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Minnesota State Colleges and Universities: Board of Trustees
System-Level Accountability Scorecard
Assumptions: Strategy Alignment with External Environment

Demographics

[updated at the December 7, 2005 Board meeting]

Rationale: New Learners, 2010-2020 Skilled Workforce Shortage. What are the key workforce and career needs for the future for Minnesota?

In this session, a review of the factors affecting changes in the workforce will be presented. These include changing demographics, economics, globalization and technology. Key factors are:

  • the retirement of the Baby Boom generation
  • the growing diversity of the population
  • the impact of global trends including outsourcing
  • the needs required of the Knowledge Based society
  • the impact of technology on work and leisure

Key skill levels will be required of the workforce in the next decade. These will include demonstrated competencies in communication, interpersonal relationships, cross cultural respect and acceptance, computation and technological skills, and the capacity to be a life long learner.

The session will conclude with a review of the new planning tool, the college and university planning profile where we will focus on the most needed jobs an careers in the future of Minnesota.

Latest Update:

Background: Macro-environmental elements have an impact on the expectations of students and other stakeholders. Some of the considerations for analyzing the Demographics Environmental Indicator are as follows:

  • Population growth and geographic location.
  • Race, ethnicity, gender, age, education and income levels of the population.
  • Attitudes toward higher education.
  • Cultural preferences.
  • Leisure interests.
  • Entrepreneurial spirit.

The condition of each environmental indicator will be reassessed at least annually, following an analytical scan. The condition of an indicator may be changed more frequently, though, when warranted.

For more information contact: Linda Baer, Senior Vice Chancellor for Academic and Student Affairs.

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