Committed to Developing the MSC Network

MSC adopted a strategic framework in 2020. In 2022, MSC hired the first Statewide Executive Director, and took the opportunity to review and update the framework, which was approved by the MSC Executive Board in January 2023.

The strategic framework exists to assist the organization in working toward the following commitments of the MSC Network:

High Quality Programs/Services at an Affordable Cost: The MSC Network will be innovative, collaborative and focused on providing high quality programs and services that are affordable and meet the needs of stakeholders. This will be accomplished by leveraging and sharing resources across the network.
Student Success: The MSC Network will enhance student success by supporting programs and services that support state and local education objectives. This will be accomplished through student academic enrichment programming, school improvement support and professional development.
Capacity Building: The MSC Network will develop the capacity of the network by developing systems to coordinate state-wide delivery of programs/services; maximizing partnerships; and taking advantage of staff expertise and exemplary programs.

Strategic Objectives

Objective 1

Objective 1: Develop a stronger partnership with the Minnesota Department of Education (MDE) in providing services to school districts and charter schools across the state.

Initiatives and Actions

Ensure that MSC is well-positioned to implement and advance language in the Memorandum of Agreement with MDE and clearly identify MSC priorities for partnership and resources needed to implement solutions.
Strategize and align with MDE in deployment of statewide initiatives.
Provide a communication link between MDE and school districts and charter schools across Minnesota.
Collaborate with MDE, school districts and charter schools in a changing learning environment.
Articulate MSC’s unique role in the education ecosystem and represent and communicate the needs of all local school districts and students when planning strategies and services.

Responsible Party
Lead Executive Team (Cliff Carmody, Chad Coauette and John Schultz)
Committee should include at least one representative (if not both) of the State Leadership Team created under the MOA with MDE.

Objective 2

Objective 2: Conduct Legislative Advocacy on behalf of our members to help our communities, schools, and learners.

Initiatives and Actions

Work cohesively on state and federal legislative issues.
- Support a unified advocacy team of executive leadership and paid advocates that provides access to legislative leaders and focused advocacy at the state and federal levels.
Communicate periodic updates to the MSC Board of Directors, MSC Executive Leadership and regional Board of Directors.
Expand the MSC advocacy focus to develop and support collaborative efforts with statewide agencies including, but not limited to: MDE, MSBA, MASA, LMC and AMC, etc.
Work to ensure that the Minnesota Service Cooperatives are written into all positive “cooperative” legislation allowing for the broadest continuum and array of services for our members.
Specifically, continue work on past state legislative agenda efforts that:
- Continue the expansion of programming to support concurrent enrollment.
- Invest in facility needs for cooperative programming across Minnesota.
- Protect ability to provide valued health insurance solutions.
- Maximize CTE funding to support school districts and students across the state.
- Explore opportunities to provide mental health support to our members.
- Address the needs of all learners in Minnesota.

Responsible Party
Lead Executive Team (Bruce Jensen, Cliff Carmody and Jeremy Kovash)

Objective 3

Objective 3: Provide strong student academic programing through the Minnesota Service Cooperative network for ALL students.

Initiatives and Actions

Expand student academic offerings to include new programs and opportunities that benefit students.
Consider strategies to implement, support, promote and recruit for statewide programming, utilizing lead organizations when relevant and useful.
Provide funding for current MSC supported student academic programs (e.g. knowledge bowl, spelling bee).

Responsible Party
Lead Executive Team (Steve Sallee, Jeremy Kovash, John Schultz and Mark Schmitz)

Objective 4

Objective 4: Focus on the growth and sustainability of MSC; including branding, financial, program and operational growth/sustainability of the network. (MSC is made up of nine self-funded government entities)

Initiatives and Actions

Develop a process to clearly identify, define and grow strategic partnerships/business relationships/sponsorships that support the MSC network and our regional members.
Share best practices from individual service cooperatives that will benefit the whole. (Focus on opportunities to create operational and financial efficiencies.)
Advance the operations of the statewide organization:
- Review and strengthen statewide structure and processes (i.e. governance, budgeting, fiscal, contracts/agreements, decision making, etc.)
- Support the MSC Executive Director in the planning and execution of identified initiatives
- Leverage efficiencies and expertise across regions.
- Consider facilitating and funding select “job-alike” groups (i.e. – Ed Services, City/County, Student Academics, Human Resources, etc.)

Responsible Party
Lead Executive Team (Les Martisko, Chad Coauette and Paul Brinkman)