Minnesota State Colleges and Universities
Financial and Demographic Data
House Higher Education Finance and Policy Committee
February 13, 2013
Table of Contents
System Overview____
Locations / map
Student demographics
Governance
Tab 1
Legal Obligation
Tab 2
State Funding and Enrollment Trends
Tab 3
3.1 Table - Unduplicated Credit and Non-Credit Headcount
Enrollment, FY2006-FY2012
3.2 Table - Student FYE Enrollment, FY2006-FY2012
Reduction and Reallocations
Tab 4
4.1 Table - Closed, New and Active Instructional Programs
4.2 Table - Summary of Closed Programs
4.3 Table - Reallocation by Institution, FY2006-FY2012
Faculty and Students
5.1 Table - Student to Faculty and Student to Staff
Tab 5
7.3 Table - College/University Allocation Framework, FY2013
7.4 Table - Instructional Component of the Allocation
Framework
Budgeting
Tab 8
8.1 Table - Revenue, Expenses, Net Assets, FY2006-FY2012
8.2 Table - Expenses by Institution, FY2006-FY2012
Tuition Trends
Tab 9
9.1a Table - Annual Resident Tuition Rates, FY2006-FY2009
9.1b Table - Annual Resident Tuition Rates, FY2010-FY2012
9.2 Table - Program and Course Tuition by Year, FY2006-FY2012
Students Fees
Tab 10
10.1 Table - Board Approved Fee Amounts
10.2 Table - Fee Rates by Institution, FY2012-FY2006
10.3 Table - Revenue Fund Fees, FY2012-FY2006
10.4 Exhibit - Board Policy 5.11, Tuition and Fees
10.5 Exhibit - Board Procedure 5.11.1, Tuition and Fees
10.6 Exhibit - Board Policy 2.3, Student Involvement in Decision Making
10.7 Table - Summary of Consultation Letters, FY2013
Administrative Costs
Tab 6
6.1 Table - Administrator FTE by Institution
6.2 Table - College/University Administrator Earnings
6.3 Table - System Office Administrator Earnings
6.4 Table - College/University Performance Pay for Administrators
with Employment Contract
6.5 Table - System Office Performance Pay for Administrators with
Employment Contract
6.6 Table - System Office and College/University Institutional Support
Expenses
6.7 Table - Size of System Office Pre-Merger (pending)
Student Debt
Tab 11
11.1 Table - Median Student Loan Debt for All Graduates, FY2006-FY2012
Allocation of State Support
7.1 Table - Allocation Framework
7.2 Table - Percent Share of Allocation Framework
Capital Projects
13.1 Table - Debt Service by Institution, FY2006-FY2012
Tab 7
Reserves and Carry Forwards
Tab 12
12.1 Table - Composite Financial Index by Institution
12.2 Table - MnSCU and State of Minnesota Reserves
12.3 Exhibit - Designation of Unexpended Funds
12.4 Table - Unrestricted Net Assets by Institution, FY2006-FY2012
12.5 Table - Reserve Balances, FY2006-FY2012
12.6 Table - Weeks of Payroll Supported by Reserves, FY2012
12.7 Exhibit - Board Policy 5.10, General Operating Fund Reserve
Tab 13
Minnesota State Colleges and Universities
System Overview
Minnesota State Colleges and Universities (MnSCU) is
comprised of 7 state universities and 24 technical and
community colleges, serving 47 communities across the
state (figure 1).
MnSCU serves the majority of Minnesota’s higher
education students – more than 430,000. We provide
accessible, affordable, quality education to anyone with a
high school diploma or GED.
MnSCU serves students from all walks of life, from those
still in high school to adult learners and working
professionals looking to retool or update their skills.
Minnesota State Colleges and Universities serve 58% of
Minnesota’s undergraduate students (figure 2). 88% of
MnSCU students are Minnesota residents, 81% of
graduates get jobs in their field, and 80% stay to work in
Minnesota.
MnSCU confers nearly 42,000 post-secondary credentials
each year – 12,000 certificates and diplomas, 16,500
associate degrees, 11,000 baccalaureate degrees and
2,200 graduate certificates and degrees.
MnSCU serves more students of color than any other
higher education provider in Minnesota – nearly 60,000
in 2012 – and the highest number of low income
students (38% of students are Pell-eligible).
1 of 2
Figure 1
Minnesota State Colleges and Universities
System Overview – continued
Undergraduate Students in Minnesota
MnSCU served 82% of all Post Secondary
Enrollment Option (PSEO) students in the state –
26,636 in 2012.
For-profit
Schools
12.9%
MnSCU is dedicated to Minnesota’s veterans and
their families, serving over 10,600 veterans this
year, a 57% increase over the past four years.
Veteran friendly policies and support services
exist at every college and university; MnSCU
institutions award credit for prior military training
and experience and assists veterans with
transitioning to civilian life.
Private Colleges
& Universities
14.4%
University
of Minnesota
14.7%
Minnesota
State Colleges
and Universities
58.0%
MnSCU provides the workforce that is the engine
of Minnesota’s prosperity (figure 3).
Figure 2
MnSCU colleges and universities deliver 16,000
customized training, occupational and
professional classes to businesses and employers
throughout the state, ensuring more than
120,000 workers each year stay at the leading
edge of their professions.
Training Minnesota
•
•
•
•
•
•
•
•
MnSCU has also exponentially grown eeducation, serving 107,100 students with over
470 programs and 16,400 blended and online
course selections in the 2011-12 academic year.
36% of new business graduates
49% of new teachers
79% of new construction trades
80% of STEM certificates, diplomas and AA degrees
81% of new nurses
84% of new law enforcement graduates
92% of new mechanics
17,000 fire fighters and first responders, annually
Figure 3
2 of 2
Minnesota State Colleges and Universities
Governance
The MnSCU system is governed by a 15-member Board
of Trustees that are appointed by the Governor and
confirmed by the senate. The Board consists of:



At least one member residing in each
congressional district.
One member representing labor.
Three students.
All trustees are appointed for six-year terms except
students who serve two-year terms.
The Board holds the chancellor and other system
leaders accountable for results by performing many
strategic functions including:






Setting policy and conducting system and
academic planning.
Overseeing fiscal management, admissions
requirements, tuition and fees, and rules and
regulations.
Appointing campus and system leadership.
Approving all major decisions.
Auditing financials and tracking compliance.
Engaging in an ongoing dialog with the chancellor
about his performance and progress on his
workplan.
Front row: Cheryl Dickson, Chair Clarence Hightower,
Chancellor Steven Rosenstone, Maria Peluso.
Second row: Ann Anaya, Vice Chair Thomas Renier, Philip
Krinkie, Margaret Anderson Kelliher, Louise Sundin, Alfredo
Oliviera.
Back row: David Paskach, Duane Benson, Treasurer Michael
Vekich, Brett Anderson, Dawn Erlandson.
Not pictured: Alexander Cirillo.
Minnesota State Colleges and Universities
Governance - continued
Minnesota State Colleges and Universities
State Funding and Enrollment Trends
Figure 1 shows state support per FYE MnSCU student
has declined by nearly 45% since FY2000. In FY2012,
MnSCU educated 66,247 more students (+18%) (figure
2) and produced 16,054 more graduates (+62%) than in
FY2000.
$5,000
$4,500
$4,000
Headcount
400,000
390,000
380,000
370,000
360,000
350,000
340,000
389,545
381,459
372,880
373,831
369,374 368,791
365,095
Figure 2
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
$2,675
MN higher education cuts are deeper than national average
$10,000
State Appropriation Per FYE
(Constant $)
410,000
Figure 1
FY00 FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12
431,342
420,918
$2,938
$2,500
433,554
423,190
$3,121
$3,000
MnSCU Enrollment Growth 18%+
420,000
$3,823
$3,809
$3,756
$3,698
$3,683
$3,556
$3,500
Minnesota’s reduction is among the nation’s deepest –
in 1999, Minnesota’s higher education appropriation
per student was 24% higher than the national average;
now it is 17% below.
430,000
$4,811
$4,742
$4,562
$4,181
Minnesota’s total inflation adjusted higher education
state appropriation per student has declined 48% from
FY 1999, (figure 3, red line) compared to an average
decline of 23% for the nation (blue line).
440,000
State support per MnSCU FYE student is down nearly 45%
$10,089
$8,961
$9,000
$8,148
$8,316
$8,000
$7,364
$7,398
$7,000
$6,000
$5,000
$7,016
$6,875
$6,532
$7,098
$6,382
Figure 3
$6,497
$6,663
-
$6,290
-23%
$6,088
$5,221
-48%
1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
MN
US
Minnesota State Colleges and Universities
Reductions and Reallocations
A total of 964 programs have been eliminated
since 2006. Budget cuts impacting 2009, 2010 and
2011 hit particularly hard.
The impact of the Great Recession, most acutely
felt from FY2008 – FY2012, presented a $325
million dollar challenge: A $120 million cut in
state support, $94 million in inflation and the
need for $111 million in new investments
necessary to increase student success and meet
the needs of Minnesota businesses, industry
sectors and local communities (figure 2).
Number of Closed Programs Systemwide by Fiscal Year
2006
2007
2008
2009
2010
2011
2012
Total
116
123
84
131
187
234
89
964
Figure 1
FY2008-FY2012 Challenge & Solution
Challenge
This challenge was addressed through $187
million in budget cuts, reallocations and
efficiencies, which accounted for 58% of the
solution. Tuition rate increases averaging $155 a
year for full-time college students and $261 a year
for full-time university students comprised the
remainder of the solution.
$111 (34%)
(37%)
Solution
$120
$138
$187
(58%)
(29%)
(42%)
$94
$325 million
Decline in State Support
Operating Inflation
Investments
$325 million
Tution Rate Revenue Increase
Budget Cuts, Reallocations, Efficiency
Figure 2
1 of 2
Minnesota State Colleges and Universities
Reductions and Reallocations - continued
Program closures and changes are an on-going process at MnSCU
colleges and universities. These adjustments serve to maintain
alignment between the programs being offered, student demand,
and the needs of business, industry, and communities. Annual
reallocations are made so that investment in higher-priority areas
can increase, and expenses associated with lower priority areas
are cut.
Reallocation (cuts) trends
$60.0
$53.7
$45.0
$36.1
$40.0
$21.0 $22.7 $22.9
$27.1
$20.0
$0.0
As shown in Figure 3, this process typically results in $20 - $30
million in reallocations per year. However, reallocations for the
last three years have been substantially higher to meet the cuts in
state support.
10.0
FY08
FY09
Figure 3
FY10
FY12
Net Adjustments =
-$33.7 million
Cuts:
$53.7 million
Faculty positions
Facilities
Admin/Staff Positions
Equipment
Program start-up
Student Services
Other
Other
Repair/Replacement
Equipment
Student Services
Program suspension
-15.0
General Operating Budget
-5.0
Admin/Staff Positions
0.0
-20.0
The net of these reallocations was a $33.7 million reduction,
which was needed to adjust for the state’s budget cuts.
FY11
5.0
-10.0
The cuts to lower priority areas were partially offset by $20 million
in new investments in high demand, high priority areas.
FY07
Example of program adjustments (FY2012)
Faculty positions
Figure 4 illustrates the reallocations for FY2012. Of the $53.7
million in cuts to lower priority areas, faculty positions,
admin/staff positions and general operations were impacted the
most.

151 layoffs (FTE)

276 vacancies eliminated (FTE)
FY06
Investments:
$20.0 million
-25.0
2 of 2
-30.0
Figure 4
Minnesota State Colleges and Universities
Faculty and Students
Faculty have not had an increase in salary in four years.
MnSCU faculty are doing substantially more while
inflation has steadily eroded their income.
Faculty productivity up 12.4%
648
650
644
622
625
623
611
605
600
612
595
596
585
575
604
573
550
00
01
02
03
04
05
06
07
08
09
10
11
Credit hours per Instructional Faculty
Figure 1 shows a 12.4% increase in productivity in terms
of credit hours taught per faculty member. The increase in
faculty productivity has been a key factor in MnSCU’s
improved efficiency.
Figure 1
Minnesota State Colleges and Universities
Declining Administrative Costs
System-wide institutional support spending (president’s
office, business office, IT, HR, accounting, etc.) has
declined from a high of 12.4% in 2011 to 11.7% in 2012
(figure 2).
$43
Appropriation in Millions
The system office budget has declined 24% since 2009.
System office expenditures as a percentage of general
fund revenue have declined from 3.7% in 2002 to 2.2% in
2012 (Figure 1).
3.7%
$41
$39
$37
3.6%
39.4
36.7
$35
40.5
39.0
3.1%
37.8 3.1%
3.2%3.2%
38.8
3.8%
43.5
41.0
3.6%
3.4%
39.8
36.7
3.0%
2.9%
$33
2.6%
2.3%
$29
2.2%
$27
3.0%
33.1 2.8%
2.6%
$31
3.2%
2.4%
2.2%
Percent of General Revenue
The inflation adjusted cost of educating a MnSCU
student has declined since 2002.
Reduction in the size of the system office
$45
2.0%
$25
FY FY FY FY FY FY FY FY FY FY FY
2002 2003 2004 20052006 20072008 20092010 2011 2012
Overall administrative spending per student at MnSCU
ranks 37th out of 50 comparable state systems in the U.S.
Figure 1
Administration as a Percent of
Total Expenses
System-wide Administrative Efficiency
13.0%
12.4%
12.0%
12.3%
12.1%
11.9%
11.7%
11.0%
2008
2009
2010
2011
2012
Figure 2
1 of 2
Minnesota State Colleges and Universities
Declining Administrative Costs - continued
Increased enrollment and tuition adjustments
have not resulted in increased spending.
Operational improvements have enabled
continued access to students of all
backgrounds, as evidenced by growing
enrollment.
Total inflation adjusted spending (state
appropriation and tuition revenue) per FYE
student declined 12.5% between FY2002 and
FY2012 (figure 3).
Total expenditures per FYE student
$10,500
$10,313
$10,277
$10,249
$10,300
$10,100
$9,900
$9,967
$9,719
$9,700
$10,145
$10,052
$9,582
$9,599
$9,500
$9,325
$9,300
$9,009
$9,100
$8,900
FY2002 FY2003 FY2004 FY2005 FY2006 FY2007 FY2008 FY2009 FY2010 FY2011 FY2012
Over the period 2006-2012, the total number
of FTE employees increased by 952 (7%). Of
the total increase, 487 (51%) were faculty and
32 (3%) were administrators. The remaining
increase primarily reflects growth in IT
support and campus student services at our
colleges and universities.
Inflation Adjusted Expenses Per FYE
Figure 3
2 of 2
Minnesota State Colleges and Universities
Allocation of State Support
MnSCU allocates state appropriations among the
campuses using a formula that has been fully utilized
since 2006. The allocation formula was established
using a number of factors including enrollment, the cost
of delivering different types of academic programs and
national peer comparison data. The formula is
structured to reward cost-efficient instruction.



The use of a definitive formula ensures an
objective, effective and data-driven process.
The formula allocates state appropriations only
(all tuition stays on campus).
Campuses have total discretion in how to use the
allocated funding.
Allocation Process
Formula Allocation to Campuses 83% $450 M
Debt Service, Shared Services, 11%
Education/Workforce Initiatives, etc.
$58 M
Support for Campuses
From System Office
$33 M
6%
Figure 1
As shown in Figure 1, 83% of state appropriations are
distributed to campuses using the formula. 11% of the
funds are used for debt service, shared services (such as
external audit and attorney general services, etc.),
enterprise technology, education innovations,
workforce initiatives, etc. The remaining $33 million
funds the system office and its support of the colleges
and universities.
Minnesota State Colleges and Universities
Budgeting
College and university budgets vary from $183.8 million at
large universities to $4.3 million at small community and
technical colleges.
The annual and biennial budgeting processes engage
students, faculty, staff and other key stakeholders in
consultation.
At the campus level, consultation on tuition, fees, and
priorities is conducted with faculty, students, bargaining
units, and the community through meet and confer as well
as listening sessions.
The Board of Trustees reviews and approves the state funds
allocations, system-wide revenue and expense goals, and
final annual system, individual college and university, and
system office budgets and biennial budgets.
Development of the biennial legislative request involves
consultation with trustees, presidents, students, staff,
faculty, bargaining units, and other key constituents (figure
1). In addition, 55 workforce listening sessions throughout
the state were held this year in collaboration with DEED and
the Minnesota Chamber. Nine industry sectors were
covered (manufacturing, health care, IT, engineering, energy,
transportation, agriculture and food production, natural
resources and mining, and financial services). More than
1,540 participants and more than 700 business
representatives were engaged.
FY2014-FY2015 Biennial Legislative Request Development
June 2013
Initial framing conversation with college and university
presidents – context, principles, strategic issues, baseline
financial forecast. Presidents received feedback from
campus communities.
September 2013
Academic priorities and areas of investment emerged from
discussions with presidents, students, faculty and staff.
September – October 2013
Further consultation with all bargaining units and student
associations, presidents and trustees.
October 2013
Discussion with Board of Trustees.
November 2013
Final adoption by the Board and submission to the Executive
Branch.
Figure 1
Minnesota State Colleges and Universities
2012 higher education tuition and fees in Minnesota
Tuition Trends
The Board of Trustees is committed to tuition
discipline, and MnSCU remains Minnesota’s
highest value, most affordable higher education
option (Figure 1).
Over the past decade, lower state appropriations
have necessitated cost cutting and tuition
increases to maintain quality (Figure 2).
Despite our increased efficiency, cuts in state
support have shifted the costs of education from
the state to the students and their families.
Higher tuition to make up for the loss of state support
Cost of Education
In 2002, the state covered 2/3 of the cost of a
MnSCU education, and the student paid 1/3. By
2013, these ratios have nearly reversed, and
families have had to make up for what was once
clearly understood to be, and was funded as, a
critical public good.
Figure 1
1 of 2
Figure 2
Minnesota State Colleges and Universities
Tuition Trends – continued
Net cost steady as a percentage of median income
Tuition and fees as a percent of Minnesota’s
median income has remained steady since 2005
(Figure 3).
Differential tuition accounts for less than 6% of
total tuition revenue (Figure 4).
Differential tuition is used primarily for online
courses, programs that require the use of
expensive specialized equipment, and courses
requiring high faculty-to-student interaction.
Figure 3
Differential Tuition Accounts For a Small Percentage of Total Tuition Revenue
6.0%
5.3%
5.0%
4.8%
4.0%
3.0%
2.0%
2.6%
2.9%
3.3%
5.3%
3.8%
1.0%
0.0%
FY2006
FY2007
FY2008
FY2009
FY2010
FY2011
FY2012
Differential Tuition
Figure 4
2 of 2
Minnesota State Colleges and Universities
Student Fees
FY12 fees averaged $17.74 per credit or
$527 per full-time student annually.
In accordance with Minnesota statute,
the MnSCU Board of Trustees maintains
affordability of fees by setting maximum
limits and developing standard policies
for colleges and universities.
In addition to the mandatory fees for parking and student associations, and
optional fees for application, student life, athletics, health services, and
technology, there are personal property and service charges for things such as
ID cards, diplomas, special testing, library charges, and course-related travel
costs, as well as revenue fund fees for room and board, wellness centers,
facility rentals, lost keys, damages, and athletic equipment rental.
Fees have remained a constant
percentage of tuition since 2006 (Figure
1). Fees account for a small and slightly
declining share of standard student
costs.
Minnesota State Colleges and Universities
Fees as a Percent of Tuition and Fees
11.5%
10.5%
Percent Fees
There are no “system fees.”
Students are highly involved in fee
setting decisions through consultation
with campus leadership. Students have
decision-making authority for student
association membership fees.
10.6%
11.0%
10.0%
10.0%
9.5%
9.0%
9.7%
8.8%
8.2%
8.5%
10.5%
10.0%
8.4%
10.2%
10.2%
7.6%
7.5%
FY 2011
FY 2012
8.6%
7.9%
8.0%
7.5%
7.0%
FY 2006
FY 2007
FY 2008
FY 2009
Colleges
FY 2010
Universites
Typical package of fees for full time undergraduate students
Figure 1
Minnesota State Colleges and Universities
Student Debt
FY2012 Debt of MnSCU Graduates
Compared to their counterparts at other higher
education institutions in Minnesota:

More MnSCU students graduate with no debt

MnSCU students graduate with less debt
47% of MnSCU certificate or diploma recipients,
33.8% of MnSCU associate degree recipients and
27.5% of MnSCU baccalaureate degree recipients
have no debt (figure 1).
MnSCU %
with No Debt
MnSCU %
with Debt
Median Debt for
those with Debt
Median Debt for
all graduates
Certificates/
Diplomas
47.0%
53.0%
$10,554
$2,712
Associate
Degrees
33.8%
66.2%
$14,825
$8,536
Baccalaureate
Degrees
27.5%
72.5%
$25,128
$18,123
Figure 1
1 of 2
Minnesota State Colleges and Universities
Minnesota BA Degree Recipient Debt (2007-08, Latest
Comparable Data Available)
Student Debt - continued
Baccalaureate recipients from Minnesota’s public 4-year
universities have less debt than their counterparts
graduating from private, not-for-profit and private, forprofit intuitions (figure 2).
Figure 3 illustrates that the percent of MnSCU associate
degree recipients with loans is 31 percentage points
lower than the percent of private, for-profit associate
degree recipients with loans.
16
Median debt for MnSCU associate degree recipients with
debt is half of the debt load of private, for-profit
associate degree recipients.
Median debt for all private, for-profit associate degree
recipients is nearly three times the median for all
MnSCU associate degree recipients.
Figure 2
Minnesota AA Degree Recipient Debt (2007-08, Latest Comparable Data Available)
% with
loans
Median debt:
Grads with loans
Median debt:
All grads
MnSCU associate
degree recipients
68%
$11,000
$7,480
Private, for-profit
associate degree
recipients
99%
$22,000
$21,780
Figure 3
The analysis in figure 2 compares median debt loads for all graduates, which is the
standard adopted by the U.S. Department of Education.
2 of 2
Minnesota State Colleges and Universities
Reserves and Carry Forwards
System fund balances (or carry
forward) are a key component of
financial health of our colleges and
universities, and are monitored in
accordance with standard financial
management practices. Carry
forward funds are used to cover
encumbrances, long-term planning,
strategic innovations, building
depreciation and demolition,
contractual training, and
unpredictable drops in enrollment
and tuition revenue.
Campus reserves make up a portion
of fund balances. Reserve levels are
established in board policy for
educational institutions. They are set
at 5-7% of campus revenue. Colleges
and universities have reserves and
other balances for emergencies.
Reserves protect campuses from
unexpected events that could
otherwise result in a serious
disruption to campus activities and
potentially hundreds of sudden
layoffs.
The Higher Learning Commission’s accreditation standards require appropriate reserve
levels. Reserve levels affect revenue bond ratings by rating agencies and lower costs.
Reserves contribute to higher ratings and therefore lower debt service costs.
Current systemwide reserves are only sufficient to cover two payroll periods (28
days). Campus reserves vary from 1.5 to 2.7 payroll periods. Presidents control these
funds and decide when it is prudent to use them.
Minnesota State Colleges and Universities
FY2012 Year End Unexpended Funds
Enterprise
Fund, $82.5M
13%
Restricted
expendable, bond
covenants
$72.6M , 11%
Special Revenue
Fund, $22.0M 4%
Restricted
expendable,
other $72.3M,
11%
General Fund
Reserves
$109.3M 17%
Unrestricted General Fund,
$277.0M , 44%
Total: $635.7 Million
Figure 1
Minnesota State Colleges and Universities
Capital Projects
Campus debt service accounts for less than 1% of campus
general fund revenue and 2.8% of total campus expenses.
For every dollar of tuition, less than 2 cents goes to pay
capital debt service. A full-time student paid $23.43
annually for capital debt service in 2006 and $43.36 in
2012.
MnSCU capital projects supported approximately 17,000
construction jobs between 2006-12.
During the 2012 session, the legislature appropriated $132
million for college and university capital needs. All $20
million for HEAPER has been deployed by the campuses in
the form of 34 projects that employ Minnesotans working
for 180 local contractors and subcontractors. An additional
$112 million funded 21 major capital projects that address
workforce/skills gap needs of business and industry. All are
under contract with 250 local firms.
FY 2012 Approved Investments
$132 million total – rapid execution
• Essential repairs (HEAPR): $20 million
• 34 projects in 26 communities
• 180 contracts with A/Es, contractors, and subs
• 45% of funds encumbered as of Dec. 31, 2012
•
Goal: 100% by Sept. 30, 2013, 100% spent by Dec.
30, 2013
• Workforce/skills gap projects: $112 million
• All 21 major design and construction projects under
contract
• 250 contracts with A/Es, contractors and subs
Systemwide, there has been an increase in the efficiency
with which space is used. Space utilization (student credit
hour per square foot) has increased 18.7% over 10 years
(2001 – 2011).
Over the past two years, energy consumption has been
reduced by 9%.
Minnesota State Colleges and Universities