1500 Birchmont Dr NE #3
Bemidji, MN 56601
Phone: (218) 755-2011
Fax: (218) 755-2749
The recalibration plan addresses a projected $5 million budget shortfall for BSU and NTC in the next two years. The shortfall is directly related to the state’s economic challenges and $6.2 billion budget deficit. The plan calls for expanding areas of strength as well as reducing or eliminating some programs and services.
Four academic programs are being eliminated with about six positions affected: art history, theatre, environmental landscaping, and massage therapy.
Eighteen programs are being reduced with about 33 positions affected. Those programs are visual arts; English and speech; history; philosophy; modern languages; music; physics; environmental studies; economics; mathematics; computer science; psychology; sociology; accounting; technological studies; physical education, health, and sport; professional education; and automotive.
The plan also integrates the Center for Extended Learning (CEL) – the office offering distance and online options – by melding the staff of CEL within the records and admissions offices and creating an associate vice president for strategic partnerships and information services.
See the Recalibration Summary pdf for more information.
Areas of projected growth are in business and mass communication, with business gaining two probationary faculty positions and mass communication gaining one probationary faculty position. Native American studies and Ojibwe language programs are targeted for strengthening because of their potential for national distinctiveness. The STEM areas (science, technology, engineering, and math) are also slated for increased attention. Finally, the faculty is being asked to consider infusing leadership, ethics, informatics, and environmental sustainability into the curriculum.
The October 19 campus forum outlined the metrics that would be used in determining cuts and reductions, with the elements of sustainability, distinctiveness, and innovativeness as key measures.
President Hanson asked all of the academic and service units at BSU and NTC to submit narratives that indicated how the units met the three elements of sustainability, distinctiveness, and innovativeness. The unit narratives were carefully reviewed and analyzed before decisions were made.
Data was also analyzed. Programs with high costs and low enrollment, low program quality, or poor student outcomes (e.g. completion, employability) were considered for elimination. Programs with low costs, but low enrollment; high costs and high enrollment; mixed program quality; or mixed student outcomes were the focus of possible reductions. Programs that were unaffected were those with low costs and high enrollment; high program quality; or excellent student outcomes.
For more information, see Program Analysis Evaluation Metrics.
The recalibration plan calls upon the colleges and faculty to re-shape and re-sculpt the programs that remain and to focus on new, emerging areas. Ten percent of the institutions’ programs and services were affected as ways were sought to close the $5 million, two-year budget gap. Ninety percent of the programs were not affected.
The president has urged the colleges and faculty to assess the situation, re-think the assigned-time resources, make decisions about the remaining and emerging academic programs, and begin to create teaching schedules for Fall 2011 and beyond.
Reductions are being made in this area. At least ten administrative or non-academic areas are being reduced, including positions in library tech., communications and marketing, the trades, physical plant, telecommunication, clerical, counseling, and Optivation.
Also, BSU was benchmarked against similar-sized universities in the U.S. in 2003, 2007, and 2010. Analyses of the benchmarking results consistently concluded that Bemidji State is lean administratively, with few full-time administrators relative to the number of faculty.
Finally, over the past seven years, positions have been consolidated and efficiencies gained through the BSU-NTC alignment. These institutions share many administrative positions, including the president, two vice presidents, Chief Information Officer, human resources director, financial aid director, and public safety director. Other two-year colleges that do not share these positions would need to spend approximately an additional $750,000 on administrative costs.
The new recalibration plan calls for the Department of Athletics to reduce its scope and improve the opportunities for women in athletics. These initiatives will help Bemidji State with Title IX compliance. Part of the Title IX federal law passed in 1972 requires gender equity for men and women in every educational program receiving federal funding. Bemidji State had 422 total participants in athletic programs in the 2009-10 school year. There were 259 males and 163 females.
Bemidji State is currently exploring options for an alternative provider who could offer services in the current center site.
The decision to close the center after the 2010-11 academic year was not made without first trying to create a sustainable model for funding the center. Besides the fees that families pay, the University has provided additional funding needed to operate the center. Last year, the University hired a consultant to assist the Campus Child Care Center in developing a business plan to operate the center without additional BSU funding. Analysis of the plan indicated that it was not possible to design a long-term business plan that would sustain the center without significant aid from Bemidji State.