NHED Strategic Planning
Update - May 2017
Earlier this semester, a stakeholder survey was administered across NHED to get input from faculty, staff, students, administration, and other partners on what role the NHED organizational structure should have in its relationship with the colleges. The NHED mission statement has been in its original form since 1999:
The NHED will provide quality higher education to the communities throughout northeastern Minnesota by developing a regional structure that will preserve college autonomy, but will also align programs and services to better prepare residents for learning, employment, citizenship, and life.
We had about 200 respondents to the survey and top three roles identified for NHED were:
- Advocates for the colleges to Minnesota State Colleges and Universities
- Advocates to the colleges to the legislature
- Seeks strategies to ensure sustainability
The complete results of the survey can be read here.
The strategic planning group met on March 28 to review the survey results, and again on April 27 to discuss how the results should be incorporated into a revised mission statement. The group came up with an initial draft of a new mission statement:
On behalf of its five member colleges, NHED advocates to the state legislature, Minnesota State system, and other stakeholders to ensure sustainability and growth. This regional structure provides the framework for collaboration to increase student access and success.
Work will continue next fall seeking input and feedback on the NHED mission statement and the NHED 2017-2020 Strategic Action Plan through shared governance meetings and other avenues.
NHED Marketing Committee
Advancement Strategies for NHED Colleges
Final Quarterly Report 2015-2016, June 2016
Charting the Future
Update Fall 2016
The Charting the Future (CTF) system work plan has been finalized and includes many initiatives for us to work towards as individual colleges or collectively as five colleges. There is also series of CTF workgroup recommendations that have been finalized. Recommendations in the following areas have been compiled along with questions for colleges to consider:
Locally, we will be responsible for the following initiatives:
Transfer Pathways – Prepare for implementation of the four new pathways (Business, Theatre, Psychology, and Biology) and plan to scale up for additional pathways.
1.2.2 Technology Infrastructure – Interpret college results of the ECAR (EDUCASE Center for Analysis and Research) and complete ECAR Core Data Services Survey.
1.3.1 Diversity and Inclusion Plans – Implement your campus diversity and inclusion plan.
Recruitment and Retention of Faculty and Staff – Implement best practices in recruitment and retention of diverse faculty and staff. Incorporate new search advisory committee online training and handbook into existing hiring
1.3.1 Comprehensive Workplace Solutions – Work towards implementation of an enterprise-wide model. Dr. Trent Janezich, Executive Director of Advanced Minnesota, will be working half-time for the system office on this project through the remainder of this year.
3.1.1 Scholarship Campaign – Launch new scholarship campaign on June 30, 2016 with stretch goals for the scholarship fundraising.
Financial Literacy – Inventory campus financial literacy education strategies. Evaluate the strategies and continue them along with potentially deploying new strategies.
Please share any comments with me at firstname.lastname@example.org.
Update Spring 2016
Update Fall 2015
The Charting the Future Work Plan for this year has been approved after being presented to the Board of Trustees at its September Leadership Council retreat. The initiatives for which we will be responsible this academic year center around:
- Strengthening advising
- Completing a college diversity plan
- Evaluating the availability of online resources for students
- Assessing campus technology
- Establishing goals for a statewide scholarship campaign
- Continuing to deploy financial literacy programs for students and their families
There will be conversations held at each college related to these initiatives and district planning later this semester. A draft of a communication structure for planning includes activities at each of the colleges as well as at the district level. We will be responsible for outcomes and will need to determine the most productive methods to approach this work.
Education Innovation Partners - March, 2013
Northeastern Minnesota has a proud tradition of investing in education to prepare children for a successful future. Early immigrants in the late 1800s and early 1900s sacrificed to invest in education so their children could take advantage of opportunities to make a better life in the 20thCentury.
Building upon the strong foundation of the Applied Learning Institute, 17 school districts, the Northeast Higher Education District and its five community college campuses formed Education Innovation Partners in 2011.
NHED 2010-2015 Strategic Plan
The NHED Strategic Action Plan was developed by a committee representing a broad spectrum of constituents from each of the five colleges and their communities. The Office of the President thanks you for your thoughtful assistance and input in developing this final version of the plan.
NHED 2015-2020 Strategic Action Planning Team Documents
NHED Institutional Profile
NHED Plan for Shared Business Services
Northeast Higher Education District (NHED) Diversity Plan 2010 - 2012
IT Shared Services
NHED President Sue Collins, in conjunction with MnSCU CIO and Vice Chancellor Ken Niemi, asked Insight Solutions Group, Inc. to conduct a high-level inventory and assessment of the District’s information technology (IT) assets. Insight made a number of recommendations including infrastructure centralization, combined purchasing, collaborative support, and standardization of hardware, software, and services.
Jim Dillemuth, System Director of the ITS Portfolio Management Office, was asked to serve as the MnSCU lead because of his prior work and familiarity with the colleges in the District. The district CIOs were then tasked with creating this workplan describing how these recommendations will be delivered, when they will be delivered, and the costs and benefits associated with each recommendation.
The CIOs identified ten recommendations. The workplan is divided into these ten sections, plus a Gantt chart giving a high-level schedule of activities.
The workplan is available below in pdf format.
Please Send your feedback and comments to: email@example.com
Applied Learning Institute (ALI)
Applied Learning Institute (ALI) was formed in 2006 to enhance the curriculum in northeast Minnesota by providing experiential learning that combines hands-on training and technology. ALI's goal is to prepare students to be highly trained, knowledgeable workers who are equipped with the technical and problem-solving skills needed by employers everywhere.
ALI is a partnership connecting 16 northeastern Minnesota school districts, five colleges of the Northeast Higher Education District (NHED), Iron Range Resources (IRR), Range Association of Municipalities and Schools (RAMS), and Minnesota Center for Engineering and Manufacturing Excellence (MNCEME). ALI currently offers courses in seven area: Industrial Technology, Construction Trades (carpentry), Healthcare, Pre-engineering, Advanced Automotive, Business and Entrepreneurship and Natural Resources.
ALI is funded through a Minnesota legislative appropriation to NHED, funds from Iron Range Resources, and membership dues from partner institutions. More information is available at www.alimn.org.
TRiO Student Support Services
The Northeast Higher Education District TRIO Student Support Services (SSS) grant is 100% funded by the U. S. Department of Education and the current five-year grant cycle 09/01/2011-08/31/2016 funding level is $5,476,451. The grant has served 1,000 students across the District’s five colleges each academic year since 1989. TRIO SSS is an integral component on each campus of the District, and by collaborating together, foster a campus climate supportive of student success and academic achievement.
The legislative intent of TRIO SSS is to increase the college retention and graduation rates of its participants and help students make the transition from one level of higher education to the next to complete and earn a Bachelor’s Degree. Required services at our community colleges include academic advising, tutoring, financial literacy education, Federal financial aid information and application assistance, and assistance in applying for admission and obtaining financial aid at 4-year institutions.
Further information can be obtained by contacting: firstname.lastname@example.org .
Northeast Entrepreneur Fund
The mission of the Campus Entrepreneurship Initiative (CEI) is to create an entrepreneur culture on the campuses of the Northeast Higher Education District community and technical colleges by providing education and resources to foster innovation and inspire the spirit of entrepreneurship in our communities.
Through a partnership with the Northeast Entrepreneur Fund (www.entrepreneurfund.org), a campus entrepreneurship coordinator is working with each campus to develop a committee (or "E-team") comprised of faculty, staff, students and community leaders. Each campus E'team is responsible for identifying areas where entrepreneurship education can inspire students, developing new events and activities that help to increase awareness and knowledge about entrepreneurship, and instilling entrepreneurship education into existing programs.
The Campus Entrepreneurship Initiative will include community and business links, certificate programs and curriculum choices, events and activities, student-led entrepreneur clubs and alliances with K-12.