Strategic Framework and Budget Narrative

Alexandria Technical and Community College

Part I: Link to Strategic Framework

Access and Quality of Academic Programs

ATCC has maintained consistent enrollment since 2011 with slight increases in 2013. This budget reflects continued growth in dual credit options through PSEO, Concurrent, and Online College in the High School; online enrollment through its Distance Minnesota collaboration; and Transportation and Manufacturing programs filled to capacity. The AA degree is now the largest program at the college and is projected to continue its growth.

The single largest change in 2013 for the campus life included the opening of Foundation Hall, a 150 bed student housing unit built and operated by the college Foundation. During the first year of occupancy, the facility was filled to capacity during fall and spring semester. The impact of students living on property adjacent to the college has provided increased student activities. The college is increasing its commitment to support the change in campus life as it moves forward.

To maintain the quality of its programs, the college is reviewing and processing waivers to continue its AAS programs which exceed 60 credits. The commitment to providing high skills training that will fully prepare students for advanced manufacturing, health care, and skilled technician positions is a core strategy of the college. To accomplish this, the college is increasing the number of programs with national certification. The Diesel Program was recently accredited by Association of Equipment Distributors (AED) and ATCC is currently working on accreditation of the Associate Degree of Nursing and Practical Nursing programs.

Meeting Workforce and Community Needs

Input from active Advisory Committees drives current curriculum changes and allows the college to 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.

An apprenticeship program for the Machine Tool Technology program area was successfully implemented and funding for its continuation is included in this budget. The program has been designed to meet standards of Minnesota apprenticeship programs and has been approved by the MN Department of Labor and Industry.

ATCC has applied for a grant from the 3M Corporation to facilitate a beta program between ATCC, 3M and regional school districts to design a career path network by creating regional manufacturing workforce education/development clusters that will assist in growing a sustainable workforce.

Efficient use of resources

ATTC applied for and received $32,175 leveraged equipment dollars. Those dollars coupled with industry grant funds paid for the purchase of two Mazak CNC machines in the Machine Tool program. The equipment has a value of $200,000.

Alexandria Technical and Community College

The Fiscal Year 2014 budget reflects a net reduction of approximately 3.75 FTE which includes an Associate Dean of Academic Affairs, Director of Admissions, a Masonry instructor, and .75 FTE of faculty in Law Enforcement Skills through redesign and reduction of a section. The $262,000 in budget reductions is being used to offset the negotiated salary settlements and increase our investment in academic equipment and reinvestment in facilities.

Part II: Reallocations, Investments and Reductions

What changes are planned?

The college is strategically planning for funding that potentially will support additional leveraged funds for equipment, increased involvement in business and industry internships for students, and improvement across the system performance goals. This includes increased student intervention to support completion, new program options, and continuation of the college learning outcome tracking.

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 and includes an overall reduction of 3.75 FTE’s (from fiscal year 2013 to fiscal year 2014) and limited investment in equipment.

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. The decision to close the masonry program is a result of the last review.

The college Administration functions and duties will be realigned to absorb the reduction of the Academic Affairs Associate Dean and Director of Admissions positions.

What investments in innovations and high priority work are planned?

ATCC developed a new Speech Language Pathologist Assistant program to begin in the fall semester of 2013 and is working in partnership with regional healthcare partners and Anoka Ramsey Community College to determine if there is a viable option to bring ARCC’s Physical Therapy Assistant program to the region.

Working with Minnesota State University Mankato, ATCC is implementing an AS degree in Engineering Technology. The degree will lead to an articulated pathway for students to take the undergraduate courses in high school or at the college locally before transferring to Mankato for completion. This is an outcome of continued work with the Minnesota Center for Engineering and Manufacturing Excellence.

ATCC will continue to explore shared services with the Campus Service Cooperative and/or other MnSCU institutions.

Strategic Framework and Budget Narrative Template Anoka-Ramsey Community College Part I: Link to Strategic Framework This budget request reflects Anoka-Ramsey Community Colleges’ (ARCC) commitment to quality academic programs, improved retention practices, data driven academic scheduling, and collaborations with our K-12 partners. Funding efforts include; 1.) An increased focus on instructional excellence, by expanding the Quality Improvement Process (QIP); which focuses on course development by utilizing the PRomOTE concept (peer review of my online teaching experience). 2.) An effort to improve retention by implementing high impact retention practices, such as undergraduate research and a first year experience program. 3.) A new comprehensive program that prioritizes academic programs, which results in streamlined offerings and cost savings.

Over the years the college has developed many partnerships with its K-12 partners, other colleges and universities and businesses. New to the list is the colleges’ partnership with Irondale High School (IHS). ARCC and IHS will be collaborating on an aggressive early college initiative program. IHS’s new Early College program will target Irondale students who are in the middle of their class (30th to 70th percentile). With the Early College program, post-secondary success will become the rule for all students and the opportunity to earn an associate degree will become a reality for many more students than before. In addition the college has partnered with nine other community colleges in an attempt to expand healthcare pathways for our students. The group has received a $19.6 million grant from the Department of Labor.

Part II: Reallocations, Investments and Reductions On July 1, 2011 Anoka Technical College and Anoka-Ramsey Community College became an aligned institution. Since that time administrators for the two colleges have been aligning departments with the intent to find efficiencies and to implement best business practices. The following departments have been aligned and are now reporting to the same administrator/manager: Marketing, facilities, information technology, finance, safety and security, institutional research and the professional workforce center. The Human Resources Departments and the student services departments have been strategizing and will implement their plans during fiscal year 2014.

Salary savings have been recognized with alignment however the college will have to implement additional cuts or find savings by delaying the hiring of vacant positions. In the last four fiscal years (2010-2013) the college has reduced its workforce and recognized a four year total salary savings of $2,335,958.

Strategic Framework and Budget Narrative Template Anoka Technical College Part I: Link to Strategic Framework This budget request reflects Anoka Technical Colleges’ (ATC) commitment to cultural diversity and institutional integrity. The college is committed to creating a positive, supportive environment and welcomes a diversity of opinions and ideas for students, faculty and staff of all cultures. The college is dedicated to helping every learner acquire the essential knowledge, skills and attitudes to be successful. Within the goals of the Master Academic Plan of ATC is the need to expand delivery strategies. The college will be submitting a substantive change request to deliver online programs to the Higher Learning Commission. ATC is committed to quality in online education. The college became a Quality Matters™ statewide subscriber in August 2008 and has started working to incorporate Quality Matters into phases of its course design processes. The goal is to help faculty understand the Quality Matters rubric and to help faculty design their online courses to meet the Quality Matters standards. In October of 2012 ATC initiated a new program task force with the goal of introducing concepts for new instructional program opportunities at ATC. The vision for this initiative was to identify new programs that are relevant to the college’s academic goals, and meet MnSCU strategic framework of ensuring access to an extraordinary education, serve as a partner of choice to meet Minnesota’s workforce and community needs and to deliver the highest value and most affordable educational option. The task force introduced, reviewed, and assessed numerous potential academic programs. All programs were screened, some were discarded and several were advanced to further scrutiny by the task force. Ultimately the task force recommended three new programs, the expansion of three existing programs, and it is still exploring two programs. The college has also reevaluated all of its online course offerings. Part II: Reallocations, Investments and Reductions On July 1, 2011 Anoka Technical College and Anoka-Ramsey Community College became an aligned institution. Since that time administrators for the two colleges have been aligning departments with the intent to find efficiencies and to implement best business practices. The following departments have been aligned and are now reporting to the same administrator/manager: Marketing, facilities, information technology, finance, safety and security, institutional research and the professional workforce center. The Human Resources Departments and the student services departments have been strategizing and will implement their plans during fiscal year 2014.

Salary savings have been recognized with alignment however the college will have to implement additional cuts. Positions will be left vacant and the college is reviewing its use of college lab assistants.

Strategic Framework and Budget Narrative Template Bemidji State University Part I: Link to Strategic Framework Bemidji State University’s operating budget provides direct support the goals of the Strategic Framework. FY2014 will be the first year that our new master academic plan will be implemented. The plan’s goals focus on four areas: becoming financially sustainable; becoming distinctively BSU; becoming internationally competitive; and designing organizational support for the first three goals. A new nursing cohort was added at Century College this year and the university is expanding its online presence in the accounting, business administration, and mass communications programs. The university has also partnered with funders and employers to facilitate dozens of student internships in fields that include graphic design, exercise science, manufacturing and alternative energy. The university has added an internship coordinator position to provide coordinated leadership in expanding upon these initial successes. The master academic plan also calls for each BSU student to be provided an opportunity to participate in service learning/community engagement experiences within and/or outside of the classroom. The university will also be adding a Pearson testing center that will not only benefit our students, but also serve area businesses and the general public. The university looks to maximize its resources through internal and external partnerships. Alignment with Northwest Technical College continues to advance as a comprehensive enrollment management staff structure has begun. The university has also worked with the local school district to further share facilities so that each entity’s needs are met and costs are shared. Part II: Reallocations, Investments and Reductions The university has closed two low enrollment majors and reinvested the funds into its FY2014 budget to staff the implement of the new master academic plan. One example is the addition of an international recruiter. The university has also reinvested funds to improve student success. More resources have been dedicated to meet the growing demand of students with disabilities and to specifically address those needs in our online offerings. A position has also been added to support the needs of our students by having a dedicated faculty position for our writing center. The university has also invested in a position dedicated to summer programming. The goal is the position will pay for itself several times over as it works to bring camps, conferences, and other events to our campus during the summer months. These new customers will increase operating revenue as well as better utilize the facilities we have in a highly desirable natural setting.

Strategic Framework and Budget Narrative Central Lakes College Part I: Link to Strategic Framework Central Lakes College (CLC) has focused on maintaining access by maintaining the depth of academic programming by discipline, but becoming more efficient in scheduling within each academic program. CLC is expanding academic offerings in advanced manufacturing programming (Machine Trades, Robotics, Welding, Robotics Welding, Plastics and Rapid Prototyping) through the Department of Labor Advanced Manufacturing (DOL AME) Program. CLC is re-vitalizing Customized Training through re-organization and alignment with the DOL AME programming and expanding scope within the Central Minnesota region. CLC is maintaining affordability through no fee or tuition increases. In addition, CLC has focused on efficiencies through re-organization and reductions across the institution in order to improve financial health, and to best position our institution to respond to the changing environment. Part II: Reallocations, Investments and Reductions CLC has prepared this budget by adjusting staffing levels to reflect projected enrollment. We have not replaced faculty positions to match anticipated enrollment declines. In addition, CLC has moved staff internally into newly created positions with the Department of Labor AME grant or internal vacant positions. This has created re-organization and reductions in student affairs, business services, human resources and marketing/public affairs. We reduced men’s and women’s golf, choral options, advanced languages, counseling and other course/extra-curricular offerings due to enrollment declines and changing demographics. We added student success course offerings to assist with student success and retention, and have focused on curriculum re-design to improve coring/partnerships with internal academic disciplines. We have focused on revenue generation as a way to support key priorities for the institution. Areas of emphasis for FY14 are College in the Schools, Advanced Manufacturing curriculum and partnerships, re-vitalizing Customized Training, Ag and Energy Center expansion, grants and improved financial health.

Strategic Framework and Budget Narrative Century College Part I: Link to Strategic Framework Century College will not finalize its budget until June. Our preliminary base operating budget includes the items listed below. 1. Ensure Access to an Extraordinary Education for all Minnesotans 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) $517,268 Funds to support innovation in teaching and learning (Technology Initiative Fund, e-Learning support, Fabrication Laboratory): $413,290 Operational support for our student services, including 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): $1,038,486 Supporting institutional effectiveness and assessment to support the development of measurable learning outcomes: $431,312 Initiatives to address issues of equity and to increase student success, completion and transfer (Bridge to Success, Developmental Education Initiative, Achieving the Dream): $669,263 Promoting and supporting diversity with faculty and staff (MLK Event, Seeking Educational Equity & Diversity (SEED) program, Reflection and Renewal, and Common Book): $109,225 2. Be the Partner of Choice to Meet Minnesota’s Workforce and Community Needs Supporting community needs (Marketing Speaker Series, Community Relations and Outreach, Community dental clinic, Service Learning, Concert Band, Orchestra, Jazz Ensemble): $499,136

Supporting workforce development through Instructional Equipment, Advisor Dinner, New Program Development, and Adult Options: $310,110

Century College Ongoing support of other external relations (with alumni and K-12), including the continuation of our Joint Powers Agreement with the NE Metro 916 Intermediate School district: $331,946

3. Deliver the Highest Value / Most Affordable Option by Designing the Minnesota State Colleges and Universities System of the Future

Funding for process redesign to improve critical processes in conjunction with the work of the Campus Service Cooperative: $20,000 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): $881,119 Part II: Reallocations, Investments and Reductions We have set a target of $2,000,000 in possible reductions and reallocations for FY2014 and have begun the process for identifying and prioritizing the reductions. The reductions will come from a variety of sources, including holding open or eliminating several vacant positions, reducing the number of budgeted adjunct faculty (by generating the same number of FYE through fewer sections by more tightly managing section offerings), changing service delivery of support services, increasing efficiencies in facilities to reduce energy use, 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” strategies and to meet the MnSCU Strategic Framework measures.

Strategic Framework and Budget Narrative Dakota County Technical College Part I: Link to Strategic Framework Access and Quality of Academic Programs

• Extensive program review in five academic programs to examine enrollment, efficiencies, relevance to industry and a number of other program health factors.

• Possible development of new or repackaged programs in areas such as health, IT and design. Meeting Workforce and Community Needs

• Leverage Customized Training & Continuing Education division to expand partnerships and opportunities with business and industry.

• Expand internship, externship and soft skills development opportunities to better prepare students to meet business and industry needs.

• Continue development of MnSCU Transportation Consortium with DCTC serving lead. • Leverage partnership with local school district and DCTC’s position as Transportation

Consortium lead to create new pathways and expand collaborative efforts in transportation. Efficient Use of Resources

• Continue to foster shared service partnerships with Inver Hills Community College. • Investigate more opportunities with the MnSCU Campus Service Cooperative initiative. • Develop project-oriented initiatives to leverage the talents of faculty and staff in addressing

specific strategic directions and short-term challenges. Part II: Reallocations, Investments and Reductions Planned Changes

• Employ zero-based budgeting principles to maximize efficiencies and budgets. • Utilize coring to reduce or eliminate program redundancies (ie. equipment, tools, lab space). • Evaluate and update the campus program efficiency review procedure to advance a more

extensive program review process. Activities, Programs & Initiatives to Receive Additional Investments

• Expand internship, externship and soft skills opportunities for students. • Utilize new Director of Student Success position to focus on retention efforts.

Eliminations, Reductions or Redesigns

• Suspend Concrete Masonry program due to low enrollment, poor efficiencies, and weak industry demand.

• Strategic review of programs of concern to identify redesign options to improve efficiency and effectiveness.

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 (FDLTCC) has committed operating funds toward staff/faculty time spent on furthering the strategic framework of the MnSCU system, development of the Alliance for Sustainable Transformation, and financial commitments to summer acadamies and bridge programs. The following areas are the focus of our efforts: Meeting the workforce and community needs:

• Meeting with area industry leaders for input on shaping our program curriculum to more directly serve their needs. These meetings include the areas of electrical utilities technology, clean energy, corrections, computer security/forensics, and environmental studies/sustainability.

• Developing “Internships Across the Curriculum”: Thus far, we have established internship and research credits in geography and philosophy and have students pursuing summer internship/research opportunities at Marshall Space Center in Alabama and at an organic farm in Montana.

• Offering financial literacy and technology training to parents/caregivers, and the PK-12 schools. Academic Programming:

• Piloting a day-school learning community for the AA that will meet from 9:00-3:00 MTWTh. The curriculum is set for four-semesters; tutoring is worked into the day and the classroom; and hours accommodate students’ needs regarding their schedules with children and work.

• Offering three week-long summer academies, one aimed at high school students, one for entering college students, and one focused on transfer for returning college students.

• Piloting a Student Ambassadors program to better facilitate effective communication between students, represent the college at official functions, and provide more intensive leadership training for our students.

• Creating a faculty-driven writing lab; this is in addition to tutoring offered through our existing services. The Writing Lab offers direct assistance from faculty to students with writing assignments across all disciplines.

Part II: Reallocations, Investments and Reductions FDLTCC’s main focus continues to be on student success, including retention and completion. We continue to evaluate current practices to determine where change may be needed, and redesign those areas with efficiencies and cost savings in mind. Many of the areas mentioned are funded by grant opportunities. While we realize grant funds may not be available forever, we are using them now to build programs that will be sustainable into the future. Provide training to students, faculty and staff:

• Training related to dealing with diverse populations and provide more direct access to culturally relevant content.

• Increased use by faculty of the early alert program that identifies students in trouble in order to keep them on track.

• Created and offered financial literacy training. • Redesigned orientation and learning seminars to create efficiencies • Purchased mobile computer labs so classes can be brought out into the broader community; for

instance we expanded our reach to parents of young students from head start to the high school students. Access to technology is a real key to creating student success.

We plan to make these activities an embedded part of our operations and will continue to be fiscally responsible, but at the same time keep the opportunities that are important to us as an institution and to our students.

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 2014 operating budget includes funding for the following: Access and quality of academic programs:

• Enhancing assessment efforts to improve current programs and increase student success. • Data analysis to identify trends that will be addressed to meet student needs. • Expansion of partnerships with school districts for students’ transition and success in college. • Integration of General Education skills within Technical Education programs. • Continued use of state-of-the art technology contributing to effective teaching and expanded

student success. 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 Financial Aid counseling, processing, verification, and communication with students.

• Collaboration with Campus Service Cooperative, as well as with other MnSCU colleges. • Coordination across campuses, service units and programs to improve service delivery

contributing to student success. Part II: Reallocations, Investments and Reductions Enrollment has declined for two years and with an improved economy/job market is likely to decline in FY2014. Therefore, planned reductions have occurred to “right-size” the college budget and reduce staffing to more closely approximate 2010 levels. There is continued investment in student success-related staff positions such as advisors and lab assistants who work closely with students and contribute toward retention and completion results. Continued focus on high school partnerships are developing pathways for secondary students to complete high school through PSEO and through grant-funded programs that bring high school students onto the HTC campus. There are also planned staff reductions due to advances in technology, which provides systems that enhances the delivery of routine processes, such as room scheduling, payroll, and HR approvals. Increased grant acquisitions have provided funding to off-set indirect-related costs and enhanced college services.

Strategic Framework and Budget Narrative Inver Hills Community College Part I: Link to Strategic Framework Inver Hills Community College 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.

Additionally, we are in our second year of a campus wide budget committee. The committee has focused its efforts on how to ensure community conversation and participation in budget discussions as well as soliciting input. These conversations are structured around the strategic framework and include providing data necessary to set targets for desired outcomes identified in the strategic framework, better define shared service opportunities that propel campus service cooperative strategies, explore more fully the role of technology in ensure affordable and quality educational opportunities, and provide clearer marketing strategies for career and academic pathways and educational offerings.

Finally, we have specifically planned the budget around key priorities in the strategic framework including concurrent enrollment, an analyst for better reporting on outcomes, and utilization and participation in the Campus Service Cooperative. Our master planning efforts (academic and facility) were updated within the new framework and there has been significant discussion in regards to baccalaureate completion, career pathways, workforce planning, and active learning environments. These investments have been identified as directly furthering the strategic framework.

Part II: Reallocations, Investments and Reductions

IHCC has restructured and realigned as we addressed issues related to phasing our Center of Excellence funding. Restructured learning communities and teacher collaborations refocused personnel effort toward K-12 partnerships.

We embarked upon an extensive review of bookstore operations as a region in order to identify revenue sources that can be leverage to directly benefit students.

Anticipated savings in strategic sourcing and shared services was redirected to foundation and institutional research staffing needs.

Strategic Framework and Budget Narrative Template Lake Superior College Part I: Link to Strategic Framework Lake Superior College completed a Master Academic Plan (MAP) in fiscal year 2012 which charts its direction for the next three years. The plan supports the college strategic plan and calls for actions that align with the strategic framework:

• Increase retention and success • Meet employer requirements • Improve cross-divisional collaboration • Increase faculty development including mentoring • Assist students with identifying and completing course and program targets • Deliver more evening and weekend courses to provide better access for students

The first investment is an expansion of the Integrated Manufacturing and Aviation programs. The expansion requires a financial investment in facilities since the college does not have space to meet the program needs.

The college can also improve access for students by collaborating with the University of Minnesota, Duluth (UMD) on a new program called ARCHES. Students that do not meet admission requirements of UMD will take Lake Superior College courses on the UMD campus. They will live at UMD and participate in university activities while taking courses that will allow them to gain admission in one or two semesters. The program is subject to MnSCU Board approval of new fees.

Part II: Reallocations, Investments and Reductions The college has reduced the size of its HR department. In addition, it used part of its budget on a couple of one-time facility projects last year. The savings from these two items will be used to lease facilities for the Integrated Manufacturing program and purchase academic equipment.

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 students coming from under-represented populations. The 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 a 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.

The FY2014 budget is closely aligned with the Strategic Framework, as implemented in our Strategic Plan and Academic Plan. These strategies include addition of resident faculty positions in FY2014 to provide additional offerings and added academic support to our students. Enrollment projections are conservative at 1.5% increase for the upcoming fiscal year. Per Legislative action, undergraduate tuition has been frozen at FY2013 levels, and graduate tuition increases have been held to 2.75%, which is below the maximum allowed by MnSCU for FY2014. Total student fees remain the same, with only addition of the new Student Center fee of $2/credit, which is offset by a reduction in the Student Activity fee of $2/credit.

Strategic Framework and Budget Narrative Metropolitan State University Part II: Reallocations, Investments and Reductions Metropolitan State University continues 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 by the President’s Council, made up of the President, Provost, Vice Presidents, and Chief Human Resources Officer. As part of the review process, the University also considers re-allocation on an on-going basis. For FY 2014, the University is not proposing any reductions or major re-allocations, but planning investments in Academic Affairs 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. The University is in the process of finalizing new lease agreements on the Midway campus spaces to allow for additional daytime course offerings, as well as parking for additional students and faculty. Future planning for a West Metro campus is still ongoing, as part of the vision to meet the needs of a growing student population in the western Twin Cities areas. Tuition and fee revenue is expected to remain stable through FY2014 through a combination of conservative enrollment growth projections, and moderate tuition rate increases on graduate students. Revenue foregone due to the undergraduate tuition freeze for FY2014 is offset in the budget by approximately $1.5 million appropriation revenue for tuition buy-down. The University anticipates the use of approximately $1.5 million in reserves to balance the FY2014 budget, which are primarily related to one-time operational investments. Per the Academic Plan, new faculty positions are being added in the following areas to meet student needs for courses: Management (1); Criminal Justice (2); Biology (1); Chemistry (1); Psychology (1); Clinical Nursing (1); Library (1); Human Services (1); and, Social Science (1). Total estimated cost for the new positions is approximately $1,000,000. In addition, the University is adding 1 new Associate Dean position in the College of Arts & Sciences during FY14. This is consistent with the Academic Plan, which anticipates creating two additional Associate Dean positions by FY2015. Over time, the addition of these new faculty and support positions is expected to increase enrollment options for our students.

Strategic Framework and Budget Narrative Minneapolis Community & Technical College Part I: Link to Strategic Framework:

• Piloting accelerated models in developmental reading, writing and math • Piloting alternative method for course placement • Expanding use of Hobsons suite to include a student/advisor portal (AgileAdvisor) and

graduation planner (AgileGrad) • Implementing Curriculum Navigator and Catalog Navigator • Creating an eLearning Strategic Plan under a new full-time eLearning Director • Moving from a generic first-year-experience course to tailored first-year experience courses

customized for each academic “Academy” (i.e., cluster of programs) • Continuing support for the new embedded intrusive academic advising model • Increasing faculty leadership for assessment of student learning by incorporating e-portfolios

into the assessment model • Increasing support for faculty development with a special focus on technology and active

learning • Greatly expanding internship options for students, with a long-term goal of ensuring that every

MCTC student has access to an internship opportunity • Establishing plan for expanding credit for prior learning options • Establishing relationships with two Minneapolis public high schools for concurrent enrollment

focused on program pathways to credential • Streamlining the enrollment process and enhancing the advising pathway for transfer students • Operating a Resource Center that helps students access housing, childcare, food support and

other community resources and services to help them stay in school • Launching a new Strategic Enrollment Management planning framework • Expanding service to enrolled veterans by converting a position that provides benefits

certification for veterans to full-time status • Continuing cross-departmental collaboration to implement a One Stop Student Services model

Part II: Reallocations, Investments and Reductions:

• Strategic enrollment growth to increase tuition revenue by $457,000 – 10% FYE growth planned for summer term and 1% FYE growth fall and spring term for career and technical programs

• 6.7 FTE position left vacant or funding source reassigned to other funds, savings estimated at $547,630

• Non-personnel budget reductions of over $1.2 million dollars – Some of the line items include; utilities, instructional equipment, staff development, marketing and special initiatives

• Provide shared services in the areas of payroll and bank reconciliation to other metro institutions

• Provide 2.6% for contract negotiations • Backfilling vacant positions at lower salary and fringe benefits saving estimated $175,000 • Increase rigor of academic program review • Strengthening our strategic partnership with St. Paul College by expanding on the number of

activities the two colleges deliver cooperatively through a shared service model

Strategic Framework and Budget Narrative Minnesota State College – Southeast Technical Part I: Link to Strategic Framework FY2014 operating budget provides for:

• The financial investment in the initiation of the Southeast Technical “College Faculty Performance Appraisal/Professional Development Process and Procedures” implementation during the 2012-13 academic year and its subsequent continuation, we expect the quality of learning within our academic programming to continue to improve throughout the FY2014 academic year, and beyond.

• Southeast Technical continues to advance its involvement in its secondary partners through the continued, expanded delivery of concurrent enrollment efforts within our Perkins consortium.

• Southeast Technical is awaiting acknowledgement by the National Alliance of Concurrent Enrollment Partnerships (NACEP) that we have achieved accreditation.

• Southeast Technical has been proactive in working with its program advisory committees in order to respond to the 60-credit AAS directive by reducing 17 of 21 programs to the 60-credit requirement, thus saving future program students tuition and fees.

• Continue with the deployment of the second year of a totally online Computer Aided Design (CAD) Drafting Technologies AAS program.

• Seek NLNAC accreditation for Practical Nursing and Nursing Mobility programs.

Part II: Reallocations, Investments and Reductions

• Two academic programs that have continued to languish with low enrollments, in spite of investments in marketing and recruiting are being reduced to either a two-semester diploma offering, or canceled.

• Through the use of federal Department of Education grant funding, continue the expansion of the college’s health care offerings by adding a Medical Laboratory Technology AAS degree.

• Pursue the development and deployment of a shared programming opportunity with RCTC and Hibbing in the area of Pre-Engineering.

• Reduce executive management costs by eliminating two administrator positions. • Eliminate 6 open staff positions. • Reallocate savings to new programs (fiber optics and phlebotomy) and budget cuts to balance the

budget. • Continue to partner with WSU sharing HR, Finance, and IR services.

Strategic Framework and Budget Narrative Minnesota State Community & 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. We also continue to fund initiatives that build connections with the K-12 districts in the region, provide career awareness opportunities for youth, and developmental education for those in need of increasing basic skills.

• The operating budget continues to invest over 70% of our general fund budget in the areas of direct instruction, academic support, and student services which are the functions within the college that have direct contact with our student body.

• Continue to invest in our custom training operation at or above levels that we have in the past years. We will also continue to work with communities within our service are relative to business entrepreneurial services and community business incubators.

Part II: Reallocations, Investments and Reductions

• Budget exercises were completed based on a set of principles established by the President’s Cabinet. Using those principles, expense reductions were realized through our program efficiency process as well as a detailed review of expenses within the various functions of our operating budget. Each functional budget manager was given a target that was used to identify expenditure reductions.

• Changes planned are the elimination of 3 programs with low enrollment numbers, holding one position vacant in our IT department and streamlining our services in our business entrepreneurial services area that reduces cost Cross college scheduling will continue to focus on providing course opportunities in the region via technology while eliminating lower enrollment sections where appropriate.

• The majority of the expense reductions were used to fund inflationary increases mainly in the areas

of personnel and utilities. However, the college is also prioritizing new funding initiatives with the hope of implementing those with the highest priorities through reallocation.

• Investment in marketing, communications, and revenue generated through outside resources will be emphasized in FY14. Additional revenues are anticipated through campus foundation efforts, improved community relations and sales generated through the Center for College Readiness (CCR) and our Customized Training function.

Strategic Framework and Budget Narrative Minnesota State University, Mankato Part I: Link to Strategic Framework The university’s FY2014 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 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.

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, two years of not having across the board salary increases for faculty and staff employees along with four years of tuition rate increases and stable or possibly increased state appropriations has helped the university to stabilize its budget. Planned budget reductions for FY2012 were scaled back and reinvestments were made in FY2012 primarily in high enrollment demand academic programs that meet workforce demand areas and high priority student services. Other university initiatives receiving additional investments in FY2014 are described above in Part I and in the reallocation survey. Given the extensive reductions and reallocations already made in prior years, significant reallocations during FY2014 are not yet planned at this point in time. However, as the university’s FY2014 budget becomes clearer in terms of state appropriation and enrollment, we will be revisiting a process to determine where additional base investments should be made to advance Strategic Framework. One major budgeting change is that we are moving toward a more entrepreneurial budget model in FY2014 for funding our extended learning operations in the metro area.

Strategic Framework and Budget Narrative Minnesota State University Moorhead Part I: Link to Strategic Framework The university’s FY2014 budget will reflect a realignment of academic colleges. The new colleges will result in greater access and quality of programs, address workforce and community needs and provide for efficient use of resources. Colleges will be organized by occupational clusters most likely to be pursued by their graduates rather than by pure disciplinary designations. These clusters correspond to those careers identified as high demand occupations in the next decade. Interdisciplinary centers will be established to tackle important issues or problems that require a multi-disciplinary, collaborative, cross-college perspective. To meet regional workforce needs and respond to feedback received from business and industry leaders, MSUM has developed a number of new certificate and degree programs. These include an Executive MBA with a Healthcare emphasis, master's programs in Healthcare Administration and Nursing Administration, a Master of Science in Accounting and Finance, an online baccalaureate completion program in Business Administration, and certificate programs in Entrepreneurship, Business Analytics, and Doing Business in China. To meet the demand for employees who have the "soft" skills desired by employers, we have developed new certificates in professional writing, leadership, and professional ethics. Finally, in response to feedback from manufacturing sector leaders, we are developing a joint Physics and Manufacturing Engineering program with North Dakota State University.

Part II: Reallocations, Investments and Reductions The university’s budget strategy for FY2014 will be to address a shortfall in revenue because of declining enrollment. A model is being developed that ties academic planning and enrollment projections to resource allocation. Replacements requested to replace those who have retired, resigned or will be leaving on sabbatical will be closely scrutinized for alignment to our new strategic plan or creating efficiencies. For example:

• Resources from retirements in institutional support will be redirected to increasing retention. • Many adjunct and fixed-term faculty positions used to back-fill faculty sabbaticals will be

eliminated. • A new model for the delivery of enrollment management and student affairs will result in

combining two vice president positions into one.

Strategic Framework and Budget Narrative Minnesota West Community & Technical College Part I: Link to Strategic Framework The college has plans to offer technical programs in both auto mechanics and industrial maintenance to the diverse minority population in Worthington. Minnesota West has acquired a building and will begin offering courses in the fall of 2013 to both high school and adult learners. This programming addresses the Board’s goal of access. The college is continuously reviewing its academic course offerings in an effort to improve the quality of the programs. As a result, two programs will be eliminated this year which will allow investment in programs that continue to meet the workforce and community needs. Although a revenue neutral move, the college is also nearing the completion of a change to a one-stop shop model for student services. This model will improve access to services by providing services in person and through a call center. Part II: Reallocations, Investments and Reductions Minnesota West’s FY14 budget was based on flat enrollment, state allocation and operating budgets along with an increase for salary & benefits of 2.6%. With few faculty retirements, the college will not realize turnover savings this year. However, vacant positions may remain unfilled until fall enrollment can be measured and any budget implications mitigated. The college will reallocate funds from two programs that will be closed into the Worthington technical program facility described above.

Strategic Framework and Budget Narrative Hibbing Community College Part I: Link to Strategic Framework For FY 2014, HCC’s budget and associated planning 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. Access and quality of Educational Programs. HCC has partnered with local K-12 schools to expand college in the schools course offerings, resulting in increased access to higher education. Additional access to higher education will be supported by an enhancement to our Upward Bound program made possible by grant funds. A continued partnership with a local adult basic education program will also aid in preparing students for college courses. Building on the success of piloted learning communities, HCC is expanding the concept to all students enrolled in two or more development education courses. Paired with intrusive advising, learning communities have demonstrated success in increasing student retention and ultimately will increase student graduation rates. In regards to quality of programs, HCC continues efforts to achieve external accreditation for all of its technical programs. Currently, over 80% of the technical programs have accreditation from an external agency, with more programs in the process of seeking their respective accreditation. Meeting workforce and community needs. This area has been addressed primarily by HCC’s menu of academic programs. All of the college’s programs serve local workforce needs and utilize business and industry advisory committees for guidance and input on program content and curriculum. Programs with low job placement rates have either been eliminated or revised to better prepare graduates for entry level jobs. Efficient use of resources. Due to recent declines in student tuition dollars and state allocation, efficient use of resources for HCC means cutting expenses in one area and reinvesting in another. HCC has closed and redesigned academic programs and reduced some services to students in order to become more financially efficient. Approximately 75% of HCC expenses are personnel costs. The remaining 25% of expenditures, which are all non-personnel, have been reduced to a bare minimum. Any further cuts in non-personnel areas will impact quality of programs and facilities and be detrimental to HCC’s educational mission. Part two below further explains HCC’s financial reductions and reinvestments. Part II: Relocations, Investments & Reductions In FY14, HCC will close its Multimedia Specialist program, reconfigure its RHHA program from a two-year program to a one year Heating and Cooling technician program and move its Industrial Systems Technology program out of a leased building to space on campus. These three changes and significant cost savings will help balance the college’s budget and allow the college to invest in supplies and equipment necessary in other academic programs. In three academic programs, Psychology, Law Enforcement and Administrative support, HCC will transition to new staffing patterns resulting in lower personnel costs. Financial savings experienced will be reinvested in new program development, with three new programs currently under consideration.

Strategic Framework and Budget Narrative Itasca Community College Part I: Link to Strategic Framework 1) Ensure access to an extraordinary education for all Minnesotans: The FY2014 operating budget will advance an extraordinary education for Itasca’s constituents by supporting innovative teaching and learning practices and investing in professional development of faculty and staff. Specifically resources support ICC’s signature learning communities, intrusive efforts that support access/recruitment, persistence, retention and success, and funding to advance faculty expertise in new technologies (telepresence, distance education and mobile device learning, etc.) and best practice pedagogies (teacher academies) 2) Be the partner of choice to meet Minnesota’s workforce and community needs: ICC partners under the NHED Advanced MN customized training model as a “the partner of choice” in delivering custom training to meet incumbent regional workforce needs. Our funding supports and invests in partnership credit-bearing programs with MN Power, UPM, public utilities and healthcare to provide leader/workers for the future. 3) Deliver to students, employers, communities and taxpayers the highest value / most affordable option. ICC continually monitors its budget and resources to ensure high quality education, keeping costs as affordable as possible while offering the best in active and engaged learning for its students and community at large. Part II: Reallocations, Investments and Reductions Several faculty and staff will be retiring in FY13-14. These positions will be redesigned and or eliminated. Investments will target new technologies to increase staff efficiencies (electronic business practices, dynamic forms). Savings will be invested in new program development (distance/online in security studies, GIS, healthcare) and faculty development. Additional investments will include redesigns in admissions, marketing, and retention efforts to increase student access and persistence. ICC will implement new scheduling software that will assist in maximizing facility usage and providing access to community constituents. Another area of focus will be workforce development expansion through the repurposing of Dailey Hall, allowing for expansion of workforce related program in natural resource and industrial technology. Finally, ICC’s FY14 bonding project (Donovan Hall/new media classroom) will yield a new academic building designed to greatly reduce energy costs and provide a state of the art educational environment for all students.

Strategic Framework and Budget Narrative Mesabi Range Community & Technical College Part I: Link to Strategic Framework Mesabi Range Community & Technical College has established a budget that maintains commitment to student services while also investing in programs to improve their quality and to meet workforce and community needs. While the college has seen a decline in enrollment and is planning for a slight reduction in FY 14, the college is still maintaining support for tutors, advisors, and counselors in order to transition to support student access to education and assistance where needed, despite temptations to make cuts in Student Services. The college feels that cuts in student support would negatively impact retention since students would not receive help when they need it. The college also has seen a need to invest in programs serving the mining workforce and healthcare in the region. The millwright and welding programs that provide trained employees for mining jobs have not received investment in equipment upgrades for a number of years and the college is planning to do so in FY 14. In addition, investment in programs serving rural health care needs will occur as the Paramedic program is redesigned under new faculty leadership and the practical nursing program receives investments in labs in accordance with recommendations from the Board of Nursing. These initiatives will improve the programs meeting the workforce and community needs and will help retain students and secure student success in the college’s programs. Part II: Reallocations, Investments and Reductions In order to maintain the necessary student support services and invest in the programs to meet workforce and community needs, the college has chosen to suspend three programs and reduce the position of an administrator at the college. The three programs being suspended are Masonry, Mobile Equipment Service Technician (MEST), and Wind Energy Technology. The Wind Energy Technology program will be redesigned in partnership with Minnesota West Community and Technical College and Riverland Community College. The Wind Energy presence at Mesabi Range College will not be completely removed but the redesign will result in a cost reduction fully realized in FY 15. In addition to the program suspensions, the college chose to not refill the Chief Financial Officer position that came open in July 2012 and has chosen to fill a Business Manager 2 position instead, resulting in a significant cost savings in salary.

Strategic Framework and Budget Narrative Rainy River Community College Part I: Link to Strategic Framework In FY14, RRCC will continue to invest in several key areas. We hired a full time Dean of Academic and Student Affairs in the middle of FY13 and she will continue at Rainy in FY14. She will be responsible for RRCC’s quality of academic programs. We have partnered with Itasca Community College to deliver the ICC Nursing Program to both the ICC campus and RRCC campus in a more efficient manner. This process began in FY13 and will continue in FY14. As a part of this process, our long-standing UFT Nursing faculty retired in March of 2013 and will be replaced by ICC Nursing faculty. We hired a UFT chemistry instructor in FY13 to continue to grow and develop the Science and Math Education program at RRCC; she will continue in FY14. We hired a full time recruiter in FY13 to grow enrollment and increase retention. We have seen great results in this area and we will continue to fund this position in FY14. We redesigned our Industrial Technology program from a 45 credit diploma to a 60 credit AAS diploma in FY13. We have decided to suspend the IT program for 1 year, finish the current students in the program, and concentrate on building enrollment in this industry-desired program in FY14. Part II: Reallocations, Investments and Reductions FY14 will be another year of investing in the future. We will make some key facility investments this year, including facelifts in the Science wing and Administration area. We hope to increase enrollment within the Industrial Technology program for its Fall, 2014 re-start. In FY13 we hired some additional key instructors and a new Dean of Academics and Student Affairs. FY14 will see these positions continue. We will also be adding an Assistant Housing Director and a .50 student advisor position to better serve student needs. As always, one of our main objectives for FY14 will be to continue to keep an eye on enrollment, retention, and student success rates.

Strategic Framework and Budget Narrative Vermilion Community College Part I: Link to Strategic Framework Planning for the FY 2014 budget presented considerable difficulty as we adjusted our expenditures to meet salary increases across all bargaining units. The budget we are presenting addresses the three goals of the Strategic Framework, but would have many additional investments if not for the lack of certainty surrounding new dollars to offset wage increases. Now that the FY 14 higher education budget has been established through the legislative process I do not see additional resources coming to the colleges which would drastically change the budget we submitted. Vermilion’s share of the additional allocation, representing the costs of a tuition freeze, only replaces our original budget’s planned increase in tuition revenue (based upon a planned 3% increase). Although there has been no decision on how the seventeen million in one time funds for retaining quality faculty and staff will be distributed, it seems unlikely that Vermilion’s share would offset the $125,000 in salary increases realized during fy13, which are part of our fy14 budget proposal. Addressing quality of academic programs and access: All of Vermilion’s programs, working with employers, transfer institutions, and advisory boards, have solidified their program outcomes and provided mechanisms to assure that each outcome is obtained by successful graduates to ensure their preparedness in the work place or the next phase of their academic goals. These outcomes were used by administration in FY 2014 budgeting of resources and had to be connected to requests for new program investments; thus assuring that new investments are directly related to program improvement and excellence. The 2014 budget also continues to prepare for our most pressing need of additional on-campus housing at Vermilion. In order to provide additional access to Vermilion’s niche programming in the natural resource use and natural resource protection arenas we must expand our on-campus housing as we have been losing students each of the past three years due to this deficit. Meeting workforce and community needs: Our 2014 budget continues to prioritize funding in our high demand programs areas in order to ensure an adequate supply of employees for our agency partners. New investments have been made in natural resource technology and fisheries and wildlife biology both of which provide skilled workers for the MNDNR, USFS, and other governmental agencies. Our Water Resources and Water Quality programs begin offering new scholarship opportunities and required internships in FY 2014, in order to produce more small water operators for the State of MN and hydrologists for the USGS. Efficient use of resources: FY 2014 continues our 2012 and 2013 investments in new efficient LED lighting, a solar hot water system for our main dormitory, and advancement of our feasible study to replace a significant portion of our fuel-oil based heating with alternative fuels. Part II: Reallocations, Investments and Reductions Reallocation of resources will continue in attempts to meet our housing shortage. We will invest in altering some double occupancy rooms in one of our dorms to triple occupancy in hopes of relieving some of our housing pressures, as we continue to pursue additional new housing by 2015. We are also investing in the continuation of a new retention initiative which began with our MnSCU allocation of Extraordinary Education funds in spring 2013. Our faculty mentorship program will double in scope as a major new retention initiative. We do not anticipate the elimination of any current academic programming in FY 2014 as we have closed four programs in the past two years in order to balance our budget and redirect resources.

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Strategic Framework and Budget Narrative Normandale Community College Part I: Link to Strategic Framework In FY2013, the college invested over $3.8 million in facility improvements and student success programs. This year, we will continue to seek out efficiencies and targeted investments that will help us achieve the goals of the Strategic Framework. Delivering the highest value/most affordable option

• In FY2013, we reduced two faculty secretary positions ($64,000) and centralized support services for faculty without significant reductions in the level of service.

• We will reduce one position in the Bursar’s Office ($47,000) through process improvements, enabling us to reinvest the savings in a professional accountant position. This investment will significantly enhance our understanding of college finances and plan more effectively.

• The college has increased total classroom and conference space by 20% through the Partnership Center while maintaining our current ITS staffing level through redistribution of responsibilities and process improvements.

• We will use ITS staff more efficiently by relocating help desk functions to the two computer labs. This will reduce overall staffing needs, allowing personnel to focus on high-value activities.

• Implementing Right Now customer relations management software in several areas, including Planning, Institutional Research and Effectiveness; Human Resources; Building Services; the Business Office; and Marketing. Directing common inquiries to prepare response sets will free staff to focus on high-value activities.

• Investigating an opportunity to automate some user support services in ITS, so we can reduce positions and relocate saving to support high-need areas like database development.

Alternative Funding Sources to Support Extraordinary Education

• In several areas, we are looking to business and industry as partners in supporting an extraordinary education for our students. Here are several examples:

o Proposal for National Science Foundation grant of $600,000 for STEM student scholarships.

o Secured a C. Charles Jackson Foundation grant for $5000 to train student success mentors in our college success curriculum.

o Pursing renewal for SQAM Lake Foundation grant for $5000 to pay down the tuition for a summer bridge program that would allow qualifying students to test out of developmental reading.

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Normandale Community College

o Proposal for Donaldson Corporation Foundation grant of $20,000 to fund STEM camps and workshops and Project Lead the Way for middle and high school students.

o Three Great Lakes College Success program grants, two of which support college success: a) Proposed: $137,500 to support students of color and first-generation students in the Academy of Math and Science, b) Proposed: $300,000 to implement mandatory recovery plans for students on academic probation. The last supports college readiness: Secured: $23,000 to support college readiness in the Upward Bound program.

o Secured Delta Dental of Minnesota grant of $15,000 to develop an interdisciplinary Community Health Worker certificate program. Funding will also support internships and a community advisory committee.

Alternative Funding Sources to Support Partnerships

• In several areas, we are looking for grant support to offset the cost of developing partnerships with businesses and universities.

o Proposal to Minnesota Job Skills Partnership for $386,000 to provide workforce training to employees of Andersen Windows. This would build Normandale’s capacity to provide similar training to other businesses.

o Proposal to the National Science Foundation for $353,000 to support collaboration with MSU Mankato on Twin Cities Engineering.

Strategic Framework and Budget Narrative North Hennepin Community College

Part I: Link to Strategic Framework NHCC’s FY2014 operating budget advances the goals of the Strategic Framework in the following ways:

Access and Quality of Academic Programs: The NHCC classroom experience for developmental education in English, Math, Reading and ESOL has been redesigned based upon leading national pilots. Access will be advanced through improved classroom technology including the addition of TelePresence capabilities (Moorhead, Buffalo H.S.) and expansion of classroom capture technology. The flipped/hybrid classroom pilot will be expanded, and the Honors Program will continue to grow.

Meeting Workforce and Community Needs: Degrees in Business and Marketing, Nursing – MANE, and MLT/MLS are being redesigned to address workforce and community needs. A pilot for assessment of “Soft Skills” will be launched, along with innovative mobile applications and other courses/programs.

Efficient Use of Resources: A modified zero-based budgeting approach has been implemented to increase accountability for non-personnel expenses and limitations on staffing growth are being continued. A Finance Master Plan will align financial resources (operating budget and reserves) to the college’s academic priorities, enrollment goals, technology requirements, and facilities needs over the next 5 years (FY2014–FY2018).

Part II: Reallocations, Investments, and Reductions NHCC will reallocate resources realized through efficiencies, together with reserves, to develop a strategic investment fund to advance college strategic planning goals emerging from college master plans, including but not limited to the following:

Master Academic Plan initiatives: NHCC will continue successful Stat way, First Year Experience (FYE), and AgileGrad initiatives; redesign developmental education; and expand the Honors program, including undergraduate research. NHCC will also establish a scholarly works journal and expand programs for high school and 4-year partners.

Strategic Enrollment Plan initiatives: NHCC will significantly improve personalized communication with students and tracking of student data to improve student success; improve and expand online and adult student services; expand outreach to communities of color (notably Hispanic/Latino); and improve efficiencies and reduce costs, including textbook costs. We will continue to develop a campus culture that is data-informed, transparent, and increasingly service-oriented.

Master Technology and Library Plan initiatives: NHCC will invest in improved classroom technology; implement expanded Library digital content and services strategy; fully deploy SharePoint; and improve student access to campus services through online applications.

Master Facilities Plan requirements: NHCC will enhance student engagement with the refurbishment of the Campus Center and optimize campus energy efficiency by upgrading building management systems and implementing sustainability initiatives.

Strategic Framework and Budget Narrative Northland Community and Technical College Part I: Link to Strategic Framework Because of the robust economy of northwest Minnesota and North Dakota, Northland is engaged in discussions throughout our area geared toward developing the workforce of the future. If the operating budget of the college does not suffer a reduction for FY 2014, Northland is poised to invest in new academic programs to meet emerging needs in areas such as aerospace, engineering technology, and public administration. The college has adopted “Retention and Completion” as it is Higher Learning Commission Pathways Project; specific strategies will be employed throughout the college that will result in greater levels of student success. A recent reorganization of the marketing and enrollment management functions of the college is resulting in greater outreach to regional high schools, including several on-campus events where potential students have opportunities for hands-on experience in technical labs and academic classrooms. Growth in enrollment and growth in corporate and industry support of college programs are key tenets of Northland’s strategic plan and will continue to push the college toward increases in student numbers, enhanced financial support, and growth in customized training and continuing education. Northland continues to identify avenues through which resources can be most efficiently used. The college is fully on board with the purchasing and procurement card initiatives of the Campus Service Cooperative. As personnel turnover occurs, Northland seeks to engage more fully in CSC collaborative opportunities. Energy efficiency continues to be improved throughout the college’s facilities. Part II: Reallocations, Investments and Reductions Building upon progress over the past several years, Northland’s FY 2014 budget intends to strengthen the college’s financial profile while maintaining its strong academic programs and commitment to student success. The strategic enrollment plan developed in FY 2013 will be fully implemented. A comprehensive administrative reorganization will reduce ambiguity in institutional structure, balance the loads of academic deans, and result in a net decrease of administrative positions from thirteen in FY 2012 to ten in FY 2014. Two of the academic dean positions will have college-wide disciplinary responsibilities that will enhance the union of the two campuses that were merged in 2003, but still retained separate approaches in academic affairs. Depending on the final outcome of the legislative session, Northland intends to invest in staff positions in institutional research, grant mining and development, student life, and hazardous waste management. These investments will allow the college to grow the college’s responsiveness to accountability measures, opportunities for extramural funding, and risk management. If funding is decreased, Northland will have to make further reductions throughout the college, including academic offerings, student services, and administrative services. Further reductions will threaten our improvements in student success, responsiveness to regional workforce needs, and ability to contribute to the MnSCU Strategic Framework.

Strategic Framework and Budget Narrative Northwest Technical College Part I: Link to Strategic Framework Northwest Technical College is planning on building upon programs to direct and encourage students towards timely completion. The college has developed a College Success Learning Community that serves students who need to complete college-readiness programs in math, writing, and reading; and a full spectrum of early-intervention, advising and academic support services. Through the BSU/NTC School of Nursing, the college is also working towards accreditation of its nursing programs. NTC is also stepping up to be a primary partner for an Advanced Manufacturing Center in the NW region part of the state. It has been developing new curriculum that meets the needs of local manufacturing companies and assists them in having a highly skilled workforce. The college is actively pursuing external funding to assist with this initiative. NTC also continues to align services with Bemidji State University. One of the areas where significant progress has been made and will continue to be made under joint leadership in communications and marketing is a more systematic strategy for promoting the college to broader audiences. Further study will be done in the upcoming year on the potential of aligning more academic areas with the university. Part II: Reallocations, Investments and Reductions NTC will be dropping their model making program in FY2014 due to low enrollment and will also be reducing staff in student services and physical plant. More functions continue to be shared with Bemidji State University. The college’s enrollment is starting to stabilize and more emphasis will be placed on academic program development and assessment; enrollment management (recruitment and retention), and finding new revenue streams by increasing the amount of training for business and industry. These changes are necessary in order to stabilize the finances of the college.

Strategic Framework and Budget Narrative Pine Technical College Part I: Link to Strategic Framework Pine Technical College will support the MnSCU strategic framework through the continued pursuit of external funding sources and ongoing collaboration with community partners. The funding sources and partnerships allow us to build new programs. We will close out our healthcare-focused Department of Labor ARRA grant on June 30, 2013. We are currently participating in two new Department of Labor TAACCCT grants -- one that focuses on the allied health workforce and the other on manufacturing workforce development. The health-care-based grant, H2P, is part of a multi-state consortium with Cincinnati State Technical and Community College as the co-grantee lead. The manufacturing based grant, AME, includes four MNSCU co-grantees: St. Cloud Technical and Community College, 360° Bemidji State, Central Lakes College and Pine Technical College. CLC is the fiscal agent. PTC will continue to be astute and aggressive pursuers of grant funding to accommodate and enhance existing programs and to grow new ones. An additional benefit when we participate in these external funding sources is the indirect cost allocations received. Our current Department of Health and Human Services negotiated rate is 29.7%. The ability to offset some of our administrative costs, positively impacts our fiscal stability. As a technical college, the enrollment in a number of our programs is restricted by capacity—sequencing of skill building, equipment, space. Thus, our Strategic Enrollment Management activities include ensuring we have an inventory of programs that meets a range of regional needs along with researching and developing new programs. In addition, our activities include increasing opportunities for our regional high school students to take College in the Schools courses We have finally been given the approval to begin construction of the manufacturing incubator project and the remodeling of our continuing education and customized training facility. Groundbreaking was April 3, 2013! This project will increase our assets with negligible debt.

Cost containment without jeopardizing its ability to move toward its mission and strategic goals is a strength of Pine Technical College. Partnering with other campuses and agencies affords our students opportunities that, heretofore, only campuses much larger than us may offer. We are strong supporters of the Campus Service Cooperative, currently using payroll and financial aid loan processing and set to pilot other business, financial aid and human resources functions. We have begun discussions with Minnesota State University to begin the process of installing Image Now on our campus. Many staff and faculty are excited about the long-term, cost-saving benefits. 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 personnel or programs for fiscal year 2014. The current DOL TAACCCT grants are designed to build programs on our campus. During the years we are receiving funding, the faculty and staff will be paid with Federal grant dollars. Oftentimes, existing staff are reassigned to grant resources. An example of that is our Director of Nurses has a portion of her salary allocated to the federal grant as she is purposefully involved in the development of the curriculum. The goal at the completion of the grant is that the programs will be fiscally sound. We do plan to continually practice cost containment measures. A continued diligence, in all departments, to operate within budget will remain as a standard operating procedure.

Strategic Framework and Budget Narrative Ridgewater College

Part I: Link to Strategic Framework

Access and quality of academic programs: Ridgewater College is continuing investment in initiatives such as: Quality Matters and the On-course first-year experience to improve our overall academic quality. The College is also working in collaboration with other MnSCU institutions as a part of the MANE consortium (Mn Alliance for Nursing Educators) to develop nursing curriculum which will address the needs of a changing workforce. We have also initiated the Quantway pathway for college mathematics to promote student engagement and student success.

Meeting Minnesota’s workforce and community needs: Ridgewater College is active in many workforce advisory groups to explore the future workforce and community needs. We are also partnering with numerous local industries to provide students with many opportunities to obtain paid internships.

Efficient use of resources: Ridgewater College is constantly looking for budget reductions, revenue enhancements and process efficiencies in an effort to keep tuition and fees affordable for students while continuing to provide the resources to advance our academic goals and make strategic investments. The College will also continue to explore opportunities to share services with other with other MnSCU institutions.

Part II: Reallocations, Investments and Reductions Ridgewater College is committed to budget strategies that support the MnSCU Strategic Framework as well as the mission and values of the College. The College will continue to review all staffing vacancies and purchasing decisions as a part of an ongoing reallocation process. After four straight years of personnel and non-personnel reductions Ridgewater has positioned itself well by adding to our total net asset base and fund balance reserves. The building of assets and the combination of our current year operations will help to absorb the costs associated with the recent labor contract settlements. While we are not proposing any major program changes in FY 2014 we are monitoring some projected faculty/staff retirements as a part of our reallocation process that may not need to be filled. We will continue to be committed to ensuring access to an extraordinary education for all students by continuing to invest in initiatives, such as: The Quantway math curriculum, On-course to enhance the student’s first year experience, Quality matters to gain a true measure of the quality of our online course offerings and the IPad initiative to enhance instructional delivery.

Strategic Framework and Budget Narrative Riverland Community College Part I: Link to Strategic Framework Riverland Community College will not cut or suspend any programs. We are working collaboratively with RCTC, WSU and MN SETC to implement a credit-for-prior- learning model for returning veterans and other students, which will promote access and meet workforce and community needs. We will decrease the amount spent on adjunct faculty salaries as a result of examining course offerings, class size and scheduling. A new institutional researcher will be hired and will facilitate data based decision-making related to program review, the institutional profile and advancing the system strategic framework. We will continue to process our employee payroll through the Campus Service Cooperative and work with MSU-Mankato in using their Institutional Research services until our new Director is fully integrated in their position. 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 pursue additional funding for alternative energy program development, healthcare programming, other new program development and upgrade of existing programs. We are also exploring other program collaborative offerings with MNWEST, NEHD, South Central and St. Paul College. We have eliminated two FBM instructor positions to make this program more cost efficient, saving $163,250. We have put on hold the permanent replacement of a Dean position and have reassigned a supervisor to this position for the year and have put on hold for nine months the replacement for our Customized Training Director position for a combined savings of $160,000. As mentioned in Part I above we are reallocating $70,000 for the IR Director position and will be preparing for an AQIP reaffirmation site visit in the spring of 2014. We have also reduced our non-salary budget by $273,250 in order to have a balance budget in FY 2014.

Strategic Framework and Budget Narrative Template Rochester Community and Technical College Part I: Link to Strategic Framework

• Finalizing collaborative Emergency Medical Technician curriculum with Mayo School of Health Sciences

• Cooperative funding and programming with Rochester Community Law Enforcement and new Regional Safety Training Center and Simunition Shoot House.

• New Precision Manufacturing Technology program created in cooperation with corporate and community leaders

• Continuing steam heat conversion of waste-to-energy and reducing electrical demand; continuing with control system updates to optimize energy consumption

• New articulation agreements with Winona State University • Implementation of EMS system and elimination of prior work-order system thereby

integrating space needs and work orders for facilities and technology • Continue to expand collaborative agreements / articulation agreements • Expansion of concurrent enrollment and implementation of Credit for Prior Learning • Improve efficiency of instructional costs • Exploration of all Campus Service Cooperative opportunities

Part II: Reallocations, Investments and Reductions

• Investment in Precision Manufacturing Technology to support community demand • Investment in smart classrooms and mobile technology to support high demand

academic disciplines – health sciences and BTEC • Investment in campus safety and security measures – door access systems, mass

notification system and security cameras • General fund reserve target of $1.3 million with increase in Composite Financial Index • Repair and replacement funds will be no less than $1 per square foot ($740,000 total)

thereby maintaining acceptable facilities cost index • Elimination of multiple student fees and modification of tuition differential; eliminated

ten (10) course differentials and moved to three (3) program differentials; moved fees for seven programs to differential

• Maintain and improve facilities condition index • Utilization of bookstore reserves for student led non-personnel / capital improvement

initiatives • Strategic implementation of new EMS system to manage space

Strategic Framework and Budget Narrative Template St. Cloud State University Part I: Link to Strategic Framework Access and Quality of Academic Programs—St. Cloud State University has a number of programs in various stages of development and execution that directly support enhanced access and improved quality of academic programs, including: increases in need-based scholarships; action grants as a follow-up to Extraordinary Education; faculty professional development work through the Center for Enhanced Teaching and Learning; and enrollment analytics supporting long-term enrollment management goals. These initiatives are all part of a broader focus on enhanced student success. SCSU is also actively engaged in efforts to ensure the successful transition of students from the 7 community colleges that comprise ~70 percent of our transfer student population. Finally, a major investment in the upgrade of broadcasting equipment to high-definition capability will enhance the quality of our Mass Communications program, one of SCSU’s largest degree programs. Meeting Workforce and Community Needs—St. Cloud State University is committed to programs that are in high demand by employers, such as medical and nuclear radiology technologists, information system assurance, Mass Communications, and is a leader in teacher education. Two new applied graduate education programs were started this year—a master of science in medical technology quality and a master of science in applied clinical research. In addition, two new undergraduate degree programs are in development—general business and general engineering, both of which are aimed at working adults. Efficient Use of Resources—In 2012, St. Cloud State University was recognized by Forbes’ magazine as one of the nation’s “greatest values.” In addition, despite a three year decrease in instructional expense per FYE, SCSU has had a three year increase in certificates and degrees awarded which can be directly attributed to efficient resource allocation decision-making and sound financial planning. Part II: Reallocations, Investments and Reductions St. Cloud State University has been engaged in a comprehensive strategic planning and repositioning effort for the last three years, including programmatic and service evaluation and structural reorganization. This academic year was the second year SCSU has operated under its new organizational structure though work continues on transition and implementation. As we transitioned from the old to the new structure, over $3 million was realized in administrative savings.

Using a multi-year strategic framework, St. Cloud State University is utilizing existing resources (reallocations and one-time reserve balances) in support of university-wide initiatives. These allocations totaled $6,016,693 in FY 2013. The initiatives will enhance student support in the academic, administrative and service areas and implement programming to better assess student learning and program improvement. Continued investments are also being made in the University College, advancing access for students with special learning needs, and enhancing the retention of students who are struggling academically. The level of reallocation necessary for FY 2014 is still under development and will depend in part on the outcome of the major revenue decision processes for state appropriations and tuition. Reductions in fee supported activities for FY 2014 total $1,118,163. These reductions will occur in a variety of student services.

Strategic Framework and Budget Narrative

St. Cloud Technical & Community College

Link to Strategic Framework:

St. Cloud Technical & Community College’s operating budget supports the three components of the strategic framework through increased academic investments, increased student support, and increased investments in Customized Training infrastructure to expand and enhance workforce and community training partnerships. The college continues to evaluate and reallocate resources while analyzing operational expenses to ensure alignment with strategic initiatives in addition to maximizing efficiencies. Reallocations have resulted in investments for the addition of several positions including:

• Addition of full-time faculty in the areas of STEM including Paramedicine, Environmental Science, and Machine Tool

• Addition of academic support resources with a College Lab Assistant in Paramedicine and a Director of Academic Accountability

• Investments in student support services with the addition of a Transfer Specialist and a Registration Customer Service Specialist

• Investment in Customized Training infrastructure to better serve and enhance offerings for workforce and community training partnerships

St. Cloud Technical & Community College continues to collaborate with workforce advisory and industry partners and federal, 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. The college leverages these partnerships to improve the quality of academic programming and to increase efficiencies by sharing services and eliminating redundancies. Reallocations, Investments, and Reductions: St. Cloud Technical & Community College has made significant reallocations and investments for FY13 and continues to carefully plan for additional reallocations, reductions and increased efficiencies for Fiscal Year 2014. The FY14 budget includes reducing personnel costs by providing reconciliation and grant purchasing services to other MnSCU institutions allowing for reinvestment to expand access to the Associate Degree of Nursing program. The following include reductions and reinvestments in personnel costs for FY14:

• Reduction of one FTE in Human Resources with duties reallocated to existing positions • Proposed reassignment of 40% of one FTE in Business Services in a shared services partnership

with another MnSCU institution • Investment in the addition of one FTE Associate Degree of Nursing faculty to provide increased

access to the Associate Degree of Nursing program SCTCC will continue to explore and evaluate additional opportunities to share services in other collaborative partnerships. Personnel positions continue to be evaluated for potential reorganization and restructuring to better support strategic initiatives while increasing efficiencies. Prior year capital investments in infrastructure and equipment through stimulus, capital bonding, and HEAPR funds have enhanced academic programs, increased efficiencies, and continue to provide cost savings in the FY14 operating budget.

Strategic Framework and Budget Narrative Template Saint Paul College Part I: Link to Strategic Framework Saint Paul College’s FY 2014 operating budget directly supports the three components of the strategic framework. First, Saint Paul College will increase access and quality of academic programs through the following targeted investments: $50,099 to convert multiple part-time faculty positions to four full-time faculty positions (English, Computer Science, Biology, and Chemistry), $34,320 to increase faculty release time for an Honors program, a Service Learning program, and a Teaching and Learning Center, $86,361 to expand library services, $99,162 to improve academic support in eLearning, math, and science, and $106,000 to expand advising for PSEO and veterans students. These positions will help improve the quality of academic programs and student success by increasing the presence of committed faculty and staff on campus who can provide consistent and extraordinary instruction and student support and participate fully in college initiatives and committees. Second, Saint Paul College will meet workforce and community needs through targeted investments in academic programs aligned with growing workforce sectors. Specifically, the College will invest: $109,803 to initiate two new academic programs (Phlebotomy and Pharmacy Technician), $148,738 to enhance and redesign two academic programs (Truck Technician and Electrical Technology), $35,000 to hire a joint recruiter with the union trades to promote the participation of students traditionally underserved by higher education, and $200,000 to replace outdated equipment in workforce-related academic programs. Third, Saint Paul College will deliver the highest value to its students, employers, communities, and taxpayers by increasing academic scheduling efficiency, implementing an enrollment management and retention plan that focuses on increasing student persistence and creating a new first year experience program, implementing an accounts receivable plan, and reducing its non-personnel costs. Part II: Reallocations, Investments and Reductions Saint Paul College completed a strategic budgeting alignment process to balance the budget for FY2014 using the following strategies: (1) implementing a newly created enrollment management plan to grow enrollment 1%, with a potential enrollment stretch goal of 3%; (2) using existing resources more efficiently by aligning all non-personnel budgets; (3) focusing on academic scheduling efficiency, thereby increasing the full-year equivalent student/full-time equivalent faculty ratio (fill-rates); and (4) targeting future investments 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. Overall, the College’s vision remains unchanged: to be recognized as a leader in providing extraordinary career and technical education programs in order to meet the employment needs of a rapidly changing workforce. Moreover, the College seeks to be a leader in its continually expanding general education course offerings. The delivery of high-quality innovative and traditional academic programs designed to increase student access and opportunity will be the key to the College’s 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

• South Central College (SCC) is responding to a Shared Services request from Riverland Community College in the Financial Aid area of Student Affairs. This initiative will advance student support processes at both colleges.

• In an effort to improve the outcomes of the instructional cost study, the Dean of Liberal Arts and Professional Careers will be working closely with liberal arts faculty to reduce the number of sections operating at less than full capacity.

• SCC is investing in new science facilities on the Faribault campus to increase access for students compared to the current arrangement with Faribault High School.

• SCC and Minnesota West Community & Technical College have initiated the Southern Minnesota Center of Agriculture and will be adding Riverland Community College and Rochester Community and Technical College during the next academic year. The center is designed to respond to the significant changes taking place in the agriculture industry.

• SCC is continuing to increase the number of health care options available to students. This is in direct response to the health care industry’s needs.

• SCC is continuing to advance the National Association of Manufacturers “Right Skills Now” initiative to fill the skills gap and support the manufacturing sector of the regional economy.

Part II: Reallocations, Investments and Reductions

• In response to the soft construction economy and due to low enrollment and workforce demands, SCC administration suspended two programs: Carpentry and Construction Field Supervision.

• SCC administration transitioned three health care programs from federal grant funding to the general fund (Health Unit Coordinator, Medical Assistant, and Pharmacy Technician). These programs have experienced high student enrollment and placement rates in response to the great demand for healthcare workers in the regional economy.

• SCC is continually seeking grant funding to supplement the budget and support institutional priorities. Current applications include requests to support the adoption of new models for college readiness instruction (two applications to Great Lakes Community Investments); the creation of a distance learning model that uses online, simulation, and remote access methods to deliver Mechatronics Engineering Technology courses (NSF); and the Southern Minnesota Center of Agriculture (various foundations).

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

• SMSU was built with accessibility in mind. Its academic buildings are connected via tunnels and links. The campus community is committed to the success of all students.

• SMSU was the first university in the state to offer concurrent enrollment courses to high school students and continues to be a leader in that area serving more than 4,700 high school students in fiscal year 2013. SMSU faculty mentor high school teachers, who in turn instruct concurrent enrollment students in over 100 high school districts within the state.

• SMSU, through its Office of Distance Learning, offers 2+2 Associate to Bachelor’s degree completion programs in Business and Early Childhood Education through numerous articulation agreements with community/technical colleges in the state.

2. Be the partner of choice to meet Minnesota’s workforce and community needs • Southwest Minnesota State University graduates get jobs: Of our 2010-11 graduates who sought

employment, 99 percent are working, and 91 percent have found jobs in their field of study. An active Career Services office helps guide students through the job-search process, and also assists alumni in finding jobs.

• SMSU is home to the nation’s first Research Chefs Association-approved Culinology program, an independent, stand-alone, fully integrated culinary arts and food science program. The combination of the Culinology program, the Hospitality Management program, and the University’s many private industry relationships uniquely positions SMSU to graduate students for success in a myriad of food industry and hospitality positions.

• SMSU has added an RN to BSN program in response to industry needs. It was created working with community experts. Fall 2013, FY14, enrollments have already surpassed our goal of 25 admits with 33 admitted.

• Agriculture is critically important to the economy of southwest Minnesota. The University’s Agronomy and Agribusiness Management programs serve the needs of agriculture-related employers within the region, and beyond. SMSU is currently adding additional agriculture programs.

• During this fiscal year two task forces have worked diligently to identify the needs of students in regards to advising and retention. These task forces work directly with keeping students in school and moving forward to completion.

3. Deliver to students, employers, communities, and taxpayers the highest value / most affordable option • SMSU strives to hold costs down and operate as efficiently as possible. • SMSU added energy efficient lighting as identified through the PBEEEP program throughout

campus • SMSU is the largest provider of concurrent enrollment classes, College Now, which are college

classes provided in the high schools which allows for savings for parents, schools, and Minnesota taxpayers.

• SMSU has partnered with the local Independent School District in building a regional track and field complex so as to not duplicate efforts rather to provide Minnesota taxpayers with the best value.

Strategic Framework and Budget Narrative Southwest Minnesota State University Part II: Reallocations, Investments and Reductions In fiscal year 2014, SMSU plans to continue to focus on cost containment measures such as continual review of class sizes and number of sections offered while making sure the classes needed by our majors are offered in a scheduled format to allow for graduation within a four year time period. Concentrating efforts on improved advising should assist in completion of courses for students. Attention will be centered also on the programs that are growing such as Culinology and Exercise Science along with the new programs in agriculture and the RN to BSN program. A deliberate effort on savings within each department and unit is made as reorganizations are considered upon vacancies. A more focused attention has been placed on program assessments and analysis this past year and will continue in the future years. These assessments assist in identifying the needs of our students, faculty, and departments.

Strategic Framework and Budget Narrative Template Winona State University Part I: Link to Strategic Framework Winona State University meets the strategic framework in its FY2014 budget through many different methods. Enrollment levels are stable to increasing, 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 include a 0% tuition increase in FY2014.

WSU is currently engaged in planning for a new Education Village on our campus. This project includes renovation of three existing buildings through a bond request of the Minnesota Legislature. The Education Village will serve students and faculty in our College of Education departments and in content area programs such as STEM, communications, health, art, music, social studies, language, international education, physical education, etc. The Village will help cultivate partner school districts in our region and beyond to provide them with the teachers they need by placing our education students in their schools early and often, thereby letting the schools aid in growing their own.

Part II: Reallocations, Investments and Reductions Winona State University has engaged in a budget strategy for FY2014 that revolves around a 0% tuition increase, modest increases in State funding and estimated inflationary adjustments to labor contracts. WSU is planning on a balanced budget if all of the above variables come in as planned. Every position vacancy occurring on campus is reviewed by a Cabinet member for its continued use in that area or redeployed to another area of the University. This process of monitoring and review insures that the University is continuously reallocating its resources towards the areas in greatest need. In FY2014 the University will continue its strategic planning process initiated by President Olson in FY2013 around the hopes and dreams of the campus.