional models and structures do not serve
underrepresented and non-traditional student populations well– Our current approaches have had little impact on key outcomes
of student success
Why Reimagine Minnesota State?
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• Phase 1: Forum on Reimagining Minnesota State– Forum Advisory Group– Forum Sessions
• The Forces Impacting U.S. Higher Education• The Digital Age: The Impact and Future Possibilities of Data and
Technology• The Nature of Work: Changing Careers, Competencies, and
Credentials in the Future• The Student: Emerging Populations and Changing Needs and
Expectations• Innovative Models: Improving Quality, Increasing Access, and
Reducing Costs through System-wide Innovation
• Phase 2: Creating a Strategic Agenda for Minnesota State
Reimagining Minnesota State Process
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• What is Minnesota State’s unique value proposition to the State of Minnesota?
• How does Minnesota State foster a culture of innovation, collaboration, and partnership as we share responsibility for the achievement of our key goals?
• How do we leverage our “systemness” to the benefit of our students and the state?
Phase 1 Research Questions
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Changing student needs and
expectations
Shifting public demands and
support
Technology and digital
transformation
Changing nature of work and credentials
External forces for change
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Changing student needs and expectations
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• Demographic and socio-economic shifts • Demand for multiple degree pathways• Need for credit for multiple forms of learning• Future of open-loop, life-long and just-in-time
education
Changing student needs and expectations
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Forecasted growth in traditional students who will attend a regional 4-year institution, 2018 to 2029
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• 37% are ages 25 and older• 49% are financially independent • 36% of independent students are living at or below the
poverty line • 22% have dependent children• 24% are first generation• 56% are attending part time • 42% are enrolled at 2-yr colleges• 61% are working while in enrolled • Only 14% are living on campus
Growth of post-traditional learners
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Income impacts degree attainment
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Shifting public demand and support
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The relationship between tuition and appropriation has changed significantly over time
33.7%
48.3% 48.6%
60.4%53.6% 50.9%
66.3%
51.7% 51.4%
39.6%46.4% 49.1%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Tuition Appropriation
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Minnesota’s adjusted investment in higher education is $97 million less than 2002
$601.6
$559.6
$600.7
$665.9
$614.2
$545.4
$587.9
$673.5
$721.9
$400.0 $425.0 $450.0 $475.0 $500.0 $525.0 $550.0 $575.0 $600.0 $625.0 $650.0 $675.0 $700.0 $725.0
Appropriation Adjusted
State appropriation revenue ($ millions) and adjusted for inflation
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Technology and digital transformation
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• Technology as a method to provide greater access• Technology as a way to enhance and personalize
learning and support• Technology as a mechanism to support effective
teaching• Technology as a way to connect a lifetime of learning
Technology and digital transformation
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• Active Learning Spaces• Open Educational Resources/E-textbooks• Data and Predictive Analytics• Technology-enabled Advising• Adaptive learning• Gaming
Source: EDUCAUSE
Expanding areas of education technology
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• Augmented and Virtual Reality• Artificial Intelligence
Source: EDUCAUSE
Emerging educational technologies
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Changing nature of work and credentials
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• Impact of AI and Automation on Work and Careers• Lifelong, Continuous Loop Learning• Alternative Credentials• Competencies and Direct Assessment of Learning• Liberal Learning and Practical Skills• Higher Education-Industry Partnerships
Emerging issues and areas of innovation
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• AI and automation will impact the content of nearly all career fields• Nearly half of American jobs are at risk within 20 years• 16% of jobs are at risk of displacement after accounting for potential job
gains • 1/3 of American workers may have to change jobs by 2030 because of AI• Emerging jobs are increasingly hybrid roles that require both technological
and data knowledge alongside more advanced liberal arts and industry specific skills.
• 74% of executives say they plan to use AI to automate tasks to a large or a very large extent in the next three years
• 97% say they intend to use AI to enhance worker capabilities• Only about 26% of their workforce is currently prepared to work with AI
and automation
Impact of AI and automation – a few predictions
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Growth in alternative credentials
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• Humanics: a new model of developing advanced technology and humanistic competencies
• Three new literacies: technological, data, and human• Four cognitive capacities: critical thinking, systems
thinking, entrepreneurship, and cultural agility
“A sort of reframed trivium and quadrivium for the modern age” (Dr. Joseph Auon, 2018).
Liberal Learning and Practical Skills
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How do we build capacity for deliberate innovation as a means to proactively respond?
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• Design an “innovation strategy”• Focus on both continuous improvement and
disruptive innovation• Develop discrete innovation units• Expand capacity for improvement science and
networked improvement communities
Supporting deliberate innovation
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• A coherent set of interdependent processes and structures that dictates how the organization searches for novel problems and solutions, synthesizes ideas into a business concept and product designs, and selects which projects get funded.
Designing an innovation strategy
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Three Horizons FrameworkM
arke
ts
New Market
Horizon 310%
Basic Research
Existing Market not
served
Horizon 220%
Disruptive InnovationBreakthrough
InnovationExisting Market
currently served
Horizon 170%
Sustaining Innovation
Existing capabilities already deployed
Existing capabilities not yet deployed New capabilities
Capabilities
Source: Satell, G. (2017)
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• Represents a new organizational form, deliberately designed to enable effective collective action on solving complex problems and for developing complex products
• Recognizes that today’s problems cannot be solved through isolated individual actions
• Organized like a scientific community• Accumulates practical knowledge generated from
multiple tests, making reform work reliably across various contexts
Improvement Science Networks
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Reimagining Minnesota State – Next Steps
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Minnesota State is an interdependent network of vibrant colleges and universities committed to collectively nurturing and enhancinga civically engaged, socially mobile, and economically productive Minnesota. As a system, we foster the success of all students, no matter where they are enrolled, and support the vitality of all Minnesota communities, no matter where they are located.
– Chancellor Devinder Malhotra
Minnesota State - Redefined
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To enhance access and increase student success, we must:
By 2030, Minnesota State will eliminate the educational equity gaps at every Minnesota State college and university
• Increase student retention, persistence, and graduation
• Increase the percent of Minnesotans age 25 to 44 who have attained a postsecondary certificate or degree to 70 percent across all populations (Minnesota’s Educational Attainment Goal 2025)
• Increase market share of high school graduates and the transfer rate from our 2-yr colleges to our universities
• Increase the number of post-traditional (adult) learners
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FY2020 and Beyond: Strategic Repositioning of Minnesota State
Forces of Change
Ability & Capacity
Adaptive Systems
Higher Education System of Tomorrow
Reimagined Minnesota State
Equitable Outcomes
Personalized Learning
Integrated Learning
Attention to Relevance along with Rigor
• Disruptions• Changing
Demographics
• Creative, innovative & entrepreneurial
• Articulate the value of Minnesota State
• Leverage our “systemness”
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Thank you and questions?