Chancellor's charge to the workgroups
November 19, 2012
Despite this world of change around us, the basic architecture of the Minnesota State Colleges and Universities system – the relationship among our community and technical colleges, our universities and the system office – has been remarkably unchanged.
In light of the changes that have occurred and that will likely occur over the years ahead,
- What should be the MnSCU education of the future?
- How should MnSCU meet the future workforce needs of Minnesota?
- What should be the MnSCU system of the future?
Addressing these challenges is not only critical to the future of Minnesota State Colleges and Universities, it is critical to our students, critical to the communities we serve, and critical to the businesses, civic and cultural institutions across the state who count on us to help them solve real-world problems, prepare Minnesotans for work, and help Minnesotans at the leading edge of their professions. Addressing these challenges is critical to Minnesota’s economic vitality. Minnesota State Colleges and Universities cannot continue to play their crucial role in growing Minnesota’s economy and opening the doors of educational opportunity to all Minnesotans unless we address the large, macro changes that have occurred and will continue to occur over the years ahead.
The challenges pose foundational questions – questions that go to the very heart of how we should carry out our mission. As challenging as the changes have been, and as challenging as they will be over the years ahead, we cannot shy away from our responsibility to think critically about these questions. We must create the bold and innovative models of the future – models that will enable our colleges and universities to better meet their responsibilities to the people of Minnesota.
To forge strategies for the future – for the education of the future; for meeting Minnesota’s future workforce needs; and for working together as a system of colleges and universities – three workgroups are being formed and charged with recommending the broad strategic directions that MnSCU should take over the next five to ten years.
Each workgroup should develop a strategic vision and strategic direction and identify the collaborative strategies that will best leverage the strengths of our colleges and universities to serve students and communities across Minnesota.
Steven J. Rosenstone, Chancellor