Land Acknowledgment We stand today on native lands

Land Acknowledgment We stand today on native lands and recognize and honor the Anishinaabe and Dakota nations

10/25/2019 Graduate Education Committee Graduate Education Strategies to Achieve the Goals of Equity 2030 MINNESOTA STATE

Welcome and Introductions Who is in the room? • Name, institution, role, and connection to concurrent enrollment • What role does concurrent enrollment have on your campus? • Main motivation or burning question 3

Overview • • • Graduate Education Committee Roster 2019 -20 Why Graduate Education? 2017 -2018 Collaborative Strategic Plan State of the State in Graduate Education Equity 2030 4

Graduate Education Committee Roster 2019 -20 Name Email Address Institution Representing George Mc. Connell GMc. Connell@bemidjistate. edu Bemidji State University Admin Lisa Karch, co-chair lisa. karch@mnstate. edu Minnesota State University Moorhead Admin Stephen Stoynoff stephen. stoynoff@mnsu. edu Minnesota State University, Mankato Admin Latha Ramakrishnan, co-chair Lramakrishnan@stcloudstate. edu St. Cloud State University Admin Jeanine E. Gangeness jgangeness@winona. edu Winona State University Admin Tony Peffer TPeffer@bemidjistate. edu Bemidji State University CAO Susan Misterek susan. misterek@metrostate. edu Metro State University IFO Michael Coquyt michael. coquyt@mnstate. edu Minnesota State University Moorhead IFO Brandi Sillerud brandi. sillerud@mnstate. edu Minnesota State University Moorhead IFO Debbie Van. Overbeke Debbie. vanoverbeke@smsu. edu Southwest Minnesota State University IFO Sonja Meiers smeiers@winona. edu Winona State University IFO Sue Bell sue. bell@mnsu. edu Minnesota State University, Mankato IFO Marta Mohr Marta. Mohr@Minn. State. edu Minnesota State System Office Admin Melanie J. Guentzel mjguentzel@stcloudstate. edu St. Cloud State University MSUASSF Liz Bloch prc@leadmn. org Mesabi Range College LEAD MN Jon Dalager Jon. Dalager@Minn. State. edu Minnesota State System Office Kathy Pilugin Kathy. Pilugin@Minn. State. edu Minnesota State System Office 5

Why Graduate Education? �According to national studies, more education means higher earnings, higher levels of job success and job satisfaction 6

Why Graduate Education? By 2020, over 11% of Minnesota’s workforce will need graduate degrees • The U. S. Bureau of Labor statistics projects employers will add nearly 2. 4 million jobs requiring a graduate degree or higher by 2022. • Employers value skills and expertise of people with graduate degrees and want employees who can innovate, apply their advanced knowledge and think like entrepreneurs. 7

Why Graduate Education? 67% of MN population growth will be among people of color, all of our communities are looking for opportunities to reach higher earnings, job success and job satisfaction • Nationally, nearly one quarter of all first-time graduate students who were U. S. citizens and permanent residents were from racially/ethnically underrepresented populations. • Yet in 2015, people from African American, Hispanic and American Indian descent were least likely to have attained a Master’s degree or higher (U. S. Census). 8

Where Minnesota’s Graduates Found Employment 9

2017 -2018 Collaborative Strategic Plan Based on the strategic plan recommendation (1/2018) System University and System Faculty Integrate graduate education throughout Minn. State system and universities’ missions, policies and procedures Establish Minnesota State Office of Graduate Education to advocate for graduate education externally and within the Minn. State system Increase the access to Minn. State graduate education through increased visibility Align the IFO contract to be supportive of graduate education and its constituents Create or expand student support services, including advising, to focus on the unique needs of working professionals and international students seeking an advanced degree Reinstitute the system’s Council on Graduate Education as advisory to the Senior Vice Chancellor for Academic and Student Affairs to encourage connection to employers and communities Establish support systems such as marketing, recruitment, admissions, enrollment management, advising, student services, etc. at each university and at the system level Improve student experience by including graduate education in the strategic plan for all universities Provide system support and coordination of graduate programs Rebrand Minnesota State as high quality graduate education Improve student opportunities via identifying and providing additional funding for graduate assistantships. Advocate with legislature for support Increase Minn. State budget of graduate education as a low-cost allocation to support graduate alternative for students education and graduate students Identify and support opportunities for partnership with international universities Recognize graduate education in the state budget allocation Address infrastructure barriers to collaboration across campuses, development of joint programs, etc. Establish community and industry advisory boards for graduate education within Minnesota State and at the university/graduate program level Promote the value of graduate education and Minn. State unique ability to serve MN diverse population Identify opportunities to provide advanced employee development programs, specialization certificates, and other collaborative opportunities with business University Establish dedicated graduate school leadership at each university Increase the resources to support high quality graduate education. Expand marketing and promotional support for graduate education 10

Graduate Education Marketing Plan 11

Results of Marketing Digital Ad Metrics Over the two plus months of the campaign, we achieved a reach of 563, 041 with our ads. Reach is defined as the number of people who can see the ads. Our ads were shown 2, 854, 317 times (number of impressions) to that target audience. We ran digital ads on Facebook and Instagram and featured the 30 -second video we created for this campaign. Our digital ads resulted in 594, 874 views of the video. Of those views, 28 percent watched the video in its entirety. 12

Results of Marketing Graduate Program Landing Page Metrics Between September and November, 2018, we saw 40, 518 pageviews on our Minn. State. edu graduate programs’ landing page. The top traffic sources were Facebook (95%), Direct (3%) and Google Search (1%). 13

Results of Marketing University Landing Pages University Referrals from Minn. State. edu Bemidji Metropolitan Mankato Moorhead Southwest St. Cloud Winona 73 420 160 103 490 21 180 14

State of the State in Graduate Education 15

Graduate Education in Applied Fields Minnesota State excels in service-oriented graduate degrees: • • • Education Social Work Psychology Mental Health Counseling specialties Nursing and Related Health specialties Law Enforcement and Criminal Justice Advocacy and Political Leadership Public Administration Nonprofit Management Chemical Dependency Counseling and Treatment The trend toward sustainability and demand for solutions to climate change provide multiple opportunities for STEM graduate programs. The growing technology industry and associated changes in both public and private industries offers new opportunities for graduate education. 16

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Equity 2030 and Graduate Education • • • Low cost graduate opportunities will benefit underrepresented groups Program marketing should target those who can benefit from graduate education Graduate students and graduates with advanced degrees contribute in multiple ways to building a civilized society, creating jobs and economic growth, improving health and well-being, and gaining a better understanding of the world around us and our history. This mission can only be achieved through a firm commitment to enhancing diversity, equity, and inclusion in the orienting philosophy and supportive activities for graduate students (University of Kansas) 18

In all 6 Strategic Dimensions the focus is on 3 themes: Innovation, Quality, and Technology Strategic Dimension Description/Examples of Existing Systemwide and Campus Initiatives Enhanced Access Enhancing access to higher education by strengthening partnerships and collaboration with K-12, business & industry, community-based organizations, and philanthropic partners to expand grow current programming and identify new ways to support students • PSEO, concurrent enrollment, Early College • Work-based learning • Credit for prior learning expansion • Comprehensive Workforce Solutions Student Academic Success Establishing guided learning pathways that focus on academic preparation, progression, and accomplishment within an area of study and career. • Common guided learning pathways framework • Developmental education curricula redesign • Career Technical Education career pathways from K-12 to postsecondary • Discipline-specific transfer pathways from associates to bachelor’s degrees • Tackling transfer strategy • Credit for prior learning expansion • Campus Climate/Student Academic Experience review • Cultural competency education for students • Culturally responsive curriculum/pedagogy • Delivery modes

Strategic Dimensions cont’d Strategic Dimension Description/Examples of Existing Systemwide and Campus Initiatives Student Success: Engagement and Support Student experience within the institution, both academic and non-academic, including supporting basic needs. • Comprehensive orientation and first year experience • Holistic advising and comprehensive student support • Linkages between service providers and external agencies/partners for support • Campus Climate • CRM • Student One-Stop shops Data-Guided Decision Making Building technology infrastructure and capacity for deeper data analytics, and expanding campus capacity to interpret data and use it to guide decision making • Next. Gen ERP replacement • Predictive analytics pilot project • Assessment of system and campus Institutional Research capacity and expertise • Equity by Design • Professional development for faculty and staff Financial Resources and Support Expanding financial resources and support for students and growing the financial resource base for campuses • Workforce Development Scholarship Program • Emergency grant funds • Legislative advocacy • Shared Services expansions

Strategic Dimensions cont’d Strategic Dimension Description/Examples of Existing Systemwide and Campus Initiatives Workforce Diversity and Talent Development Incorporating the local and national context with the changing student and employee demographics and needs, focusing on cultural competence development, inclusive hiring practices, and improved campus climate • Campus Climate Assessment/Employee Engagement • Prioritize strategic diversity, equity, and inclusion processes for hiring and retention • Development of culturally competent focused education and training for employees • Professional development for students, faculty, staff, and Board of Trustees

Group Activity What are we in Graduate Education currently doing and what is emerging in the strategic dimensions of Equity 2030? • Enhanced Access • Student Academic Success • Student Success: Engagement and Support • Data-Guided Decision Making • Financial Resources and Support • Workforce Diversity and Talent Development 22

Discussion Report on Group Discussions What other goals and strategies are important for graduate education at Minnesota State? 23

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