CAMPUS STRATEGIC ALIGNMENT TEMPLATE Please complete by August 12 The purpose of this exercise is to: 1. Identify alignment of CTF initiatives with college/university strategic plans 2. Identify best practices at our colleges/universities to share and scale 3. Identify additional opportunities to leverage existing college/university work to advance the CTF recommendations This exercise will allow us to identify opportunities to scale the good work already in progress at the campus level and will inform the Leadership Council Executive Committee as they draft the work plan. There is no expectation that colleges/universities have activity that aligns with each initiative. The goal of this exercise is not to create a long list of projects. Rather, to identify high-impact practices that will help us build on the good work from the CTF teams and realize the goals of Charting the Future. Instructions: Form for information collection: Included is a working document for you to share with your colleagues to gather the information requested. CTF team initiatives: Those initiatives where the primary work/effort resides at a college/university are included in the template. Other initiatives that are primarily at the system level are not included. Name of project/brief description: If your college/university has a specific effort/project that aligns with the initiative, please share briefly the goal, timeframe, any insight based on experience so far. These should be brief, bullet points. Limit: 150 words. In Qualtrics, you will have the option of adding multiple projects. Project stage: from the drop down list choose the stage of implementation in the plan-do-check-act cycle for the project identified. The options are: o Our institution has just begun to plan our work in this area o Our institution is in the process of implementing changes in this area o Our institution is studying the results in this area o Our institution has studied results and initiated changes based on the data Other initiatives (optional): Please provide brief, bullet points to share other initiatives that your college/university is taking on to advance the recommendation. Limit: 200 words Once ready, please enter all information into the form available at: http://bit.ly/1MxRRNc Campus Strategic Alignment template Page 2 NA = Not Apparent Charting the Future Recommendation #1 Dramatically increase the success of all learners, especially those in diverse populations traditionally underserved by higher education CTF team initiative Improve student advising services which may include: enrollment/retention plan, early alert program, alternative advising options (e.g.,online) 1. 2. 3. 4. 5. 6. Name of project and brief description Insight based on experience so far Identified in BSU’s risk management matrix addressing the risk: Ensure the success of all students - underprepared, students of color, etc. Within Strategy C, Goal 9 the initiatives mentioned are: Implement a student advising skill training program for faculty and staff, Identify and implement personalized educational plans and retention strategies that address the unique needs of a diversity of learners such as age, culture, geography, social, economic and learning challenges, Create a campus environment which identifies and incorporates soft skill development strategies for students, faculty and staff with topics such as social and interpersonal communication, Develop and disseminate a master 4-year campus course schedule, and Create and install uniform faculty/staff photo directories for every department/office on campus and on the university web site. Master Academic Plan, Section 4a: Establishment of a peer advising program that would pair minority upperclassmen with newly enrolled students. NTC Master Academic Plan, Goal 2, Strategy a: vi) Create opportunities for joint training of faculty and staff related to advising to improve student satisfaction and retention. NTC Master Academic Plan, Goal 2, Strategy K: i) Work with each academic division to create an advanced schedule of offerings for each semester (fall, spring, summer) to improve academic advising and allow students to more accurately anticipate their potential timeto-degree. NTC Master Academic Plan, Goal 3, Strategy d: iii) Ensure that student support services (advising, tutoring, etc.) are also available during summer to fully support students. Project stage Our institution is in the process of implementing changes in this areaOur institution is in the process of implementing changes in this area Campus Strategic Alignment template Page 3 Enhance online precollege resources for prospective or current students Technology tools that assist with (a) predictive analytics, (b) customer relationship management, and/or (c) Grad Planner (progress to degree) Provide resources for faculty, staff, and student development to ensure growth of intercultural 1. Within Strategy B, Goal 5, B: Require a non-English (natural or programming) language requirement that can be met in a variety of ways such as, proficiency in a non-English language acquired in high school, successful completion of study of a year or more of a nonEnglish language. 2. Strategy D, Goal 12, online tutoring: Require a non-English (natural or programming) language requirement that can be met in a variety of ways such as, proficiency in a non-English language acquired in high school, successful completion of study of a year or more of a non-English language. 3. Strategy D, Goal 12, Assessment of change in student behavior (Percent of student credit hours taken online; Percent of residential students taking online credit). 4. Strategy F. Goal 18: Expand the innovative use of technology to deliver high quality online courses, strengthen classroom instruction and student services, and provide more individualized learning and advising. 1. Identified in BSU’s risk management matrix addressing the risk: Grow awareness and the reputation of the excellence and high value in the university. Specifically, embrace instructional technology so as to create responsive, innovative and flexible learning environments. 2. Identified in BSU’s risk management matrix addressing the risk: Solidify institutional budget forecasting and execution by ensuring budget forecasting in direct alignment with the university’s master academic plan, strategic enrollment master plan, facilities plan, and technology plan. 3. Strategy F. Goal 18: Expand the innovative use of technology to deliver high quality online courses, strengthen classroom instruction and student services, and provide more individualized learning and advising. 1. Strategy B, Goal 5, B: Clarify the dimensions of the signature themes (international/multicultural understanding, civic engagement, and environmental stewardship) and their connection to the liberal arts. Our institution is in the process of implementing changes in this areaOur institution is in the process of implementing changes in this area Our institution has just begun to plan our work in this areaOur institution has just begun to plan our work in this area Our institution is in the process of implementing changes in this areaOur institution is in the Campus Strategic Alignment template Page 4 and global competency skills Provide resources for faculty development to ensure culturally relevant pedagogy Implement diversity mapping or other assessments to measure diversity needs Develop and implement campus diversity plans 2. Identified in BSU’s risk management matrix addressing the risk: Ensure enrollment performance (stability and predictability.) Develop ways to make our university more culturally relevant and global (through expanded emphasis on cross-discipline programming and international experiences). 3. Strategy E, Goal 13: Alumni Association Initiatives including the fostering of school pride through events on campus, throughout the mid-west the United States, and internationally. 4. NTC Master Academic Plan, Goal 3, Strategy (a): i) Provide professional development opportunities for faculty to learn more about competency-based education; ii) Work with Council for Adult Experiential Learning (CAEL) or other campuses that have adopted competency-based principles to help facilitate the development of competency-based learning activities; iii) Encourage faculty to break curriculum into course modules—discrete, self-contained learning experiences that outline specific statements, including the actions and performance criteria of what students will be able to do upon completing the module. 1. Strategy C, Goal 9: Implement a student advising skill training program for faculty. 2. NTC Master Academic Plan, Goal 2, Strategy (f): i) Collaborate with BSU on recruiting international students seeking trades education; ii) Secure F-1 visa status for international students seeking to study at NTC to facilitate transfer to NTC. 1. Strategy D, Goal 12: Assessment of Change in the student body, e.g., Percent of student credit hours taken online. Use change assessment to modify and improve curriculum. 2. Strategy G, Goal 12: Accelerate the educational success of diverse students. 1. Strategy F, Goal 17: Increase the diversity of students and employees at Bemidji State University. process of implementing changes in this area Our institution has just begun to plan our work in this areaOur institution has just begun to plan our work in this area Our institution has just begun to plan our work in this areaOur institution has just begun to plan our work in this area Our institution has just begun to plan our work in this areaOur institution has just begun to plan our work in this area Campus Strategic Alignment template Page 5 Clarify, support, and advance the role of Chief Diversity Officer Improve recruitment, admission, and retention of diverse students Ensure affordability for all students NA Choose an item. 1. Strategy F, Goal 17: Increase the diversity of students and employees at Bemidji State University. 2. NTC Master Academic Plan, Goal 2, Strategy J: i) Provide more frequent faculty & staff in-service opportunities regarding working with diverse student populations; ii) Develop NTC student-led tutoring and business/industry-led mentoring program; iii) Seek grant opportunities to provide funding for expanded support services for students including student mentoring and tutoring support. 1. Strategy F, Goal 16: Decrease the gap in student tuition and fees between Bemidji State University and MnSCU universities. BSU needs to take every opportunity to lower tuition and fees compared to system universities. This may be accomplished by introducing lower tuition increases than MnSCU, cutting expenses (increasing affordability) or a combination of both strategies. 2. Strategy F, Goal 18. Juxtapose the intent of charting the future with the strategic milieu proposed in this strategic plan: Develop a collaborative and coordinated academic planning process that advances affordability, transferability and access to our programs and services across the state. 3. Identified in BSU’s risk management matrix addressing the risk: Reduce costs to protect affordability. Two steps: Continue to increase the amount of scholarship funding available for students from internal and private sources to keep the net cost of attendance as low as possible, and redesign administrative service models to drive efficiencies and keep institutional support costs from increasing. 4. NTC Master Academic Plan, Goal 5, Strategy C: i) Increase opportunities for NTC students to participate in internships and practicum experiences; ii) Look to employers to provide a continuum Our institution is in the process of implementing changes in this areaOur institution is in the process of implementing changes in this area Our institution is in the process of implementing changes in this areaOur institution is in the process of implementing changes in this area Campus Strategic Alignment template Page 6 of workplace learning opportunities through apprenticeships, internships and service learning opportunities. 5. NTC Master Academic Plan, Goal 5, Strategy D: i) Promote affordability of NTC education compared with other colleges; ii) Expand marketing of NTC programs to high school students, nontraditional students, incumbent workers, students who have withdrawn from NTC/BSU, TRIO students, transfer students, and students who have previously attended NTC but did not graduate with a degree. Close the gap in educational opportunity (achievement gap) NA Choose an item. Improve recruitment, retention, and development of diverse employees NA Choose an item. Please indicate other initiatives that your college/university is advancing within this recommendation? Provide a brief summary. Charting the Future Recommendation #2 Campus Strategic Alignment template Page 7 Develop a collaborative and coordinated academic planning process that advances affordability, transferability, and access to our programs and services across the state CTF team initiative Develop opportunities for the AAS program to have a pathway to a BAS degree 1. 2. 3. 4. 5. Name of project and brief description Insight and impact based on experience so far Strategy C, Goal 8: Create and implement a capstone “last year experience” for graduating seniors that would serve as a bookend with the First Year Experience course and a transition for life and employment after graduation. (needs to accommodate transfer, offcampus students). Strategy F, Goal 18: Develop a collaborative and coordinated academic planning process that advances affordability, transferability and access to our programs and services across the state. Identified in BSU’s risk management matrix addressing the risk: Ensure the success of all students - underprepared, students of color, etc. Ensure an excellent student experience (through continuous improvement in academic quality, pedagogical innovation, academic advising, retention, transfer receptivity, and completion. Strategy F, Goal 18: Expand the innovative use of technology to deliver high quality online courses, strengthen classroom instruction and student services, and provide more individualized learning and advising. NTC Master Academic Plan, Goal 2, Strategy B: i) Foster development of partnerships with area high schools to pilot “career focused” concurrent enrollment offerings that will allow students the opportunity to complete NTC courses and certificate programs while in high school, making higher education more affordable; ii) Focus initially on four primary areas of instruction to foster high school concurrent enrollment opportunities: construction/trades, health care, business and manufacturing; iii) Connect NTC faculty in each program area with high school faculty teaching in the same discipline to promote program quality and seamless transfer to NTC; iv) Partner with area middle schools, high schools and home school students to provide early and sustained program and career information. (ex. CLC Bridges Career Academies, mobile training options). v) Provide charter schools with lab experiences utilizing NTC programming and facilities. (Ex. Trek North) Project stage Our institution is in the process of implementing changes in this areaOur institution is in the process of implementing changes in this area Campus Strategic Alignment template Page 8 Technology solution/degree path 6. NTC Master Academic Plan, Goal 1, Strategy B: i) Work with academic departments to develop certificate programs comprised of existing and new curriculum that can be combined into diploma, A.S. and A.A.S. degree offerings; ii) Establish and promote stackable credential options to current and prospective students to increase enrollment and persistence/retention of students. 7. NTC Master Academic Plan, Goal 1, Strategy C: i) Create opportunities for two and four-year faculty to meet to discuss program articulation and alignment. (ex. Northwest Minnesota Alliance); ii) Provide representation for NTC on BSU Deans’ Council to engage in comprehensive academic planning process that directly aligns course and program offerings between institutions; iii) Where BSU academic articulations are not available, seek opportunities to partner and collaborate with other MnSCU colleges & universities, University of Minnesota and other regional higher education institutions. 8. NTC Master Academic Plan, Goal 3, Strategy C: i) Create a committee to establish a process for implementing two to three new certificate, diploma or degree programs annually to be more responsive to student demand and promote stronger connection to local and regional employer needs. (Pathways to Prosperity Network); ii) Identify and launch new academic program offerings in health care (Health Information Tech, Medical Coding, Rad Tech, Cardiovascular Tech, Diagnostic Sonographer, Respiratory Therapy, Physical Therapy Assistant), graphic design, hospitality management, human resources, manufacturing (production management/engineering technology), commercial industrial construction (welding), automotive/classic restoration; iii) Explore opportunities to offer certificate, diploma or degree programs collaboratively with other institutions; iv) Establish process for new program evaluation (scorecard) and reduce implementation time for new programs through use of custom training non-credit offerings as a pilot to accelerate development and delivery of new credit-based offerings. NA – BSU Choose an item. 1. See NTC Master Academic Plan, Goal 2, Strategy B, above. Campus Strategic Alignment template Page 9 tool, e.g., Agilegrad, that can include the complete pathway for students Please indicate other initiatives that your college/university is advancing within this recommendation? Provide a brief summary. Charting the Future Recommendation #3 Certify student competencies and capabilities, expand pathways to accelerate degree completion through credit for prior learning, and foster the award of competency-based credit and degrees CTF team initiative Advance strategies and capacities for Competency Certification and Credit for Prior Learning Name of project and brief description Insight and impact based on experience so far 1. Distance Minnesota, A REGIONAL CONSORTIUM (NW Technical College, Northland Community & Technical College and Alexandria Community and Technical College, with Bemidji State University as the financial/strategic partner) has formed a project called THE ADULT LEARNING NETWORK, which is a comprehensive proposal to advance capacity for competency certification and procedures for credit for prior learning pathways. Please refer to the endnote for more information.i Project stage Our institution is in the process of implementing changes in this areaOur institution is in the process of implementing changes in this area Campus Strategic Alignment template Page 10 2. NTC Master Academic Plan, Goal 2, Strategy C: i) Work with other campuses and the Council for Adult and Experiential Learning (CAEL) to examine best practice strategies and policy development to expand prior learning assessment opportunities for students; ii) Develop prior learning portfolio workshop for students to facilitate awareness and exploration of credit for prior learning opportunities; iii) Build collaborative partnership with area Veteran Service organizations to become the seamless resource for returning veteran’s to receive credit for prior learning and earn a degree; iv) Explore partnership with Distance Minnesota and Minnesota Online to promote prior learning assessment at NTC to improve recruitment and advising of Veterans. Please indicate other initiatives that your college/university is advancing within this recommendation? Provide a brief summary. a. Set up and pilot: Prioritize time of current staff to this initiative, Use the Distance Minnesota R/D fund for one‐time development, Design a professional certification to academic credit pilot sponsored in part through the partnership with 360 funds, Explore option of MnSCU SO funds for purposes of a demonstration pilot and/or to establish a system that other campuses could utilize for addressing CPL in partnership with Distance Minnesota. b. Ongoing delivery: For years 2 and 3 use Distance Minnesota R/D to maintain content and subsidize tuition gaps for sections enrolled to less than 17, Focus the Distance Minnesota budget for paid advertising on adult learners, Charge tuition for credit courses, List the electronic portfolio license as a requirement to be paid by the student, Possible transcription service charge for CPL credits, and Collaborate with MnSCU institutions on external funding. Charting the Future Recommendation #4 Expand the innovative use of technology to deliver high quality online courses, strengthen classroom instruction and student services, and provide more individualized learning and advising. CTF team initiative Enhance professional development and Name of project and brief description Insight and impact based on experience so far 1. Identified in BSU’s risk management matrix addressing the risk, Provide good systems of talent development and professional growth for Project stage Our institution has just begun to plan our work in this areaOur institution has just Campus Strategic Alignment template Page 11 support for students, faculty, and staff Develop a comprehensive strategy to increase awareness and development of e- employees: Provide ongoing professional development to all employees begun to plan our work in this to ensure a highly trained workforce. area 2. NTC Master Academic Plan, Goal 3, Strategy A: i) Provide professional development opportunities for faculty to learn more about competencybased education; ii) Work with Council for Adult Experiential Learning (CAEL) or other campuses that have adopted competency-based principles to help facilitate the development of competency-based learning activities; iii) Encourage faculty to break curriculum into course modules—discrete, self-contained learning experiences that outline specific statements, including the actions and performance criteria of what students will be able to do upon completing the module. 3. NTC Master Academic Plan, Goal 3, Strategy F: i) Participate in BSU initiative to create a Teaching & Learning Center to better support faculty, staff, and students engaged in technology enhanced teaching and learning; ii) Develop mentoring opportunities for faculty to encourage sharing of expertise and teaching experience; iii) Create brown bag lunch series to promote communication among faculty regarding new teaching modalities; iv) Work with NTC Student Senate to establish an academic technology innovation fund to allow faculty the opportunity to explore new emerging technology and teaching modalities; v) Seek additional funding to support faculty professional development. 4. NTC Master Academic Plan, Goal 4, Strategy B: i) Promote and fund QM faculty professional development activities including: Applying the Quality Matters Rubric (APPQMR) workshop and Improve Your Online Course Workshop; ii) Work with academic departments to adopt Minnesota Online Quality Improvement peer review process for all online courses; iii) Encourage NTC faculty to become certified MOQI peer reviewers. NA – BSU Choose an item. 1. NTC Master Academic Plan, Goal 4, Strategy D: vi) Improve textbook purchasing experience for online students and promote open book charging through finance aid/bookstore. Campus Strategic Alignment template Page 12 textbooks and open educational resources (OERs) Develop a strategy for quality online education that provides an array of options to serve more students 1. Strategy D, Goal 12, Online Tutoring - The Advising Success Center has peer tutors for on-campus sections. This proposal would create the staff and software to support peer tutors for online sections. This would require access to some infrastructure like Adobe’s Connect Classrooms and staffing a peer panel. 2. Strategy F, Goal 18, Expand the innovative use of technology to deliver high quality online courses, strengthen classroom instruction and student services, and provide more individualized learning and advising. 3. NTC Master Academic Plan, Transformative Goal 4, Develop new online programming and expand online student support services in collaboration with Distance Minnesota: i) Provide reassign time from teaching load for D2L faculty “peer mentor”; ii) Expand multimedia and lecture-capture capabilities on-site at NTC to encourage development of high quality interactive online courses. (Optivation, Teaching & Learning Center); i) Promote and fund QM faculty professional development activities including: Applying the Quality Matters Rubric (APPQMR) workshop and Improve Your Online Course Workshop; ii) Work with academic departments to adopt Minnesota Online Quality Improvement peer review process for all online courses; iii) Encourage NTC faculty to become certified MOQI peer reviewers; i) Work with Distance Minnesota staff to identify new credit and non-credit online certificate, diploma and degree offerings to increase student enrollment; ii) Utilize existing programs to build and deliver non-credit certificate programs across the region and beyond through InterCECT, a consortium of Minnesota colleges and universities established to deliver non-credit online education; iii) Deliver online general education courses required for A.S. or A.A.S. offered programs and on-campus general education lab-based courses on-site at BSU; i) Explore development of online web apps for mobile devices; ii) Develop web apps to better support online students; iii) Increase visibility of NTC Our institution is in the process of implementing changes in this areaOur institution is in the process of implementing changes in this area Campus Strategic Alignment template Page 13 Ensure all students have a computing device, either supported by the institution and owned by the student or owned by the student and supported by the institution Increase opportunities for exploration of emerging technologies and their uses for teaching, learning, and educational support offerings through Distance Minnesota to minimize student confusion over which campus is their home campus, granting their degree; iv) D2L student orientation for online and blended students; v) Establish meeting dates for NTC faculty & staff with Distance Minnesota representatives to improve communication and student advising; vi) Improve textbook purchasing experience for online students and promote open book charging through finance aid/bookstore; vii) Develop student “start-up packet” which includes information related to D2L tools and student support services. 1. Identified in BSU’s risk management matrix addressing the risk, Ensure disaster recovery & business continuity: Generator provides backup power for computer operations. 2. Identified in BSU’s risk management matrix addressing the risk, Manage costs/expenses: energy, supplies and materials, disposal: All computer equipment purchased is "Energy Star" compliant. 1. Strategy F, Goal 18, Expand the innovative use of technology to deliver high quality online courses, strengthen classroom instruction and student services, and provide more individualized learning and advising. 2. Identified in BSU’s risk management matrix addressing the risk, Grow awareness and the reputation of the excellence and high value in the university: Embrace instructional technology so as to create responsive, innovative and flexible learning environments. 3. Identified in BSU’s risk management matrix addressing the risk, Solidify institutional budget forecasting and execution: Ensure budget forecasting is in direct alignment with the university’s master academic plan, strategic enrollment master plan, facilities plan, and technology plan. 4. Identified in BSU’s risk management matrix addressing the risk -Manage costs/expenses: energy, supplies and materials, disposal: Implementation of Managed Print Services, Recommendation of lab Our institution is studying the results in this areaOur institution is studying the results in this area Our institution is studying the results in this areaOur institution is studying the results in this area Campus Strategic Alignment template Page 14 consolidation (currently 107 labs on campus), and Utilize virtualization techniques wherever possible. 5. NTC Academic Master Plan, Goal 4, Strategy A: ii) Expand multimedia and lecture-capture capabilities on-site at NTC to encourage development of high quality interactive online courses. (Optivation, Teaching & Learning Center). Please indicate other initiatives that your college/university is advancing within this recommendation? Provide a brief summary. Charting the Future Recommendation #5 Work together under new models to be the preferred provider of comprehensive collaboration, drive efficiencies, and strengthen our ability to provide access to an extraordinary education for all Minnesotans CTF team initiative Identify and share resources among colleges and universities, at a regional or industryfocused level, to enhance capacity to provide comprehensive workplace solutions Name of project and brief description Insight and impact based on experience so far 1. Strategy A, Goal 3: a. Identify the responsible office/area that will provide the coordination and facilitation of community engagement activities. (e.g. Create an Office of Community Engagement). b. Establish an advisory group composed of campus and community members to help develop and maintain strong community connections while also examining and making recommendations concerning the future of Bemidji State University as a residential, comprehensive, state university in an ever-changing higher education environment. Project stage Our institution is studying the results in this areaOur institution is studying the results in this area Campus Strategic Alignment template Page 15 2. From Academic Master Plan: Tribal consortium, NW consortium, Greater Bemidji, Bemidji LEADS, Bemidji Roadmap, Watermark Art Center, International partnership universities, AASCU/CEAIE, MI2, HTEC; Articulations signed in Anoka Ramsey CC - Business; Northland CC – Nursing. 3. MI2 Specifically: The goal of this project is to Prepare this region to support sustainability and growth of companies through a "Private led, Private Driven" approach through creation of new training products in Mechatronics - advanced manufacturing skills. Working partnership with NTC, manufacturing firms and the Idea Circle. 4. NTC Master Academic Plan, Goal 5, Strategy A: i) Align initiatives with Greater Bemidji “Minnesota Innovation Institute” (MI2) to enhance learning opportunities for the manufacturing sector; ii) Expand “industry led, industry driven” philosophy to construction/trades and other academic disciplines at NTC; iii) Explore opportunity of moving workforce development partners on-site to increase utilization of space and improve service to prospective students. 5. NTC Master Academic Plan, Goal 5, Strategy B: i) Provide students with the opportunity to participate in service learning/community engagement experiences within and/or outside of the classroom; ii) Collaborate with BSU on development of Center for Community Partnership; iii) Establish NTC presence at Greater Bemidji (Mayflower) office building. 6. NTC Master Academic Plan, Goal 5, Strategy C: i) Increase opportunities for NTC students to participate in internships and practicum experiences; ii) Look to employers to provide a continuum of workplace learning opportunities through apprenticeships, internships and service learning opportunities. Please indicate other initiatives that your college/university is advancing within this recommendation? Provide a brief summary. Campus Strategic Alignment template Page 16 Charting the Future Recommendation #6 Redesign our financial and administrative models to reward collaboration, drive efficiencies, and strengthen our ability to provide access to an extraordinary education for all Minnesotans CTF team initiative Name of project and brief description Insight and impact based on experience so far 1. Identified in BSU’s risk management matrix addressing the risk: Protect and grow key revenue streams a. Ensure residence hall facilities are modern and enticing to students and thus stabilizing and growing institutional revenue b. Develop a rigorous and useful three year baccalaureate? (not simply a four year degree stuffed into a three year pattern) c. Develop a more focused, perhaps leaner, student life/residential life program (with enriched, goal-oriented and powerfully interactive learning strategies with faculty) d. Enhance customer-specific opportunities for training/education. 2. NTC Master Academic Plan, Goal 3, Strategy G: i) Work collaboratively with Institutional Research office, Optivation (custom training/ continuing education) and BSU Center for Extended Learning to hire fulltime grant writer to help facilitate development of grant writing office to be shared between BSU/NTC; ii) Seek state and federal funding to improve both equipment and facilities at NTC to increase enrollment. Encourage entrepreneurial opportunities for our colleges and universities to independently and collaboratively develop new resource streams and serve more students Establish common principles to guide the adoption of organizational processes Improve existing organizational processes to increase efficiency and provide NA Project stage Our institution is studying the results in this areaOur institution is studying the results in this area Choose an item. 1. Strategy C, Goal 8: Encourage faculty and staff to take an active role in reaching out to students through student campus organizations such as student senate and mentor them to increase the level of student Our institution is in the process of implementing changes in this areaOur institution is in the process of Campus Strategic Alignment template Page 17 better experiences for students, faculty, and staff engagement as it relates to university activities, committees and decision-making processes. 2. Strategy C, Goal 9: Identify and implement personalized educational plans and retention strategies that address the unique needs of a diversity of learners such as age, culture, geography, social, economic and learning challenges. a. Create a campus environment which identifies and incorporates soft skill development strategies for students, faculty and staff with topics such as social and interpersonal communication. b. Develop and disseminate a master 4-year campus course schedule. c. Create and install uniform faculty/staff photo directories for every department/office on campus and on the university web site. 3. Strategy C, Goal 7: Establish a Center for Creativity & Innovation (perhaps combination of virtual and physical) to foster the proposal of solutions which address barriers to innovation and also champion new campus initiatives in areas such as curriculum development, course delivery, organizational structure, collaboration, accessibility of students, etc. 4. NTC Master Academic Plan, Goal 3, Strategy E: i) Encourage departments to seek regional and national professional accreditation of program offerings and where possible, align curriculum with industrydefined and federally-endorsed national standards national certifications and standards. Ex. Manufacturing Skills Standards Council (MSSC); iii) Improve student ability to demonstrate technical and occupational skills by becoming an authorized National Occupational Competency Testing Institute (NOCTI) testing center; iv) Establish Pearson Testing Center at NTC to better serve students completing licensing and certification exams. implementing changes in this area Please indicate other initiatives that your college/university is advancing within this recommendation? Provide a brief summary. Campus Strategic Alignment template Page 18 Adult Learning Network Proposal i 1. Current Context 2. Existing Models 3. Proposed Collaboration 4. Operational Model (“Network”) 5. Benefits 6. Business Approach 7. Change Implications 8. Proposal Proposal developed by ALN Team designated by the Management Council: • Bob DeFries, ATCC • Brian Huschle, NCTC • Mary Fontes, NCTC • Bob Griggs, BSU and NTC • Lynn Johnson, BSU • Carla Johanson, Distance Minnesota • Teresa Theisen, Distance Minnesota