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Aligning Priorities and Actions

As your team engages in this planning activity, please consider how each might align with your organizational goals and drag them into the appropriate columns to indicate potential timing (short, medium, long-term).

To fully capture your institution’s unique transformation pathway:

1. Add Other Activities/Priorities
Click the "+" sign in the lower-right corner to include additional activities your team believes are important to organizational success. These may be initiatives already underway or newly emerging priorities that should be integrated.

2. Provide Supporting Context for Each Activity
Using a Padlet or other visual collaboration tool, discuss the implications of the proposed scenario. The Board will walk through each of the 3-4 scenarios individually with the following framework:

1. Timing
(e.g., data availability, education terms, workforce reporting schedules)

2. Critical Considerations
(e.g., need for cross-state collaboration, reliance on federal data sets, cost, are there workarounds for changes in data availability?)

3. Priorities for Focus/Action
(e.g., builds on something we already do, creates a new product, needs additional communication)

4. Outcomes/Measures

5. Potential Participants
(e.g., specific names or roles – “state SHEEO”, “Census contact”)

6. Does the current mission, vision, and organizational structure support how PSEOC leadership wants to move forward?

Questions to consider in the analysis and board discussions

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Scenario 1 -- There is disruption in the ability to obtain data and matching on the PSEO data set (Census staff leave, Census staff pulled from project, Federal data seen as too unreliable, state workforce offices don't sign the MOUs or quit sharing data).

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Scenario 1 -- There is disruption in the ability to obtain data and matching on the PSEO data set (Census staff leave, Census staff pulled from project, Federal data seen as too unreliable, state workforce offices don't sign the MOUs or quit sharing data).

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1. Critical Considerations

1. What if these data are misused or weaponized in some way?

1. What if participating institutions are targeted in some way?

2. Census staff are dismissed, moved, or leave

3. Census staff members are pulled off the project or unable to do the work

4. Federal data becomes unreliable

5. State workforce offices do not sign the MOUs or agree to share data

6. Census staff leave for another opportunity--we may not have asked Barbara for assurances if Andrew leaves--this is likely/potential.

7. Andrew/Cody may be promoted--again, this could disrupt data streams. Are there staff in the pipeline? How do we ensure sustainability and continuity.

8. Who might we have a conversation--does the PSEO have enough visibility to be cut? How might we even begin such a conversation--would it be worth drawing attention.

9. Access to Andrew and his team are less accessible.

1. Priorities for Focus/Action

1. Investigate sustainability/staffing for the project.

2. What if the Federal support wanes?

3. What if State leave the work?

1. New agreement checking--can we ask about the duration of new agreements?

2. Invite Andrew and Barbara to a candid meeting with the Board to clarify the current situation--focus on strategic planning and succession planning.

3. Have a similar planning/succession discussion with Gina and David-others?

4. Review Data sharing agreements/agreements with states for protections for institutions/PSEO.

1. Risk planning--

5. Not necessarily the top or most imminent priority, but should we contemplate alternative platforms for hosting the PSEO data set going forward as the ultimate contingency plan? Coleridge/MSDC has the architecture and some of the requisite relationships already. Could engage other entities for funding or support like, e.g., National Governors Association, Bipartisan Policy Center, or some other set of entities that both blue and red states could trust.

1. Find alternative hosting options.

2. Consider a planning group for this potential eventuality--Grant money to find 3rd party to assist.

6. LEHD-what might we do if state-level partners stop submitting data?

1. Talk to them about the importance of LEHD data.

2. The IRS data may support the data-set--we need to see how this rolls out--pull current dates for milestones for reporting.

7. Toolkits and resources for how to convey the benefits for how to use the PSEO tool.

1. Committees may be able to help, or Annika?

2. Gina, having a director, will help on this front.

3. How do you get to know your workforce director best practices?

4. Collect resources from collaboarators.

2. Outcomes/Measures--we can add these after the fact based on the notes above.

3. Potential Participants
(e.g., specific names or roles – “state SHEEO”, “Census contact”)

1. See above.

1. Does the current mission, vision, and organizational structure support how PSEOC leadership wants to move forward?

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Scenario 2 -- PSEOC structure is insufficient to support the work (Leaders leave, funding sources change, structure not seen as trustworthy, structure is/is not dependent on a single leader).

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Scenario 2 -- PSEOC structure is insufficient to support the work (Leaders leave, funding sources change, structure not seen as trustworthy, structure is/is not dependent on a single leader).

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1. Critical Considerations

1. David does a lot for the coalition, serves as a connector-what if he, or other key players leave the commission. How might the Coalition build/sustain relationships beyond individuals? The board is confident in the relationship with the Foundation and David's stewardship/leadership.

2. Board-the fiscal structure should be revisited at some point--perhaps on a regular cadence. If David leaves, they would need to address this immediately.

1. Funding/Fiscal Agent: The Texas Higher Ed Foundation relationship--we would need to understand what, if any transition, is needed. How might we consider and discuss planning? If he plans departure, we need to start a conversation.

2. 501(c)(3): The current state is not conducive to this change. A funder asked PSEO to consider it, but they are not currently prepared to do so.

1. Some funder were interested in offering a fee for service to sustain PSEO--but it's not needed at this time.

1. Gina is on a contract basis, others are on a contract basis--what is the tipping point (financial, other?) related to potential staffing.

1. Gina's position, and the current staff, provide continuity that did not exist in the past.

1. Priorities for Focus/Action

1. For Gina--as an annual Board meeting agenda item--Review the funding structure, succession plan, on a regular basis.

1. Perhaps part of a larger conversation about do we have the people and fiscal support to move forward? Perhaps an annual discussion? Do we have the tools and people we need? Compare goals to resources.

2. Outcomes/Measures

3. Potential Participants

4. Does the current mission, vision, and organizational structure support how PSEOC leadership wants to move forward?

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Scenario 3 -- PSEOC continues to function as an open, engaged, highly collaborative, trustworthy professional space across political and state spectrums (growing membership to 50+, meeting configurations allow for engagement, stakeholders can meet their state requirements with data).

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Scenario 3 -- PSEOC continues to function as an open, engaged, highly collaborative, trustworthy professional space across political and state spectrums (growing membership to 50+, meeting configurations allow for engagement, stakeholders can meet their state requirements with data).

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1. Critical Considerations

1. The Convening are critical to maintaining the feeling of community/being a part of something. This is a critical part of the engagement.

2. How might we have community norm agreements--regular reminders?

3. The value, and what makes the Coalition is the --Commitment to value of postsecondary ed.

1. The action, invite the Board to set a tone, look to the vision statement-share it regularly. We might be able to do more with these pieces.

2. Acknowledge difference--avoid assumptions and stay aligned under one goal/mission.

3. Comfort in discomfort and disagreement

4. Develop discussion protocols that promote/productive/generative discussion across a wider audience group--what is the value proposition for the different individuals and groups represented?

1. Priorities for Focus/Action

1. Develop-community norms or agreements--regular reminders?

2. Consider-Develop discussion protocols that promote/productive/generative discussion.

3. Data literacy--may need consideration, given that there are more diverse stakeholders in the Coalition.

4. Revisit materials-update, supplement, resources?

1. Should the coalition produce some official materials to that effect? Some sort of handbook, or a list of research/policy questions that states have answered with it ...

5. Groupings for constituents: Policy, data, researchers, institutional operations/systems--think about this as a Venn diagram?

1. Prepping speakers about the audience.

2. Conference tracks?

3. We should be careful about siloing/separating. We might be able to acknowledge differences--make sure that diverse stakeholder hear one another.

4. Revisit what materials we have--consider ways to communicate "what this is" for a wider audience.

5. Better onboarding--when they sign an MOU, do they know they are getting into a coalition? How can this be made more transparent--are we doing a good job explaining the opportunity?

1. Develop a way to know--how well are communicating the opportunity and within the Coalition.

2. Technical assistance related to data opportunities and limitations. The Value proposition.

3. Gina meets with new people--others might. They plan to develop an engagement roadmap. This might include orientation, buddy system, etc. TBD.

6. How might the Coalition develop value proposition, mission, utility for different groups, --outreach/storytelling plan for potential partners, supporter, partners. Showing how we've used it and how it might be used.

7. How might we answer parents, prospective students, legislators, using the tools-- and make sure we tell the larger story of post-grad success? Highlight "what we do well" that others are not doing.

8. Opportunity-connect this work to help support state-level reporting that is, or may be, required.

1. Outcomes/Measures

1. Handbook

2. FAQ

3. Materials for onboarding

4. Survey: how are the accessing Coalition, what do they need, etc?

5. Consider comms plan for different audiences to build value.

6. Engagement Roadmap-Gina can lead this

1. Potential Participants

2. Does the current mission, vision, and organizational structure support how PSEOC leadership wants to move forward?

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Immediate Actions to Accelerate Improvement

As we pursue organizational change, what immediate actions could be taken to build momentum?

1. Potentially connect with Barbara to discuss project sustainability.

2. Review Data sharing agreements/agreements with states for protections for institutions/PSEO.

1. Risk planning--

3. Start a list of ways that the data are providing value, impact to participants.

4. Planned Engagement--things underway.

1. Onboarding Strategy

2. Member Survey

5. Monitor meeting attendance

1. Monitor who is actively engaging in the meetings?

2. Study/analyze these engagement metrics.

3. Annika mentioned that they are tracking some of these data in the engagement plan--these data can be analyzed to make sure we have a "well-rounded" engagement.

6. Consider new meeting protocols

1. State-Speed dating :)

2.  Consider-establishing some working groups or committees around common topics? Easier to engage with a smaller entity than the coalition as a whole?

What might we do now—right where we are—to help move outcomes?