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
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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
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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.
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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