Strategic Framework and Budget Narrative
Alexandria Technical and Community College
Part I: Link to Strategic Framework
Access and Quality of Academic Programs
ATCC continues to grow its PSEO, Concurrent, and Online College in the High School courses with
regional and statewide high schools. PSEO enrollment has also increased as more high school students
are enrolling at the college. In addition, the college continues to have significant discussions with the
Alexandria ISD 206 planning team as the design for the new high school is being completed (scheduled
for opening fall of 2014).
ATCC continues to add sections of online courses to meet the needs of learners. Online enrollment has
grown every semester.
Faculty, from the ATCC Marketing program, and regional industries have created a real-world
opportunity for program students. Presented with an opportunity to complete a full-scale marketing
plan for an existing business / industry, students are responsible for the development and presentation
of a complete Marketing Plan portfolio.
Meeting Workforce and Community Needs
ATCC maintains active Advisory Committees from the regional workforce. The input from these groups
helps maintain current curriculum and keep a pulse on the needs of the regional workforce. The result
from this input is an expansion of enrollment in the Machine Tool and Nursing programs.
Efficient use of resources
ATCC has received a grant for the development of an apprenticeship program in the Machine Tool
Technology program area. The college is staffing this initiative and it will be operational in FY 2013. The
program has been designed to meet standards of Minnesota apprenticeship programs and has been
approved by the MN Department of Education.
ATCC has implemented a full scale Customer Relationship Package that is integrated with ISRS. The
RightNow implementation allows college staff to have a single screen view of student information which
tracks across multiple departments. The software also provides tracking of student communication to
provide a history that is shared to all departments. The result is improved customer response and the
college is eliminating duplication in staffing and processes. The model for this implementation is being
shared with Metro State University and Winona State University at this time.
Strategic Framework and Budget Narrative
Alexandria Technical and Community College
Part II: Reallocations, Investments and Reductions
What changes are planned?
Implement Lumina’s National Degree Qualifications Profile (DQP). DQP spells out reference points for
what students should be learning at their degree level. Each ATCC Program Assessment Plan will include
DQP. Also, ATCC is investigating a redesign of Nursing Program that may include collaboration with
another MnSCU institution.
What activities/programs/initiatives will receive additional investment?
ATCC is investigating the development of a new speech language pathology assistant program. Research
shows an increasing need for these technicians primarily in rural school districts.
What will be eliminated, reduced or redesigned?
The Comprehensive Financial Index (CFI) is considered when developing the budget. In an effort to
obtain a positive operating margin there have been several years of 0% inflation for supplies and
services including a deep cut in spending in fiscal year 2012; two consecutive years of having no
equipment budget; and a reduction in R&R which fortunately has been offset with investment of HEAPR
funding. There is an annual program review which includes current and future enrollment, retention
and graduation rates, placement rates, graduates salary, financial health, assessment of learning, and
program student satisfaction. As a result of the review, the decision to close the Web Development and
Management Certificate program and to suspend enrollment in the Energy Technical Specialist and
Hotel Restaurant Management programs were made.
Strategic Framework and Budget Narrative
Anoka-Ramsey Community College
Part I: Link to Strategic Framework
Anoka-Ramsey evaluated all academics programs during FY 2012 to determine program viability. Each
program was evaluated on three metrics that were established by administration. A score was given to
each program in the following areas: How closely the program aligned with the college mission and the
college strategic plan; Enrollment and cost; and student success. Consideration was given to programs
that were part of a special initiative. Every program was evaluated on graduation rates, employment
outlook and transfer rates. The program was also evaluated on the cost of the program along with the
cost variance of the program compared to other MnSCU institutions. The college is in the process of
sharing the results with the college community; decisions will be made from the data gathered on any
potential reductions in academic programs.
Anoka-Ramsey Community College and Anoka Technical College started the alignment process July 1,
2011. To date there are seven departments that are sharing resources/expertise: Facilities, Public
Safety, Information Technology, and Institutional Research; the following departments are either fully
merged or are in the process of merging: Continuing Education/Customized Training, Business Office,
Marketing and Public Relations. The college is continuously reviewing at all departments for efficiencies.
The newly merged Continuing Education / Customized Training department allows a complete package
of training options to be available to the local workforce and community. With the curtain of
competition lifted, our combined department is allowed to expand our reach to the community serve
our businesses with more specialized programs then before. This alignment will not only increase our
revenues, but also allow us to streamline processes to cut expenses.
Part II: Reallocations, Investments and Reductions
The college is continuously reviewing all departments for efficiencies. Over the 2012-2013 biennium the
college will incur over two million dollars’ worth of reductions. These reductions will affect all
bargaining units. The reductions the college has made have been strategic and some have been done
by offering BESI’s to college employees. The college will be using the metrics it developed to further
assess what academic programs will be offered and which will be eliminated.
The college has reduced personnel expenses by almost $200,000 as a result of alignment with Anoka
Tech. Anoka-Ramsey Community College is currently sharing the following positions with Anoka
Technical College: President, Chief Information Officer, Chief Financial Officer, Director of Facilities,
Director of Public Safety, Director of Marketing and Public Relations, Director of Institutional Research,
Director of CE/CT. In addition, student services and the human resources department will become
aligned during FY 13.
Strategic Framework and Budget Narrative
Anoka-Technical College
Part I: Link to Strategic Framework
Anoka Technical College will begin the process of academic prioritization and program review FY 13 to
determine program viability. All programs will be evaluated on metrics determined by administration
and each program scored to determine alignment with college mission, the MnSCU strategic framework
and cost variance of similar MnSCU programs, enrollment, workforce need, cost and student success.
Data gather will drive decisions on potential further reductions in academic programs. The summer will
be utilized by the academic deans and Vice President of Academic and Student Affairs to establish the
process and to begin preliminary data gathering and evaluation.
Anoka-Ramsey Community College and Anoka Technical College started the alignment process July 1,
2011. To date there are seven departments that are sharing resources/expertise: Facilities, Public
Safety, Information Technology, and Institutional Research; the following departments are either fully
merged or are in the process of merging: Continuing Education/Customized Training, Business Office,
Marketing and Public Relations. The college is continuously reviewing at all departments for efficiencies.
The newly merged Continuing Education / Customized Training department allows a complete package
of training options to be available to the local workforce and community. With the curtain of
competition lifted, our combined department is allowed to expand our reach to the community serve
our businesses with more specialized programs then before. This alignment will not only increase our
revenues, but also allow us to streamline processes to cut expenses.
Within Student Affairs a complete evaluation of all processes and personnel occurred spring 2012 that
will lead to multiple efficiencies, concentrated efforts in enrollment growth and retention as well as a
more focused enrollment management plan.
Part II: Reallocations, Investments and Reductions
Anoka Technical College has over $1 million in planned budget reductions for FY 2013 and $300,000 in
planned investments. Of the $1 million in reductions $770,300 is personnel and $264,300 is nonpersonnel.
Personnel: Due to low enrollment a faculty member has been laid off in the electrician program and in
the plumbing program, this will result in savings of $155,400. The college also hopes to achieve
efficiencies around course scheduling and class sizes, therefore the amount budgeted for faculty
overload will be reduced by $269,400. In addition, a position has been eliminated in the human
resources department and the college plans on $200,000 more in personnel reductions.
Strategic Framework and Budget Narrative
Anoka-Technical College
The college has made personnel investments of almost $200,000 as a result of alignment with AnokaRamsey. Anoka Tech is currently sharing the following positions with Anoka-Ramsey Community College
in addition to President: Chief Information Officer, Chief Financial Officer, Director of Facilities, Director
of Public Safety, Director of Marketing and Public Relations, Director of Institutional Research, Director
of CE/CT.
Non-Personnel: The college is in the process of developing a plan to reduce the non-personnel budgets
by 10% which will result in a savings of $250,300.
Planned investments for FY 2013 include a new Web site due to the current vendor ending its
relationship with the college.
Strategic Framework and Budget Narrative
Bemidji State University
Part I: Link to Strategic Framework
Bemidji State University’s operating budget provides direct support for initiatives that link directly with
the system’s strategic framework. The budget is based on foundational statements of being sustainable,
innovative, distinctive, and excellence in all we do. The university work plan for FY 2013 has been
centered on planning in three major areas: STEM, American Indian Studies, and Programming; and
Student Success. Student Success is further broken down into seven areas: collaborations and
partnerships; support for athletic competitiveness and excellence, capital campaign;
administrative/academic restructuring; strengthening and preserving legacy programs with assessment
and accreditation; academic program development; and recruitment/retention. Each area has a work
group that has made recommendations in these areas. These recommendations will be vetted and
about 2% of the operating budget has been dedicated for FY2013 to implement the ones that are
approved. Examples of early results include the creation of a School of Nursing that provides leadership
for the nursing programs at BSU and NTC; pursuing external funding and creating a new internship
program that will give students fourteen paid internships and fourteen different Bemidji-area
businesses; and increasing the number of faculty in fully on-line programs such as accounting, business,
and criminal justice.
BSU is also taking a leadership role in the formation of the Northern Alliance which involves
collaboration of MnSCU state universities and colleges with primary goals of increasing student
completion and increasing efficiencies.
Part II: Reallocations, Investments and Reductions
The university is committed to slowing down its rate of annual tuition increases. The university has
requested a 3.5% increase for 2012-2013 and has dedicated $250,000 in resources to freshmen
scholarships to show its commitment to providing an affordable higher education option.
Budget reductions that were adopted in the spring of 2011 continue to be implemented. While most of
those reductions were needed to adjust to a reduced state appropriation, there has also been significant
opportunity for reinvestment. A reinvestment fund of $1 million has been set-up in the budget for
FY2013 to provide resources for initiatives that are adopted from the university’s work plan process.
Investments that have been made to this point include a new faculty position in biology to assist with
growing enrollments and a new faculty position in Indian Studies to allow for more capacity and 2+2
opportunities with MnSCU colleges. The university has also made investments in launching its first
comprehensive fund-raising campaign: ‘Imagine Tomorrow”.
Strategic Framework and Budget Narrative
Central Lakes College
Part I: Link to Strategic Framework
1) Quality of academic programs-CLC is pursuing accreditation in numerous academic
programs and College In the Schools, is focusing on expanding student internship options,
and continues to focus on student learning assessment and learning outcomes.
2) Meeting workforce and community needs-CLC is focusing on building relationships with K12 school districts, business/industry partners, local government partners, MnSCU
institutions, and is reaching out to neighboring communities through academic
programming offerings. The Center for Lifelong Learning continues its outreach to the
senior population in our region.
3) Efficient use of resources-CLC will explore shared services with the Campus Service
Cooperative and/or MnSCU institutions. CLC is reducing the equivalent of 12 employee FTE
in FY13 and will focus on re-organization with these significant reductions.
Part II: Reallocations, Investments and Reductions
CLC budget strategy is to create a budget that will support the MnSCU Strategic Framework and
CLC Strategic Goals while simultaneously focusing on efficiencies and re-organization of the
college, with fewer faculty and staff, to accomplish the mission and goals. This budget reflects
significant organizational change, necessitated by declining resources and enrollment, rising
costs, and increased accountability.
This budget reflects approximately 12 FTE reduction across the college, including 6 FTE (faculty
and staff) through attrition, and approximately 6 FTE faculty credit reductions due to declining
enrollments and reduced release time. These reductions impact all areas of the college.
Operating budgets college-wide have been reduced and some re-allocated to create capacity to
support strategic goals.
Academic Programs, College in the Schools (CIS), Center for Lifelong Learning (CLL), Online
Learning and Student Services recruitment and retention of students continue to be priorities
for CLC and will receive additional investment.
Strategic Framework and Budget Narrative
Century College
Part I: Link to Strategic Framework
1. Ensure Access to an Extraordinary Education for all Minnesotans
We will be providing resources to faculty to improve the quality of education (Academic
Affairs and Standards Council, Center for Teaching & Learning Grants, Teaching Circles,
Faculty Development, Best Practices, and Instructional Equipment) $543,812
We will be allocating funds to support innovation in teaching and learning (Technology
Initiative Fund, e-Learning support, Fabrication Laboratory): $420,595
In addition to the ongoing operational support for our student services, we will be
offering supplemental services and activities to increase retention and student success
(Mental Health Initiative, Century Scholars, GPS LifePlan, Student Assessment, Read
Right reading support, Student Success Day, Honors Program, Global Education, Phi
Theta Kappa student group Supplement): $879,274
We will be supporting institutional effectiveness and assessment to support the
development of measurable learning outcomes: $469,014
We have identified initiatives to address issues of equity and to increase student
success, completion and transfer (Bridge to Success, Developmental Education Initiative,
Achieving the Dream): $661,930
We will be promoting and supporting diversity with faculty and staff (MLK Event,
Seeking Educational Equity & Diversity (SEED) program, Reflection and Renewal, and
Common Book): $104,472
2. Be the Partner of Choice to Meet Minnesota’s Workforce and Community Needs
We will be supporting community needs (Marketing Speaker Series, Community
Relations and Outreach, Community dental clinic, Service Learning, Concert Band,
Orchestra, Jazz Ensemble): $477,413
In partnership with St. Paul College, Inver Hills, and Dakota County Tech, we will be
conducting an environmental scan and market study of the east Metro in preparation
for further east Metro educational planning: $30,000
We will be supporting workforce development through Instructional Equipment, Advisor
Dinner, New Program Development, and Adult Options: $337,943
Strategic Framework and Budget Narrative
Century College
We will continue to support other external relations (with alumni and K-12 at $491,309),
including the continuation of our Joint Powers Agreement with the NE Metro 916
Intermediate School district.
3. Deliver the Highest Value / Most Affordable Option by Designing the Minnesota
State Colleges and Universities System of the Future
We will provide funding for a process redesign consultant—to assist with improving
critical processes in conjunction with the work of the Campus Service Cooperative:
$50,000
Management and stewardship of college and employee resources (Employee
Development, Sustainability initiatives , External Resource Development, College
Foundation, Center for Teaching & Learning Grants, Teaching Circles, Faculty
Development): $770,183
Part II: Reallocations, Investments and Reductions
We have identified $750,000 in preliminary reductions for reallocations in FY2013. The
reductions will come from a variety of sources, including holding open or eliminating
several vacant positions, reducing faculty release time for administrative duties,
reducing the number of budgeted adjunct faculty (by generating the same number of
FYE through fewer sections by more tightly managing section offerings), and reductions
in non-personnel budgets.
Century College’s Strategic Action Plan drives the College’s budget priorities. Our
highest priorities will be to advance our “student success” initiatives related to our
Bridge to Success and Achieving the Dream programs. We will be adding to the base
budget for four faculty in high demand areas and three staff positions (Financial Aid
Advisor, Student Assessment Advisor and Data Specialist) to improve student success
through better student support services and to improve how the College assesses and
analyzes data.
Strategic Framework and Budget Narrative
Dakota County Technical College
Part I: Link to Strategic Framework
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Increasing access by expanding our relationships and partnerships with business and industry,
and our community partnerships through ABE, ESL, and GED pathways.
Maintaining and enhancing pass rates for all externally accredited programs.
Developing new programs to meet the changing workforce needs in Minnesota.
Continuing to expand Customized Training to business and industry.
Improving retention rates for all academic programs, and piloting creating cohorts to retain
students through projects such as our Jumpstart Program.
Enhancing our use of program advisory committees and community businesses to maintain upto-date program content.
Analyzing and tracking our energy consumption to improve efficiencies and seek alternative
funding and a different program mix to reduce utilities that impact our high energy consumption
programs, implement shared services with other campus, and continue to be competitive with
several projects.
Exploring shared services with neighboring campuses and piloting with the Campus Services
Cooperative on several projects.
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Part II: Reallocations, Investments and Reductions
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We will continue to maximize the investments we have already made in our programs and
services.
We will be investing in researching and designing new programs to meet business and industry
requests/needs.
We have reduced a Vice-President position and are working on a shared services agreement
with a neighboring college to cover some of the position responsibilities.
We are analyzing and reviewing all of our administrative assistant functions and
responsibilities in an effort to reorganize functions instead of replacing vacant positions.
We will expand our investment in customized training to grow our revenue base.
We will evaluate all high cost programs to determine if personnel and non-personnel budgets
are meeting the needs of those programs and the relevancy to the workforce.
We will realign our budget process and funding levels to better interface with our updated
strategic plan and improve our efficiencies with all personnel and non-personnel budgets.
We will expand our efforts to seek more external funds.
We will assess all of our accounts receivable collections, auxiliary enterprise financials, and
indirect costs to maximize our financial return.
By shifting dollars and personnel, we will be investing in an intrusive advising model in order to
increase student retention.
Reduce non-personnel budget by $300,000.
Strategic Framework and Budget Narrative
Fond du Lac Tribal and Community College
Part I: Link to Strategic Framework
Fond du Lac Tribal and Community College is currently in the process of re-tooling the strategic
framework we operate under. In the recent phase of the plan we focused on enhancing partnership
foundations, delivering a responsive education, and being able to support our service capacity through
fiscal stability, a campus-wide awareness and practice of core college values, student service
improvement, and proactive facility maintenance and planning. These ideas fit well with the board’s
strategic framework; through our current planning process we will continue to expand on these ideas
and make sure our process is in alignment with the system’s overall framework.
We are planning for our next HLC visit in three years by continuing to focus on assessment. Assessment
occurs in all areas of the college: in the classroom and with our finances and operations. Through our
assessment processes we are constantly evaluating how we are performing and where we can improve
in order to provide that extraordinary education for all students.
The college’s involvement with area partners remains one of our strengths. We are working with the
Northeast Minnesota Office of Jobs and Training on a second Fast Trac project that will help participants
become employable in the area of Office Assistant by teaching them invaluable life and job preparation
and readiness skills and get them into the work force in a relatively short period of time. We will also
have the Adult Basic Education Services on campus that will help increase students’ reading levels with
the Star Reading Program.
We continue to be the leader in the state of Minnesota for graduating the largest number of American
Indian students. Great emphasis has been placed on our retention efforts and programs to increase the
college’s overall retention rate. Our IT staff has developed an in-house early academic alert warning
system that is completely on-line. Faculty use this automated system to report any issues with students
so student services personnel can get in contact with the individuals that have been identified and help
them get back on the right track in their classes. Originally we had budgeted $25,000 through a grant
for this system, but through ingenuity and some time, our staff was able to establish this system with
little to no cost.
Through our partnership with the Fond du Lac Reservation we have been fortunate to secure grant
funding through the US Department of Education. We have used these funds to hire additional staff in
IT, Financial Aid, and student services. We understand the grant funds in all likelihood will not be
around forever, but we are leveraging these dollars to position ourselves by setting up processes to
better serve our students. Because we are not using general fund money, we are keeping our costs
down at the same time as providing invaluable services to students. The grant funds also enabled us to
establish summer academic camps for area high school students in an effort to teach them the skills
necessary to be successful in college. The ultimate goal is to have those students enroll at FDLTCC. We
are also developing further connections with area K-12 schools. We would like to focus on students that
are not necessarily in the top 25% of their class, but rather on making sure the high school graduates are
prepared when they enter college. Currently, South Ridge High School students are taking PSYC 1002:
Strategic Framework and Budget Narrative
Fond du Lac Tribal and Community College
College success on Campus, and a number of FDLTCC staff were invited to participate in the Cloquet
School District’s strategic planning process.
Part II: Reallocations, Investments and Reductions
FDLTCC decided not to refill the Foundation Director and Sponsored Program Director’s position when
both individuals left employment early in FY12. Work duties were instead shifted to other employees.
The duties of one program coordinator will be split between three current adjunct instructors because
of an anticipated retirement. We are looking at the structure of the Dean of Student Services position
because of the resignation of a long-term employee and are anticipating some savings by shifting duties
but at the same time having the necessary leadership within that position. Finally we are cautiously
adding some new positions to be funded by grants that will bolster student services with the ultimate
understanding that these jobs may not be permanent.
Strategic Framework and Budget Narrative
Hennepin Technical College
Part I: Link to Strategic Framework
Hennepin Technical College (“HTC”) continues to build its annual budgets in support of its Vision 2020
Strategic Plan. HTC’s goals align with the MnSCU Strategic Framework. HTC’s fiscal year 2013 operating
budget includes funding for the following:
Access and quality of academic programs:
• Evaluation and enhancement of current programs and curriculum.
• Implementation of state-of-the art technology to maximize teaching and learning.
• Development of better data to determine student needs.
• Expansion of partnerships with school districts for students’ transition and success in college.
Meeting workforce and community needs:
• Continuation of investment in HTC’s continuing education and customized training programs.
• Strengthen existing relationships with employers to increase internships and employment for
students and graduates.
• Development of new industry and community partnerships to help HTC meet the education and
training needs of the region and state.
• Strengthen partnerships with four-year institutions to provide additional educational options for
graduates.
Efficient use of resources:
• Continuation of process improvements, including Student Services.
• Establishment of more efficient collaborations among programs.
• Elimination of programs that are not currently needed within the industry.
Part II: Reallocations, Investments and Reductions
Most of the planned reductions in expenditures at Hennepin Technical College are intended to help
offset the cuts in state appropriations and declines in enrollment. The decisions to eliminate the
printing program and significantly cut-back the carpentry program beginning in fiscal year 2013 help to
reduce the budget gap by over $400,000. The savings from these programs will also be invested, in part,
in a new Pharmacy Technician program, a Facilities Director, and a half-time Grant Administrator.
Significant federal grant awards in TRIO and Gear-Up will help fund college services for HTC’s students
and off-set indirect-related costs.
Strategic Framework and Budget Narrative
Northeast Higher Education District - Hibbing Community College
PART I: Link to Strategic Framework
For FY 2013 Hibbing Community College will support the three components of the strategic framework;
access and quality of academic programs, meeting workforce and community needs, and efficient use of
resources, in the following ways.
In support of access to quality educational programs, HCC’s efforts will focus on its most at risk
population, that being developmental learners. Learning communities, a method proven to increase
student retention, will be used to support student success in the classroom. Additionally, intrusive
advising will accompany efforts to keep students on the path to academic success, and an increase in
supplemental instruction will be available as necessary safety nets. Efforts to make education more
applicable to today’s students include a modular approach to instruction, which involves cross
disciplinary instruction and co-instructional delivery.
Regarding the quality of academic programs HCC has begun a two prong approach. First at the micro
level efforts are underway to measure student classroom learning. These efforts require faculty to
identify and measure key learning outcomes in a manner that demonstrates learning taking place.
Measurements of learning activities that fall short of expectations are then adjusted for optimal
improvement. On a more macro level, HCC has set a goal to achieve accreditation from an external
agency for all its academic programs. With over eighty percent of its programs already externally
accredited, the college is well on it’s to verifying the quality of its curriculum and academic
programming.
In attempting to best meet the local community needs, HCC has brought Adult Basic Education services
to campus. This partnership, with a local community development agency, focuses on a population
typically underserved by higher education. The goal is to create a supportive system that would result
in supplying more skilled workers to meet today’s workforce needs. Related to meeting work force
needs, HCC utilizes a General Program Advisory Committee, which represents local employers. This
committee advises the college regarding emerging workforce needs in which training is needed to
produce workers.
PART II: Reallocations, Investments and Reductions
Reductions and reallocations are vital to HCC’s FY 2013 budget strategy. In becoming leaner in both
personnel and non-personnel, the college has focused its resources directly on its mission. No longer
supported are continuing education programs or auxiliary enterprises that are not self supporting. Yet
investments have been made, in areas such as student housing, where the college sees a high demand.
Resources have been reallocated to support direct educational opportunities and student services. The
college also eliminated a low enrollment, high cost program and will reallocate those resources to other
programs. Partnering with other colleges, industry, and the Iron Range Resources and Rehabilitation
Board have provided opportunities to invest in academic programs and leverage equipment purchases
necessary for effective education.
Strategic Framework and Budget Narrative
Inver Hills Community College
Part I: Link to Strategic Framework
IHCC has rolled out an online sharepoint tool to identify and communicate projects and priorities that
are currently being worked on and are planned for the upcoming year. The strategic framework is the
structure by which all projects, priorities, desired outcomes and funding is aligned.
In fiscal year 2012 IHCC initiated a budget committee that has focused its efforts on how to ensure
community participation in budget discussions. These upcoming conversations will be structured
around the strategic framework and include providing data necessary to set targets for desired
outcomes identified by the framework, better define shared service opportunities that could be campus
service cooperative strategies, explore more fully the role of technology in ensuring affordable and
quality educational opportunities, and provide clearer marketing strategies for career and academic
pathways and educational offerings.
We have specifically planned the fiscal year 2013 budget around key priorities in the strategic
framework including concurrent enrollment, analysis for better reporting on outcomes, and utilization
and participation in the Campus Services Cooperative. Our master planning efforts (academic and
facility) were updated within the new framework and there has been significant discussion in regarding
to baccalaureate completion, career pathways, workforce planning, and active learning environments.
These investments have been identified as directly furthering the strategic framework.
IHCC is deeply committed to affordable and high value educational opportunities. To this end, we held
our tuition rate increase to 2% - which preliminarily looks to be the lowest in the system. In order to
accomplish this, we needed to review the financial structure of the college. This was completed using
an IPEDS analysis for comparison by functional area, and led to a restructuring and assessment of our
information technology expenses, library acquisitions, student services costs, and management
expenses.
Part II: Reallocations, Investments and Reductions
The college undertook an extensive analysis of structural spending in fiscal year 2012, providing an
opportunity to make significant changes in major areas. We moved to block scheduling which has again
increased our saturation rates. We did an extensive review of spending within IPEDS categories and
based on this review we made changes in our ITS environment, such as evaluating third party options as
well as a refinement in our delivery of IT support within the community.
We also completed a comparative analysis which highlighted an opportunity to restructure
management. This prompted a reorganization of several functions within student affairs such as
marketing, assessment, disability services, and veteran affairs. Finally, the college focused on the
revenue side of the equation with both indirect cost and investment income. IHCC spearheaded a
Strategic Framework and Budget Narrative
Inver Hills Community College
regional pooled investment model which brings a significant source of new revenue to the metropolitan
area.
IHCC did multi-year budget planning in order to bring our operating budget into alignment over the next
biennium as well. This created a budget process and plan that shifted our focus to fiscal year
2014/2015. Our newly established budget committee is focusing on a college wide process to examine
efficiency and effectiveness opportunities for implementation in fiscal year 2014.
Our financial structural analysis (outlined above) also prompted a more detailed examination of our
library acquisitions. This comparative analysis led to a reduction and change in future acquisitions,
providing a permanent solution to our cost structure. Finally, our analysis provided greater detail on the
cost structure within our auxiliary areas. This led to an administrative rightsizing of supervision. The
savings created with provide additional benefits to student scholarship opportunities.
IHCC increased its planned investment in our nursing program and additional support for our academic
efforts including college lab assistants, academic administration assistance, and investments in software
including course evaluation.
Finally, IHCC will implement a model for sharing a Chief Financial Officer position. The hope is that this
initiative will create a transferrable model for other colleges and universities which will reduce costs and
increase value to the organization. This should also propel other areas and discussions related to
regionalization of certain services and academic offerings.
Strategic Framework and Budget Narrative
Northeast Higher Education District - Itasca Community College
Part I: Link to Strategic Framework
*Access and quality of academic programs
Access: The emphasis under access will be advancing/expanding K-12 partnerships through technology,
ongoing continuous improvement of the admissions/registration process and partnerships with NHED
colleges and others to expand course/program options for students.
Quality: ICC has invested in TracDat as an assessment tool for benchmarking institutional effectiveness,
assessment of student learning and program review. Concentration will be on professional training and
implementation. ICC will also be focusing on professional development for faculty in the area of
technology, mobile device learning, promising practices and implementing extraordinary education
forum outcomes.
*Meeting workforce and community needs
ICC has made significant strides individually and as a NHED member in connecting with workforce
entities (DEED, business, industry etc.) to address the needs of the community and region with respect
to employment needs, customized training and continuing education. Concentration will be placed on
assessing programs, expanding in areas where employment needs are dire (retirements, new projects
evolving across the range, etc.), and alternative delivery methods (FastTrac, online, hybrid; shared
programs).
*Efficient use of resources – Concentration will be placed on the most effective recruiting methods. ICC
2013 budget is based on enrollment projection that is slightly higher than the 5 year average, a small
reduction from 2012. With upgrades on power distribution and continued exploration use of our wood
boiler, we should experience a reduction in utilities. NHED will continue to share best practices and
services in technology, business office, and financial aid.
Part II: Reallocations, Investments and Reductions
*Changes planned and activities/programs/initiatives will receive additional investment – Explore
opportunities for concurrent partnerships with school districts. Students are starting postsecondary
education with college in the schools, PSEO, and concurrent enrollment credits. Strong relationships
with area school districts will strengthen workforce and community needs. New telepresence
equipment will strengthen our partnership with school districts and concurrent education. Nursing
accreditation budget will focus on self-study, travel, and design changes. Repair and replacement 2013
budget will focus on energy efficiency, student learning community space, and updating classroom
colors and furniture.
*Eliminations, reallocations, and design changes – Business and history courses will be redesigned as a
result of faculty retirements and student choices.
Strategic Framework and Budget Narrative
Lake Superior College
Part I: Link to Strategic Framework
Ensure access to an extraordinary education for all Minnesotans
•
•
The fiscal year 2013 budget protects our academic programs despite a $220,000 reduction in
state appropriation. The college is conducting master academic planning and extraordinary
education planning. The fiscal year 13 budget provides funding for initiatives that come from
the plan.
The Health and Science Building in its first full-year of operation. The building opened in January
of 2012 with high tech simulation labs. The facility assists our faculty in providing the best
possible training for students seeking jobs in health care.
Be the partner of choice to meet Minnesota’s workforce and community needs
•
•
The master academic planning is still in progress. Enhancing our relationship with local
businesses has been a recurring theme in the meetings with staff.
Lake Superior College has a space shortage in the trades programs which could prevent it from
meeting future workforce needs. We are working with the faculty in those programs to
determine alternatives which will allow us to meet the region’s growing demand for graduates
in these areas.
Deliver to students, employers, communities and taxpayers the highest value/most affordable option
•
•
Lake Superior College tuition is one of the lowest rates in the state. An increase is necessary but
the college will remain an affordable option for students.
The college will focus on student retention so students get the value of education and avoid
unnecessary debt from leaving college during the semester.
Part II: Reallocations, Investments and Reductions
Lake Superior College is taking a conservative approach to its fiscal year 2013 budget due to the
uncertainty caused by unsettled labor contracts. We will plan for settlements that date back to July 1,
2011. Any retroactive increases for fiscal year 2012 will be paid from our fund balance.
The college has cut costs the last three years to grow its fund balance. The fiscal year 2013 budget will
keep the fund balance stable and provide contingency for unknown costs. The college enrollment was
stable in fiscal year 2012 and it is conservatively budgeting a zero percent growth in fiscal year 2013
although the new Health and Sciences building is creating high interest with prospective students.
Strategic Framework and Budget Narrative
Northeast Higher Education District - Mesabi Range Community and Technical
College
Part I: Link to Strategic Framework
Mesabi Range College will support the three components of the strategic framework in the following
ways:
•
•
•
Our 2013 operating budget will focus on connecting to our local industry partners. The mining
and other heavy industries have indicated a strong need for skilled workers. We will develop and
strengthen our career programs that support those industries.
Continue to focus on improving and enhancing curriculum and programs that have been
indentified in our community. This includes career based programs as well as transfer programs
and strengthening our online programs and services. The college will continue to grow and
strengthen its PSEO and concurrent offerings as well as expand the offerings through the
Applied Learning Institute.
Increase the efficiency and effectiveness of our staff through better use of technology, i.e. use of
Image Now, Direct Deposit. Using green technology where ever possible, i.e. improved room
monitoring by our HVAC system. Implement PBEEP recommendations for energy savings.
Implement lean business processes where possible.
Part II: Reallocations, Investments and Reductions
The Mesabi Range College budget strategy for 2013 focuses in the following areas:
•
•
•
•
•
•
•
Expansion of the Industrial Maintenance Technician (IMT) program and the Welding program to
provide diploma programs and enhanced Custom Training to students in Two Harbors and Silver
Bay Minnesota. This is in response to requests from industry partners in that region.
Expansion of the IMT program to include an AAS degree. This is in response to the mining
industry’s request.
Establish a Construction Management AAS degree in partnership with Inver Hills Community
College that includes articulation agreements with Mankato State, Moorehead State, and the
University of MN.
Redesign the Graphics program to move from primarily a print medium to video and digital
mediums.
Improvements made to the Wind Energy Technician program through a new wind turbine and
condition based monitoring system both of which were obtained through grants.
Redesign the Process Automation program to better meet industry needs. Funding has been
recved from the Iron Range Resources and Rehabilitation Board.
Received IRRB funding for 2nd year of new Executive Office Management program.
Strategic Framework and Budget Narrative
Northeast Higher Education District - Mesabi Range Community and Technical
College
•
•
Mesabi Range will continue to examine the viability of low enrolled programs – particularly with
the Technical programs that tend to have higher operating costs. The intention will be to
suspend and/or discontinue low enrolled programs. Currently we are suspending the Carpentry
and Paramedic programs, and we are discontinuing the Industrial Technology program.
Greater use of the Mesabi College Foundation and Alumni Associations to access funding in
support of the college. This includes reaching out to the community and industry partners to
enhance the awareness of the needs of the college and its students.
Strategic Framework and Budget Narrative
Metropolitan State University
Part I: Link to Strategic Framework
Metropolitan State University’s vision and delivery is in complete alignment with MnSCU’s strategic
framework. The University is a national pioneer in academic innovations to serve adult learners,
including online degree programs; our highly flexible individualized baccalaureate majors and an array of
majors that incorporate community-based learning and engaged citizenship. Our individualized program
enables working adults to design the interdisciplinary degree completion programs that best fit their
unique personal and professional interests.
Metropolitan State University is the most diverse public university in the Upper Midwest with 30
percent of its student coming from under-represented populations. Our average age of the student is
32. The University enrolls more than 11,000 students per year. Ninety percent of our students reside in
the 13 county Twin Cities metropolitan area.
The University has the lowest tuition and fees of the any university in Minnesota. Every dollar goes
directly to support the core educational mission. Students can complete their education without
incurring excessive loans or personal debt. According to the U. S. Department of Education,
Metropolitan State students receive among the lowest percentage of student loans and aid compared
with peer universities in Minnesota and the Upper Midwest.
Our educational model includes course delivery at multiple locations throughout the greater
metropolitan area, at times and locations convenient for working adults, as well as online throughout
Minnesota and beyond. Our students are adult urban and suburban transfer students who require
convenient delivery of high-quality education that fits their schedules and residential locations.
Metropolitan State produces a high return on investment for the State of Minnesota. With our
exceptional student retention and graduation rates, each dollar spent on instruction or services returns
many times that amount to the state’s economy in the form of stronger college educated workforce.
Our students enjoy the highest professional exam rate of any MnSCU university. Our College of
Management students have a 25 percent success rate on the CPA exam, on their first attempt.
Part II: Reallocations, Investments and Reductions
Metropolitan State University is continuing to deliver a cost effective model of education. The
University is very prudent about its spending and it does not automatically fill any staff vacancies
without a thorough review and analysis of its needs. As part of the review process, the University also
considers re-allocation on an on-going basis.
For FY 2013, we are not proposing any reductions or major re-allocation, but planning an expansion on
the academic side to address the growing needs of our students, including the planned growth in
enrollment. This decision is consistent with the plans outlined on our Academic Plan. In addition, we will
have two minor re-allocations, one in the Information Technology Department, and perhaps, another
one in the Student Affairs Division.
Strategic Framework and Budget Narrative
Minneapolis Community and Technical College
Part I: Link to Strategic Framework
Describe how your FY 2013 operating budget will support the three components of the strategic
framework: access and quality of academic programs, meeting workforce and community needs, and
efficient use of resources.
Access and quality of academic programs: Power of You expansion to Twin Cities suburbs, increasing the
use of data in decision making (SPA), re-evaluation of prerequisites to enable students to follow a clear
pathway, the New Transfer Student Kaizen’s goals are to eliminate the majority of prerequisite waivers
so that students are in the right courses from their first term and the time between application and
registration will be shortened significantly which could boost enrollment.
Meeting workforce and community needs: Hired a new Associate Vice President of Workforce
Development, FastTrac and other customized training options targeting populations in need of support,
the Northside initiatives, instructional equipment allows us to keep current with industry standards to
supply graduates to the Minneapolis workforce.
Efficient use of resources: Reorganization of departments, re-evaluating needs and areas for increased
productivity (i.e. Academic Operations).
Part II: Reallocations, Investments and Reductions
The Academic and Student Affairs budget strategy for FY13 is centered on student success. Personnel,
department focuses and even faculty release credits will be more focused on student success initiatives.
Academic Operations and advising should receive additional investments in FY13 as they are crucial the
clear academic pathways. In order to support these additional requests we will cut the budget and
better prioritize instructional equipment requests, faculty release credits must be in support of student
success or coordination, and further discussion around department reorganization will continue, which
may include personnel savings. Institutional Support and Facilities units also considered 5% reduction in
order to support MCTC focus to the student support initiatives.
Strategic Framework and Budget Narrative
Minnesota State College – Southeast Technical
Part I: Link to Strategic Framework
Southeast Technical’s FY2013 operating budget supports the three components of the system
strategic framework. The budget supports articulation agreements with baccalaureate-granting
institutions, NLNAC accreditation for LPN and RN programs, and accreditation for our
concurrent enrollment partnerships (NACEP). Teaming up with the workforce center and
Minnesota Department of Transportation has provided alternative funding sources for current
and future workforce needs. Southeast Technical has also secured federal funding for the sole
purpose of meeting the training needs of rural Southeast, Minnesota in the allied health fields.
These partnerships also provide budget for recruitment and retention of underrepresented
students.
Part II: Reallocations, Investments and Reductions
Southeast Technical’s FY2013 budget strategy is based on continuous quality improvement.
Successful implementation of continuous quality improvement has allowed the college to
reduce overload and reallocate the funds to a new faculty position in a new Medical Lab
Technician program. Revenue from prior years’ rapid enrollment growth allowed the college to
purchase equipment and address repair and replacement issues ahead of FY2013 needs,
allowing reallocation of funds from both areas to a new program and an unfilled administrative
position. The college downsized its footprint and consolidated from three campus locations to
two. This created efficiencies within the budget by ending duplication of services and travel
between campus locations. The acquisition of the Bergwall Arena on the Red Wing campus and
the completion of the transportation center on the Winona campus will complete the
rightsizing of the college. The college continues to participate in shared services with Winona
State creating efficiencies for both colleges.
Strategic Framework and Budget Narrative
Minnesota State Community and Technical College
Part I: Link to Strategic Framework
Our budget strategy was to look for expenditure reductions and efficiencies so as to limit tuition
increases which in turn keep the college very accessible to interested students. We went through a very
thorough review of our program mix and limited our academic reductions to only those programs that
have had historical low enrollments over the past years. Our commitment was to retain as many
program options as possible while at the same time attempting to find ways within our academic mix to
deliver them as efficiently as possible. Through our administrative reorganization, our Dean of Custom
Training will be a direct report to the President and will sit on the President’s cabinet. This change will
mean that there will be an active voice at senior college leadership meetings to ensure community and
industry interests are understood and taken into consideration when decisions are made. In addition,
the academic deans will now report through the Chief Academic Officer which will allow us to make
more efficient and organized decisions relative to academic programs offerings. By creating budget
savings through the administrative reorganization we were able to limit reductions to functions within
the college that have direct contact with students thus retaining our service level.
Part II: Reallocations, Investments and Reductions
In order to properly plan for FY2013 and limit the amount of tuition increase to students the College
estimated the need to reduce approximately $ 1.4 million in expenditures. The college administration
looked at three main strategies to accomplish the reductions. The strategies were program efficiency,
administrative reorganization, and reviewing expenditure trending data. Through program efficiency
review we identified three programs that will be eliminated because of continued low enrollments.
Those programs are Carpentry on the White Earth Indian Reservation, Nanoscience Technology on the
Moorhead campus and Carpentry on the Wadena campus. In addition to program closures we are
combining some sections in the general education area and increasing enrollment in our Electrical
Lineworker program. Through administrative reorganization we are moving away from a campus
Provost model and more towards a collegewide leadership model. By doing this we have identified two
full time positions that will be eliminated as well two other positions that will be bring savings to the
college. The third strategy was to do a deeper review of actual spending by functional area. Through
this exercise we were able to identify areas that have traditionally received budget dollars that were
either not spent or not spent on the original intent. Those budget areas will be reduced for FY2013. The
college plans to do limited investing in FY2013 because of continued stagnant state allocations. The
areas that will see the investments are plant operations staffing, student retention staffing, and staff
customer services initiatives through reallocation of funds.
Strategic Framework and Budget Narrative
Minnesota State University Moorhead
Part I - Link to Strategic Framework:
Ensure access to an extraordinary education for all Minnesotans:
• Fixed term faculty positions will be converted to probationary positions resulting in a stable
faculty profile to support student engaged learning.
• Increase Online course delivery by 5%.
• Increase the number of secondary teaches prepared for licensure in math and science.
• Increase recruitment of underrepresented students by 1% and retention of underrepresented
students by 2%.
• Increase transfer success for qualified students.
Be the partner of choice to meet Minnesota’s workforce and community needs:
• Partner with Fargo-Moorhead EDC to offer bio-business scholarships.
• Continue employer sector meetings to gather feedback about how the university can serve
current and future workforce needs.
• Implement and deliver new degrees: MBA-Accounting; MBA-Health Care; Masters-Accounting &
Finance.
Deliver to students, employers, communities and taxpayers the highest value / most affordable
option:
• Increase graduates placed in related employment by 5%.
• Increase retention rates by 2%.
• Participate in the Campus Service Cooperative.
• Serve as the leader in the Northwest Alliance to facilitate collaboration of higher education in
the Northwest Region.
• Serve as the primary site for the Energy and Operations Pilot Program.
Part II - Reallocation, Investments and Reductions/Budget Strategy for FY 2013:
The FY13 budget process was revised to better align academic and strategic planning with resources by
using a zero based method for all non-salary budgets. The process resulted in reorganizations and
realignments in the areas of Instructional Technology, Academic Affairs, Information Technology,
Admissions. The process also captured efficiencies in Institutional Support.
The savings recognized through efficiencies, reorganizations and realignments will be used to invest in:
• Student Success
• Regional Collaboration
• Meeting the needs of our workforce through new degree offerings
A task force on academic realignment has been charged with reviewing and making recommendations
about how our academic units are organized which could result in efficiencies and opportunities for
reinvestment in future years.
Strategic Framework and Budget Narrative
Minnesota State University, Mankato
Part I: Link to Strategic Framework
The university’s FY2013 operating budget supports the strategic framework by investing in the three
components of the framework. The university has made it a priority to invest in enrollment
management initiatives that improve recruitment and retention of underrepresented students, improve
academic advising, expand extended learning and online instructional programs, improve the quality of
academic programs, and implement our long-term residential life master plan. Investments have also
been made to investigate and develop instructional programs that address unmet workforce needs. To
address the goal of using resources more efficiently, investments have been made to reduce utility costs
and to investigate campus renewable energy utilization in addition to on-going internal reallocations.
Part II: Reallocations, Investments and Reductions
In response to the challenge faced by the State of Minnesota in balancing its budget and the resulting
decrease in state appropriation support for higher education, the University has been engaging in a
multi-year plan since FY2009 to right size the university budget. Those plans have resulted in over $10
million in reductions and reallocations from FY2009 to FY2012. In addition to prior year budget
reductions, three years of not having across the board salary increases for faculty and staff employees
coupled with three years of tuition rate increases have helped the university to stabilize its budget.
Planned budget reductions for FY2012 were scaled back and reinvestments are planned for FY2013
primarily in high enrollment demand academic programs that meet workforce demand areas and high
priority student services. Other university initiatives receiving additional investments in FY2013 are
described above in Part I. Given the extensive reductions and reallocations already made in prior years,
significant reallocations during FY2013 are not yet planned at this point in time.
Strategic Framework and Budget Narrative
Minnesota West Community and Technical College
Part I: Link to Strategic Framework
Ensure access to an extraordinary education for all Minnesotans: Minnesota West is continuing with a
Center for Teaching and Learning (CTL) structure using internal funding. The opportunity for faculty to
share best practices with each other through a structured monthly format has proved to be invaluable in
improving teaching methods. Additionally, new for FY13, the annual CTL day will be open to staff as
well, allowing for an even broader professional development opportunity at the college. The college will
continue to conduct a rigorous academic program review process that ensures both the quality and
efficiency of each program. Results of the review process place programs in one of three classifications,
allowing the college to put resources where needed, whether that be to address program deficiencies or
to expand successful programs. In FY13, the college will also conduct a review of a service area. Those
areas under consideration are business office, bookstore and human resources.
Be the partner of choice to meet Minnesota’s workforce and community needs: Minnesota West will
continue their participation in workforce development by providing training through a FastTRAC grant.
The offerings currently include universal health care worker and industrial maintenance. Additionally,
Minnesota West is a partner of choice with Minnesota Job Skills Partnership, providing employers with
customized training to meet their workforce needs. We are currently involved in four grants that will be
active in FY13.
Deliver to students, employers, communities and taxpayers the highest value/most affordable option:
Although Minnesota’s Board approved tuition rate is one of the highest in the state, the college strives
to keep fees as well as the volume of programmatic and course tuition rates to a minimum. In addition,
the opportunity to attend one of five campuses or one of three learning centers offers geographic
access across our region, therefore reducing the high cost of commuting.
Part II: Reallocations, Investments and Reductions
Minnesota West positioned itself well for the predicted lean years of FY10, FY11 & FY12. Additionally,
the economic downturn and resulting layoffs provided the college with increased enrollment without a
correlating increase in instructional costs, aka, we filled empty seats and didn’t have to offer a great
number of additional sections. This all resulted in an increase in net assets sufficient to minimize
elimination or reduction of programs and services for FY13. Instead, the college is planning for an
expansion of law enforcement to include skills training, an expansion of the nursing curriculum through
distance delivery to our Fairmont learning center and a revamp of student services into a one stop shop
model. A committee had met at least monthly for the greater share of a year to develop a proposal that
will be submitted for approval in late April. We are currently unsure of the final economic impact of that
proposal.
Strategic Framework and Budget Narrative
Normandale Community College
Normandale continues to reallocate existing resources and to invest in personnel, facilities, and
initiatives that support the Strategic Framework and high priority areas. Below are examples currently
being planned through our FY13 integrated planning and budgeting process.
Ensuring access to extraordinary education for all Minnesotans
•
$250,000 proposed facilities and technology investments to improve student services, including an
expanded Admissions area for tiered services, a permanent Testing Center, an improved Veterans
Center, a more student-friendly space for Financial Aid, and an electronic queuing system to
improve service in Financial Aid, Records, and the Business Office.
•
In FY2012, the College redeployed personnel resources to expand the advising staff and to hire a
Director of Advising and Counseling. In FY2013, the College proposes to invest $220,000 in
technology, personnel, and training to create stronger student connections with Advisors and
Counselors through a college success course taught by them. This course will be strategically
expanded to most students, beginning with those identified as at-risk.
•
Over $300,000 in proposed investments to support student retention, including technology for an
early alert system and a shared position with North Hennepin Community College to support the
system, an expansion of supplemental instruction in high attrition courses, a Transcript Credit
Evaluator position to ease student transfer, and a director to coordinate the transition of new
students into the institution.
•
Substantial investments in access to baccalaureate degrees through creation of the Academic
Partnership Center and a $100,000 investment in a temporary Partnership and Outreach
Coordinator position to seek out and project manage 4-year partnerships.
•
Over $100,000 invested to implement and sustain coordinated assessment of student learning in
Academic and Student Affairs.
•
Investments to support faculty-led initiatives that came out of the FY12 Faculty Conversations,
including the redeployment of a tutoring room into a Faculty Development Center for credit and
noncredit faculty to collaborate on curriculum with an instructional designer and instructional
technologist.
Being the partner of choice to meet Minnesota’s workforce needs
•
Investments in additional advisors will strengthen service to adult learners by directing students
to the right resources and programs. Redeploying space to workforce counselors and business
specialists to set up internships, career advising.
•
Continue to manage 3-4 state workforce grants of $300,000-$400,000 each year with companies
such as Polar SemiConductor, Univita, HP Fuller, and Sage.
1
Strategic Framework and Budget Narrative
Normandale Community College
•
Credit and noncredit curriculum and partnerships with industry in Health Information
Technology, developed through a grant from the Department of Health and Human Services,
will be leveraged to expand our capacity to help adults transition into new careers and provide
training to incumbent workers in the Health Care Industry.
•
Actively pursuing, updating, and launching new programs that are aligned with new workforce
needs and gaps in Health Care, Agile and Scrum, Call Centers, Information Technology,
Advanced Manufacturing including Vacuum Technology, and Digital Communications.
•
Investing $10,000 to accelerate workforce development by identifying new business models.
These investments include participation in think tanks, conferences, and professional
development.
•
Embedding career high track into the College’s HIT program so students develop a fuller
awareness of careers in their field of study and make career connections. This model will be
expanded into other career programs.
Delivering the highest value/most affordable option
•
Twenty-seven proposals in FY2013 Department Work Plans propose to reduce costs or increase
alternative revenues, including expanded participation in service cooperatives, increased use of
purchasing cards, desktop virtualization to reduce the number of campus computers, and
streamlining business processes.
•
Improved management of employee resources through process improvements, including a
comprehensive employee on-boarding process.
•
Implementation of an enrollment plan to better manage enrollments and increase underserved
student populations.
Investing in high priority areas
•
Over $150,000 to enhance fact-based decision making, program evaluation, and integrated
planning and budgeting through development of a SQL-based data mart, program and service
evaluation initiatives, KPI dashboard development software, and a computerized planning and
budgeting system.
2
Strategic Framework and Budget Narrative
North Hennepin Community College (NHCC)
Part I: Link to Strategic Framework
North Hennepin’s FY 2013 operating budget benefits from cost reduction activity initiated in the prior
two fiscal years. The college reduced its administrative payroll and has made across the board
reductions in non-personnel. These cost savings were reallocated in the current year toward
instructional and student support technologies that enhance retention and enrollment (i.e., expanded
access). The college will continue to offer a wide variety of programs during the evening and on
weekends. In addition, the college will benefit from investments in a new Center for Business and
Technology. This facility is a showcase for the customized training and continuing education unit of the
college. The addition of this building alleviates the college’s 140% historic use patterns creating more
opportunity for meeting the needs of the local workforce and community. The college has established a
Continuous Improvement Council that is charged with aligning efficiency efforts with strategic and
accreditation planning. With the improvements in both physical and procedural infrastructure the
college is poised for the fiscal challenges of the future.
Part II: Reallocations, Investments and Reductions
The FY 2013 budget strategy balances tuition increases with the business requirements of a large
complex organization. FY 2013 provides a window for the college to prepare for an accreditation visit.
This effort includes the development of more efficient sustainable processes, integrated planning and
related assessment activity. The college will hold the line on new spending, limiting investments to
elements associated with its enrollment management and strategic plans. Resources will be targeted
toward meeting the strategic directions of the college and system through a competitive strategic
initiative grant process. As the NHCC SEM (strategic enrollment management) Initiative expands in FY
2013, resources will be increasingly linked to strategic decisions and budget.
Strategic Framework and Budget Narrative
Northland Community and Technical College
Part I: Link to Strategic Framework
Continuing declines in state appropriation coupled with static enrollment and increases in costs have
made it difficult for Northland Community and Technical College to invest in new initiatives for FY2013.
However, the college continues to be guided by the goals of its strategic plan: Inspire Success, Cultivate
Quality, Revolutionize Growth. These goals keep Northland aligned with the MnSCU strategic
framework.
We are working with other MnSCU institutions to build a Northwest Alliance to strengthen transfer and
completion; we will provide system-wide leadership in the “Quality Matters” initiative for online
education; our collaborative efforts with regional high schools will expand as, together, we work to
improve rates of high school graduation and post-secondary enrollment. Northland is an active partner
in many regional economic development consortiums; we will use these connections to refine our
approaches to technical education, assuring that we deliver skills needed by employers. Our resources
will be allocated to create greater efficiencies throughout the college; we will invest in the shared
services cooperatives as more services become available and as our staff experiences attrition; we will
strive to strengthen the composite financial index. Northland has been a leader in garnering support
from outside funding sources; we will continue to invest in developing competitive proposals for grant
funding that will support innovation and growth.
Part II: Reallocations, Investments and Reductions
Northland’s strategy for budget development for FY2013 has included the following elements: maintain
vital services that match the needs of the 70% of our students who are from populations traditionally
underrepresented in higher education; preserve as many academic courses and programs as possible;
allocate resources to adequately support growth initiatives in strategic enrollment management,
strategic fund-raising, institutional research, new program development, and marketing; reduce nonpersonal costs as much as possible; reorganize administrative functions to achieve efficiency while
providing adequate supervision to two campuses and two off-campus sites; and prioritize activities that
produce the greatest return on investment.
Strategic Framework and Budget Narrative
Northwest Technical College
Part I: Link to Strategic Framework
Northwest Technical College’s operating budget priorities are in direct alignment with the system’s
strategic framework. The college has invested in grant writing services this past year to more
aggressively pursue external funding to assist with access and quality of their academic programs. There
has already been a significant return on this investment as a developmental education project has been
implemented as well as the receipt of a Minnesota State Energy Sector Partnership grant for $250,000
to partner with Rural Minnesota CEP, Bi-Cap's YouthBuild, Red Lake YouthBuild, and Carpenters LocalUnion 606 to train participants in green energy methods of photovoltaic skills; wind turbine installation
and maintenance; solar thermal techniques; and green building practices. The College has also leased
space at an adjacent site for a Sustainable Energy Technology Center. This new space is a showcase for
the HVAC, plumbing, construction electricity, and wind energy programs. Leasing this space also allowed
the college to demolish an outdated building that was inadequate to be used as instructional space for a
quality learning environment.
Northwest Technical College continues to align services with Bemidji State University that produce more
effective and efficient services. New programmatic and service alignments that will be fully
implemented next year include consolidated leadership of communications and marketing as well as
admissions and enrollment services.
Part II: Reallocations, Investments and Reductions
Northwest Technical College saw a significant increase in its enrollment a couple of years ago and is in
the process of developing a programmatic and service structure that accommodates a more stable
enrollment that is 10-15% less than it was then. The college set aside reserves during this growth period
to use as a buffer for the expected enrollment losses. Those reserves will cover about nine percent of
our budget in FY2013. The college is also striving to keeps its rate of tuition increases at a minimum and
this is reflected with its three percent request for on-campus tuition and zero percent for distance
learning tuition. An increased emphasis on academic program development, enrollment management,
and finding new efficiencies is a priority to position the college for the next biennium.
New investments planned for FY2013 include resources towards the accreditation of the nursing
programs that will be supported through the new BSU/NTC School of Nursing. More emphasis will also
be placed on admission and marketing, which will involve additional resources.
Strategic Framework and Budget Narrative
Pine Technical College
Pine Technical College will support the MNSCU strategic framework through the continued pursuit of
external funding sources and ongoing collaboration with community partners. Most recently Pine is
one of ten consortium schools participating in a Department of Labor (DOL) Trade Adjustment Act
Community College and Career Training Grant (TAACCT). Cincinnati State Technical & Community
College is the grant recipient, and the project is titled the Health Professions Pathways (H2P). By
participating in this grant, PTC will be working towards adding three new health care programs: Medical
Assistant, Phlebotomy and Limited Scope X-ray Operator, all within one of industry sectors targeted for
this region by the Workforce Investment Board. Currently we are collaborating with Central Lakes
Community and Technical College and St. Cloud Technical and Community College on a Department of
Labor grant that is designed to allow us an opportunity to increase our manufacturing program options.
We have experienced the benefits of DOL grants firsthand. The nature of the two Department of Labor
grants awarded directly to our campus has afforded us the opportunity to increase the educational
offerings available to the learners of our region. They assist with the initial capital outlays to implement
new programs and develop curriculum. These grants not only benefit our campus but have a domino
effect into our communities. An example is we have installed ITV equipment in area manufacturing
plants. This allows credit-based and customized courses to be delivered directly to the workplace.
Indirect cost allocations received via these grants have positively impacted our fiscal stability. Our
current Department of Health and Human Services negotiated rate is 26%. We are in the process of
negotiating a new rate that will be effective July 1, 2012. Our proposed rate is 30%; that increase will
further assist us in addressing our campus’s administrative costs.
A key component to the success of these endeavors is a strong alliance with our industry partners. We
currently have active and dynamic participation in health care, manufacturing, and child care alliances.
We are looking to expand our alliances in the fields of technology and business. It is imperative that
these relationships be solid, demonstrating our commitment and educational contribution to the
citizens of Minnesota and the MnSCU Strategic Framework.
Pine Technical College historically has partnered with a minimum of four counties to provide
employment services for its residents. This partnership has served our region well. Even though the
Minnesota Family Investment and Diversionary Work Programs do not provide funding for long term
educational goals, we have been able to offer a variety of short courses that provide individuals with
skills and knowledge to enter the workforce in fields requiring certification and training. Two examples
are certified nursing assistant and welding. It also provides learners with the confidence they may need
to pursue further education, once their economic circumstances improve.
In summary, Pine’s ability to secure grant funding in conjunction with a significant growth in the student
population during the previous six years, has minimized the need to reduce or reallocate personnel or
programs for fiscal year 2013. We do plan to continually practice cost containment measures. Those
efforts will include, but are not limited to, increasing our use of the Campus Service Cooperative,
implementing the LEAN philosophy to streamline processes in back office functions such as Human
Resources and Business Services with the goal of future cost avoidance. A continued diligence, in all
departments, to operate within budget will remain as a standard operating procedure.
Strategic Framework and Budget Narrative
Northeast Higher Education District - Rainy River Community College
Part I: Link to Strategic Framework
In FY13, RRCC will be investing in several key areas. We are hiring a full time Dean of Academic
and Student Affairs, who will be responsible for RRCC’s quality of academic programs.
We are in the process of hiring a third UFT nursing instructor, who will aid in the growth and
development of RRCC’s nursing program, meeting area healthcare workforce needs.
We are hiring a UFT chemistry instructor to continue to grow and develop the Science and
Math Education program at RRCC.
We are hiring a full time recruiter to grow enrollment and increase retention.
We are redesigning our Industrial Technology program from a 45 credit diploma to a 60 credit
AAS diploma. Through meetings with our IT Advisory Board, the 60 credit diploma will help to
meet the local workforce and community needs.
Part II: Reallocations, Investments and Reductions
The Green and Sustainable Construction Technology program will remain suspended for FY13,
as we are not seeing the interest in this program that we once did. Instead, we will capitalize on
the workforce needs and growing interest in the Industrial Technologies field.
For FY13, RRCC will be investing in its future. We are hiring some additional key instructors and
a new Dean of Academics and Student Affairs. We will also be spending some reserves on
necessary facilities upgrades. RRCC has made some very difficult choices in the past several
years and we are now prepared to make some strategic investments. As always, one of our
main objectives from FY13 will be to continue to keep an eye on enrollment, retention, and
student success rates.
Strategic Framework and Budget Narrative
Ridgewater College
Part I: Link to Strategic Framework
Ensure access to an extraordinary education for all Minnesotans.
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Adding one UFT agriculture position to meet growing enrollment in agriculture programs.
Integrating a living laboratory in agriculture where students can participate in the full cycle of
crop production.
Adding two UFT nursing positions (one new and one replacement) to meet NLNAC accreditation
criteria.
We continue to monitor tuition and fees relative to others in the system to insure access for
students. Our total tuition and fees per credit are below the MnSCU system average per credit.
Be the partner of choice to meet Minnesota’s workforce and community needs.
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In 2012 we have partnered with the following companies to provide company specific training
using MJSP grants: Custom Rotomold, Parker Hannifin and Rite Way. We are working with two
additional companies on grant submissions.
We are providing Code Blue training throughout Kandiyohi County. The training starts with a
911 call and follows the patient through the system including first responders, ambulance
services and hospital employees to improve patient safety and outcomes throughout Kandiyohi
County. The training is being supported in part by a grant from Rice Hospital Foundation. The
results of this pilot project will be used to take the training throughout Minnesota.
We added a new program to Ridgewater College using nationally accredited curriculum from the
University of Maryland to provide training for critical care paramedics. This is in response to
local need for higher level paramedics serving Minnesota. It is supported in part by a grant from
the united Way of Kandiyohi County and will begin this June.
We created medical interpreter training program for Somalians. This training is in response to
the Willmar area’s growing Somali population and the need to have properly trained
interpreters for the healthcare industry.
Deliver to students, employers, communities and taxpayers the highest value/most
affordable option.
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We continue to look for ways to enhance the delivery of our student services by streamlining
and reallocating duties and processes. This allows us to make budget reductions after
retirements and resignations and move towards industry best practices.
Ridgewater is currently working with the Campus Services Cooperative to provide reconciliation
services to other MnSCU campuses. We are looking to become a leader in this area increasing
local revenue and assisting the system in achieving greater efficiencies.
We continue to work in cooperation with MSCTC in the delivery of our payroll services.
Our investment in our central heating plant is paying dividends as our future energy costs are
expected to be reduced by over 20%.
Strategic Framework and Budget Narrative
Ridgewater College
Part II: Reallocations, Investments and Reductions
FY Budget Strategy
Ridgewater College will operate within a balanced budget for FY 2013 utilizing fund balance reserves if it
becomes necessary.
Our revenues are projected to be lower than FY 2012 however we plan to increase tuition by 4% to
offset a 10.7% appropriation reduction. There will be no increase in student fees with the exception of a
$.53 increase in the technology fee.
Expenses are expected to increase based on a projected 1.7% increase in compensation and a 17.8%
increase in health care costs, pending contract settlements. We are planning a 3% overall decrease in
non-personnel costs.
Planned changes
Minimal staffing changes will occur in 2013. As a result of a staff resignation we will have a reduction of
1 FTE in our Financial Aid department after duties of two positions have been combined and streamlined
into one position.
Since 2010 our staffing reductions have been limited in the classroom, we have not replaced 4 faculty
positions since 2010 however we have reduced 14 staff positions during that same time.
Areas of Investment
We are making a significant investment in our Agriculture program with the planned hiring of an
additional UFT faculty position. We are also engaged in the exploration of two new programs.
Recently we worked with faculty to allow students to farm the tillable property (previously rented to a
local farmer) around the college land to in effect create a farmland living laboratory. This will give
students a “hands-on” experience in everything from soil testing to planting, growing, harvesting and
eventually marketing crops. This is being done in conjunction with key agriculture industry partners.
In addition to agriculture, we’re hiring two UFT nursing positions (one new, one replacement) to better
position us to meet NLNAC accreditation standards, to ensure academic quality and to position us to
better serve industry needs.
Eliminated, Reduced or Redesigned
Our Computer Art and Publishing program will be closed in FY 2013 due to continuing financial
challenges caused by reduced state appropriations and insufficient program enrollment. As a result of
this program closure we have reduced one full-time faculty position. We’ve also reduced non-personnel
budgets by 3%.
Strategic Framework and Budget Narrative
Riverland Community College
Part 1: Link to Strategic Framework
Riverland’s FY 2013 operating budget will support the three components of the strategic framework–
access and quality of academic programs, meeting workforce and community needs, and efficient use of
resources–in the following ways:
We will not cut any programs and will enhance some programs. We will implement a credit-for-priorlearning model for returning veterans in our Nursing program, which will promote access and meet
workforce and community needs. We will increase the percentage of full-time faculty, without adding
additional costs, to provide greater, more consistent services and improve the quality of academic
programs. We will hire an institutional researcher and a grant writer to increase resources to be used to
improve the quality of academic programs. A restructuring of the business office and participation in the
MnSCU Campus Service Cooperative for payroll operations will increase the efficient use of services.
Finally, we will invest $350,000 to prepare our Austin West Building for the Early Childhood Education
Center project, which will meet identified workforce and community needs.
Part II: Reallocations, Investments and Reductions
Our primary budget strategy is to seek and obtain alternative funding with which to meet the three
components of the strategic framework. We will obtain additional funding from the Department of
Labor Bridges 2 Healthcare Grant, Minnesota Department of Health Grant for Young Student Parents,
and other grants to enhance access to and the quality of academic programs and to support counselors
who serve a growing number of traditionally underrepresented students. We are hiring two processor
positions in Financial Aid and Student Affairs to better meet students’ needs in Riverland’s admissions,
financial aid, and registrations systems. We are reallocating $350,000 from our fund balance to secure
more than $3,000,000 in funding from The Hormel Foundation and Hormel Foods Corporation to help
right-size the Austin West Building and meet community needs identified by a United Way study.
Strategic Framework and Budget Narrative
Rochester Community & Technical College Budget Strategies
Link to Strategic Framework
Access and quality of academic programs
• Continue to expand collaborative agreements/ articulation agreements with Winona State
University, Migrant Health, St. Mary’s University, Augsburg College, University of Minnesota and
others with RCTC being location of choice and access.
• Enhancement of PSEO initiatives with local P-12 institutions.
• Develop and implement a Credit for Prior Learning program, which includes granting college credit
for prior education, work education, work experience, military service, and other appropriate
activities.
Meeting workforce and community needs
• Continued commitment to Customized Training program; incorporate work force assessment data
to better align training with employer needs.
• Involve local community on sales tax referendum for development of campus facilities; expand use
of facilities to City via joint use agreements; continue development of third party sales/rentals for
use of facilities.
• Continue health science clinical relationship with the world renowned Mayo Clinic.
Efficient use of resources
• Reduce and reallocate overall costs centers to improve efficiency of instructional costs.
• Invest in student related infrastructure to enhance overall learning environment.
• Limit tuition increase thereby reducing the overall dependency on tuition to meet general operating
costs of the institution.
• Exploring all Campus Service Cooperative opportunities with each and every staffing transition.
Reallocations, Investments and Reductions
What changes are planned?
• Base tuition will increase 3.5%; overall tuition, including base rate and differential, rate will increase
3.55%, thereby substantially outperforming the 4% limit.
• Costs reductions from prior years will be maintained; additional cost reductions in non-personnel
will help move RCTC towards the average instructional cost index.
• No increase in technology, health services or parking fees.
What activities / programs / initiatives will receive additional investment?
• General fund balance reserve has targeted increase of $1.3 million to improve the college’s
composite financial index (CFI).
• Increase R&R, furniture and capital equipment expenditures to maintain and improve facilities
condition index.
• Begin to use Bookstore reserves for student led non-personnel / capital improvement initiatives.
Strategic Framework and Budget Narrative
Rochester Community & Technical College Budget Strategies
What will be eliminated, reduced or redesigned?
• Tuition differential will be eliminated from 39 courses.
• Tuition differential will be eliminated from six (6) programs.
• Tuition differential for eight (8) courses will switch to two (2) programs.
• Tuition differential for hybrid courses will be aligned with on-line courses.
• Staff positions, via attrition, will be eliminated or moved to Campus Service Cooperative.
• Instructional costs will be reduced.
• Begin implementing new space utilization software as beta site for rollout.
• Identify campus service cooperative areas for development and begin to move implementation as
appropriate.
Strategic Framework and Budget Narrative
Saint Paul College
Part I: Link to Strategic Framework
Saint Paul College’s FY 2013 operating budget directly supports the three components of the strategic
framework. First, Saint Paul College will increase access and quality of academic programs through a
$288,000 targeted investment that converts part-time faculty positions into six full-time faculty
positions. These positions will help improve the quality of academic programs by increasing the
presence of committed faculty on campus who provide extraordinary student support and participate in
college initiatives and committees. Further, Saint Paul College will increase access for students who seek
to complete a degree program on weekends by offering, for the first time, a weekend college program
starting in the fall semester 2012.
Second, Saint Paul College will meet workforce and community needs through a $191,000 targeted
investment by creating a new dean of workforce development position and a student success
coordinator. The new dean will be responsible for insuring the college is a partner of choice for
businesses and community in the City of Saint Paul and surrounding communities. The student success
coordinator will be responsible for increasing the retention and completion rates of existing students by
implementing uniquely tailored learning communities on campus.
Third, Saint Paul College will deliver the highest value to its students, employers, communities and
taxpayers by creating more efficient operations and reducing its indirect non-salary costs by
approximately $490,000 and indirect salary costs by approximately $419,000 in the following areas: (1)
Restructuring administration personnel costs and not replacing two vacant budgeted positions, saving
approximately $156,000; (2) Reducing IT services by not replacing one vacant budgeted position, saving
$77,000; (3) Reducing facilities costs by consolidating the second and part of the third shift and not
replacing two vacant budgeted positions, saving $112,000; and (4) Reducing financial aid costs through a
collaborative shared services and cross-training effort with enrollment services and not replacing one
vacant budgeted position, saving $74,000.
Part II: Reallocations, Investments and Reductions
In response to a $1.3 million (11.8%) state appropriation reduction for FY 2012, Saint Paul College
completed an extensive strategic budgeting alignment process with input from students, faculty, staff,
and the College’s General Advisory Committee. With the help of multiple stakeholders, the College has
been able to address the FY 2012 reduction in state appropriations and balance the budget for FY 2013
using the following strategies: (1) a 1.3% enrollment growth assumption; (2) an alignment of all nonpersonnel budgets; (3) a reduction in indirect salary and non-salary costs in order to meet the third
strategic framework goal and use existing resources with increased efficiency; and (4) a targeted
investment in the future that will, as discussed in Part I, increase access and quality of academic
programs and increase the College’s ability to meet workforce and community needs.
Strategic Framework and Budget Narrative
Saint Paul College
Overall, despite the deteriorating economic climate and ensuing reductions in state appropriations, the
College’s vision is unchanged: to be recognized as a leader in providing the best community and
technical education available in order to meet the employment needs of rapidly changing work
environments. With less state support, the delivery of high-quality innovative and traditional academic
programs designed to increase student access and opportunity will be the key to financial health and
survival. The College will continue investing in programs that meet student needs, serving the region’s
economic development needs, and ensuring the institution’s long-term financial viability.
Strategic Framework and Budget Narrative
South Central College
Part I: Link to Strategic Framework
Ensure access to an extraordinary education for all Minnesotans
•
SCC will strengthen its ability to support curriculum development and faculty training by hiring a
Faculty Development Specialist. This was originally budgeted for in FY 2012 but never filled.
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The college will devote resources to student engagement initiatives, advising resources, diversity
training, simulation exercises, and tutoring capacity for Mechatronics and STEM careers.
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Additionally, SCC will make facility investments in a fabrication lab to increase capacity for
project-based technical training and technical program classroom updates.
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SCC will initiate a restructure of the college’s college readiness curriculum to better meet the needs
of the individual student, accelerate the pace, and improve course outcomes.
Be the partner of choice to meet Minnesota’s workforce and community needs
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Building on the college’s early success with implementing Right Skills Now for Manufacturing—an
industry sponsored national project piloting accelerated credentialed learning in computer
integrated machining—the college will prepare for accreditation of the program and faculty
members, as well as use the education model to develop an accelerated welding program.
•
SCC and Minnesota West will partner to initiate the development of the Southern Minnesota Center
in Agriculture, continuing to utilize the support and direction of industry sponsors from across
Southern Minnesota.
Deliver to students, employers, communities and taxpayers the highest value/most affordable option
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SCC will work with the Shared Service Cooperative for account reconciliation, partner with
Minnesota West for a shared Dean of Agriculture, and investigate efficiency strategies for
collaborating with the college’s 2-year peers in southern Minnesota on liberal arts course offerings.
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The college will be transitioning to the Academic Quality Improvement Program (AQIP) Pathway for
accreditation this year. AQIP will provide a stronger structure for emphasizing quality and the
creation of process efficiencies. SCC will reallocate funding previously spent on a faculty release
assignment to support the creation of a Continuous Improvement and Assessment Coordinator.
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The college will partially fund a Fitness Center Director in an effort to partner with our student body
and their purchase of college fitness equipment to be used for academic and recreational purposes.
Part II: Reallocations, Investments and Reductions
Early position reductions initiated in the FY 10 operating budget and SCC’s strategic preparation for
anticipated capital bonding expenditures have positioned the college for financial stability. Since this
time, SCC has successfully obtained over nine million dollars in federal, state, and foundation grants to
support the development of technical programs, equipment purchases, facility improvements, and other
initiatives. The first of our federal Department of Labor grants ended in February 2012. SCC will be
investing in the sustainability of the technical program supported by this grant by integrating two
Mechatronics faculty into the operating budget.
Strategic Framework and Budget Narrative
Southwest Minnesota State University
Part I: Link to Strategic Framework
1. Ensure access to an extraordinary education for all Minnesotans.
Southwest Minnesota State University (SMSU) continues its efforts to provide the best education to its
students. We are moving seven of our longer standing fixed term positions to probationary positions,
showing to our faculty and students our commitment those programs. These programs include not just
major courses but courses for our recently redesigned outcomes-based Liberal Education Program.
SMSU has transitioned an employee from part-time admissions and part-time retention director to full
time retention in a new Office of Student Success in order to support our current students so that those
needing additional direction are more likely to persist to degree completion.
2. Be the partner of choice to meet Minnesota’s workforce and community needs
At the Regional Manufacturing Sector Workforce Meeting held at SMSU in April, the represented
companies all asked for students who can think critically and creatively, solve problems,
communicate and work collaboratively. Southwest Minnesota State University strives to meet these
needs through the learning outcomes of the Liberal Education Program as well as through the rigors
of the major courses. We have increased operating budgets in strategic areas in order to support
implementation of a comprehensive assessment plan that is designed to create the infrastructure
for continual improvement of academic program and student services support quality.
3. Deliver to students, employers, communities and taxpayers the highest value / most affordable
option.
SMSU is keeping its overall tuition, fees, room and meal increases to roughly 4% in an attempt to
keep tuition accessible to all students. We have reconfigured our scholarship program to create
additional opportunities for a variety of students. SMSU strives to be cost effective in all areas. We
are currently replacing lighting fixtures so as to save not only in the use of electricity but also in the
replacement of lamps for a greener community. All cost savings measures assist in helping SMSU to
be good stewards of the taxpayer dollars.
Part II: Reallocations, Investments and Reductions
Southwest Minnesota State University plans to eliminate the Rural and Regional Studies Program in
fiscal year 2013. The faculty had successfully integrated the content and learning objectives of the
program across the curriculum. The faculty member in that area has transitioned to the Social Sciences
department and will be retained to teach geography courses. The Spanish Education major has been
suspended and the department is working to restructure the program so that it can become a program
that will provide the skills and knowledge that are needed for today’s students and employers.
Strategic Framework and Budget Narrative
Southwest Minnesota State University
In fiscal year 2012 three task forces were formed to initiate programs that are needed in our region.
These three task forces will continue to be funded in FY13 to bring the work completed to date to
successful outcomes. Our 2+2 Task Force is well on its way to delivering additional articulation
agreements that meet the needs of some of our MnSCU two year institutions. The Agriculture Task
Force is developing a curriculum for it general agriculture program with hopes to begin the program in
the Fall of 2013. The RN to BSN Task Force has developed it curriculum and with further strategizing
with Community Partners we hope to hire a director during fiscal year 2012 and begin the program in
the Summer of 2013.
Our Culinology Program continues to grow and an updated Strategic Business Plan is being reviewed and
discussed with the Culinology Advisory Board. Our Exercise Science Program is expanding not just in
students but with additional space that has been allocated to it. Additional program funding will be
funneled to each of these programs.
Strategic Framework and Budget Narrative
St. Cloud State University
Part I: Link to Strategic Framework
As the university continues to realize the strength of the structure of our reorganization, we are more
closely aligned to offering the programs that are in high demand by employers, such as medical and
nuclear radiology technologists, information system assurance and teacher education. Our students are
collaborating with various industries designing product testing criteria, supporting young parents
pursuing higher education though our child care center, and collaborating with the medical community
to develop programming for healthy lifestyles for kids. The University is investing in technology that will
identify students at risk and are refining the way data analytics are used to monitor student progress.
Reallocated resources are being distributed to best meet our post reorganization structure which
includes eight positions in the schools and colleges for student services, administrative support and
experiential learning and outreach specialists. These positions will improve counseling and advising for
students in their major, increase employer and community partnerships and active learning
opportunities. The university continues to do this while managing a significantly reduced workforce and
equipment inventory as a result of recent allocation reductions. The university minimized the tuition
and fee increases this year to allow students an educational opportunity without significantly increasing
the cost burden. These activities support the three components of the strategic framework.
Part II: Reallocations, Investments and Reductions
The university’s budget strategy for FY 2013 is to balance the resources allocated, the requirements
expressed and planning for the future so the university is meeting the needs of the students, faculty and
the employers of the state and nation. The university is strategically providing an education that meets
the challenges of changing technologies, global proximity and nimble expectations. In striving to attain
this balance, the university is reinforcing the faculty ranks after significant reductions, and investing in
technology to increase the speed of curriculum development and change. Through reallocation, the
university is increasing student support in the academic, administrative and service areas and
implementing programming to better assess student learning and program improvement. Academicians
are planning for the future opportunities in teaching and student laboratory exercises that will avail
themselves with the construction of the new Integrated Science and Engineering Laboratory Facility.
Significant investments are being made in University College, advancing access for students with special
learning needs, and enhancing the retention of students who are struggling academically. The university
thoughtfully managed significant reductions last fiscal year, so no further reductions will take place.
Strategic Framework and Budget Narrative
St. Cloud Technical & Community College
Part I: Link to Strategic Framework
St. Cloud Technical & Community College’s operating budget supports the three components of the
strategic framework through minimal tuition and fee increases, academic investments, increased
student support, and continued collaborative partnerships. The college also continues to evaluate and
reallocate resources and operational expenses to align with strategic initiatives. This has included
balancing tuition and fee increases and declining appropriations with operational expenditure increases
as a result of increasing personnel costs, inflation, and academic and student support investments.
Tuition increases for both FY13 and FY12 have been set at 3% while student fees have increased by just
1% for FY13 and .6% for FY12. This has been the result of a concerted effort to continue to provide
resources for investments in academic program enhancements and student support while keeping
tuition and fee costs affordable for students. Prior year investments in Baldridge Express, Foundations
of Excellence, AQIP, and CQIN have provided a framework and plan for continued enhancements of
instructional quality, student assessment, and student support and the FY13 operating budget reflects
reallocations of resources to support these plans.
St. Cloud Technical & Community College continues to work with workforce advisory groups, industry
partners, other state and local agencies including school districts, other MnSCU institutions, regional
economic development organizations, DEED, and the local workforce center to meet workforce and
community needs and to enhance efficient use of resources by sharing services, leveraging resources,
and eliminating redundancies. The FY13 operating budget reflects the impact of these partnerships
through reduced operating costs as a result of shared resources, services and collaborative efforts.
Part II: Reallocations, Investments and Reductions
St. Cloud Technical & Community College plans to reduce costs for FY13 through the elimination of a
Vice President position, the reduction of temporary staff, the reduction of part-time hours, and
reductions in the level of capital investments in equipment, marketing expenditures, and travel. Other
personnel positions are being evaluated for potential reorganization and restructuring to better support
strategic initiatives while increasing efficiencies. Facility usage is being analyzed to determine if
scheduling can be better structured to reduce energy costs. Shared services and collaborative
purchasing continue to be evaluated and explored to reduce costs. Prior year capital investments in
infrastructure and equipment through stimulus, capital bonding, and HEAPR funds have enhanced
academic programs, increased efficiencies, and resulted in cost savings for the FY13 operating budget.
Cost savings realized through the initiatives discussed above have been reallocated and reinvested.
Academic and student support investments include hiring several full-time faculty positions, the addition
of a Transfer Specialist to provide additional advising services to students, and expansion of the
Associate Degree of Nursing to help meet program demand and workforce needs. The college will also
invest in a Graphic Artist position to eliminate on-going consultant fees, provide consistency in graphic
materials, improve branding for the college, and facilitate website enhancements. An additional
investment has been incorporated into the budget for the reorganization of Institutional Advancement
to support the strengthening of community relationships, develop additional friend and fund raising
opportunities, and increase funding available for student scholarships and capital investments.
Strategic Framework and Budget Narrative
Northeast Higher Education District - Vermilion Community College
Part I: Link to Strategic Framework
Vermilion’s FY 2013 operating budget was developed to continue to operate within the fiscal constraints
which have accompanied years of decreased funding at the state level while maintaining our fiscal
viability ratios at acceptable levels. This budget continues to reflect general fund expenditure
reductions which were realized through the closing of four academic programs over the past two years.
Although program closures may seem counter to the first portion of the Chancellor’s strategic
framework, these decisions were made after careful consideration as to how the college could refocus
its efforts and resources on our core signature programs. In support of the “access to quality academic
programs” component we have dedicated more funds to our Seasonal Park Ranger Training program,
one of only 13 such programs in the country, as well as having just received national accreditation for
this program from FLETA. We have also bolstered our efforts in the Natural Resources, Biology, and
Fisheries and Wildlife areas through the hire of new faculty who bring a wealth of current experience
and updated technological skills to our institution.
The college continues to diligently respond to regional workforce and community needs as illustrated
through our development of a Chemical Technology Program on the advice of the district’s General
Program Advisory Committee. This program is currently transitioning into a more general
Environmental Technician program to meet the broader needs of the emerging non-ferrous mining
operations currently underway in Northern Minnesota. The fiscal 13 budget has not been negatively
impacted by these initiatives as we have received outside grant monies for all expenditures to date.
Vermilion has put great focus on the efficient use of resources and the savings that are realized through
such efforts. This budget reflects increased profitability in three of our four major auxiliary enterprises
as well as further reductions in our personnel budgets through attrition and redistribution of duties. The
college has also realized significant savings in energy costs through lighting replacements and HVAC
upgrades which are also reflected in our FY 13 budget.
Part II: Reallocations, Investments and Reductions
We continue to transition to a model which has a greater reliance on tuition revenue as state funding
further erodes. Our FY 13 budget strategy is built upon continuing our strong enrollment trend of the
past two years. These plans necessitate the need for replacement of some of our current on-campus
housing and expansion of our overall housing capacity. This is a major initiative which will receive
funding attention in FY 13 and beyond. We have also discontinued our college’s individual efforts in
CE/CT to recognize significant savings. These services will be transitioning to a district model in which
one provider exists for all five of the district colleges. District initiatives which allow for the sharing of
certain services will continue to play an important role in future savings; we are currently working on a
district-wide shared IT model which will eventually lead to increased efficiencies and savings.
Strategic Framework and Budget Narrative
Winona State University
Part I: Link to Strategic Framework
Winona State University meets the strategic framework in its FY2013 budget through many different
methods. Enrollment levels are approaching or at all-time record levels demonstrating the student
demand for the WSU experience. WSU through its nursing, education, business, liberal arts and sciences
programs is responding to the needs of the workforce and the community. Re-investment in the high
demand areas through budget reallocations demonstrates that commitment. WSU is committed to a
high value/affordable option for students by virtue of its budget planning which will allow the tuition
increase to only be 3% in FY2013.
As a part of our 10 year HLC accreditation process, WSU established a “Next Chapter” internal grant
process. WSU’s “Next Chapter” is the opportunity for the campus community to create collaboratively
the vision and foundation for our future. WSU is seeking proposals for innovation projects; based on
the HLC Next Chapter Areas of Interest, HLC Accreditation Criteria, and MnSCU Strategic Framework,
which will add distinctiveness to the academic enterprise and contribute to student life. WSU has set
aside $500,000 in one time seed money for the “Next Chapter” initiative and as efforts are proven
successful will be rolled into the base budget over time.
Part II: Reallocations, Investments and Reductions
Winona State University engaged in budget planning for FY2013 with a goal of limiting the rising cost to
students. Through prudent planning and conservation of resources, WSU was able to keep the tuition
increase to 3%. While this is still an increase, it is lower than the average annual increase of 5% over the
past five years. Factors that allowed the lower than average tuition increase include a small enrollment
growth from FY2011 to FY2012, forecasted total cost salary settlements of 3% or less and a stable state
appropriation from FY2012 to FY2013. WSU will be reallocating dollars from retirements, resignations
and other savings into high demand programs such as Nursing, Education and Liberal Arts as the needs
clarify this Spring and Summer.