Financial sustainability at comprehensive universities and BSU

Financial sustainability for regional public universities

January 2015

1. Diversify revenue stream and focus on revenue generation:
a. Increase grants, contracts, external partnerships.
b. Increase auxiliary income.
c. Increase non-credit generation.
d. Increase foundation support; donor support; campaigns.
e. Provide alternative degree pathways, i.e. certificates, diplomas, credentials, etc.

2. Keep a 15% reserve to manage enrollment changes.

3. Set residential enrollment expectations and address residential environment.
a. International residential enrollment target of 10% FYE.
b. Increase focus on recruitment/retention of diverse student populations by creating bi-lingual materials, targeting recruitment efforts, clubs/organizations, faculty/staff leadership, removing ACT barriers, etc.
c. Provide part-time jobs for all students and engage all freshmen in career planning.
d. Require half-semester or more internship or service learning experience for all students.
e. Provide affordable, significant international experiences for all students.

4. Create a non-traditional, working adult student center and program delivery for working adults:
a. Increase offerings of hybrid, accelerated course delivery at regional sites, offering one course at a time scheduling for working adults.
b. Increase CPL/PLA assistance and a portfolio course for working adults to request CPL/PLA.
c. Provide walk-in assistance office(s) for working adults.
d. Pursue graduation project to identify non-completers, advise and re-enroll them, and help them complete.

5. Assess academic program array vs. competitors: St. Cloud, MSUM, UM Duluth.
a. Identify niches and fill them.
b. Address economies of scale across programs.

6. Increase blended/hybrid off site cohorts in partnership with community/technical colleges.
a. Enhance transferability.

7. Reduce time to completion for students to 4 years/120 credits by keeping majors at or below 60 credits.

8. Increase online course offerings to 30% of credit generation.

9. Improve retention and diversify enrollment.
a. Diversify admission requirements, i.e. base more admissions decisions on HS GPA/rank, not ACT.
b. Summer bridge program for new freshmen.
c. First year common interest community for freshmen.
d. Seek funding for a student success center for intense advising, early and ongoing contact.
e. Require evidence of student engagement support in faculty PDP/PDR.
f. Move to more clubs, organizations, and intramurals; draw down competitive athletics.

10. Scholarships.
a. Buy down tuition for high achieving/high promise students and tie scholarships to expectations of:
i. Service to the campus.
ii. Leadership.
iii. Participation in clubs, organizations, community service, athletics, etc.
iv. Subsidize part-time employment.

11. Internationalize
a. Establish campus internationalization council with sub-groups for:
i. Education abroad.
ii. Student ambassadors.
iii. International certificates.
b. Establish affordable semester abroad opportunities for all students.
c. Establish articulation/transfer agreements with international partners.
d. Increase international student enrollment to 10% of residential headcount.
e. Establish route for faculty/staff to go abroad and engage in international efforts.
f. Establish an ESL/English Language Center.
g. Establish a visiting professor program.
h. Move internationalization into the community.

12. Continue to solidify connections to community

Specific to BSU

1. Revenue
a. Launch research and sponsored programs office.
b. Secure contracts with major employers in NW MN and Twin Cities.
c. Continue comprehensive campaign and shift focus to program development through a centennial campaign.
d. Further align with NTC to offer diplomas, AS, AAS credentials at BSU.

2. Keep a 15% reserve to manage enrollment changes.

3. Set residential enrollment expectations and address residential environment.
b. Increase international residential enrollment to 10% of student residential headcount.
c. Increase focus on recruitment/retention of diverse student populations by creating bi-lingual materials, targeting recruitment efforts to diverse groups, providing ethnic-based clubs/organizations, involving minority faculty/staff leadership/sponsorship, removing ACT barriers to admissions, etc.
d. Provide part-time jobs for all students.
e. Engage all freshmen in career planning during their first semester.
f. Require half-semester (or more) internship or service learning experiences of all students.
g. Provide affordable, significant international experiences and an international credential for all students.

4. Create a non-traditional, working adult student center and program delivery for working adults:
a. Increase offerings of hybrid, accelerated course delivery at regional sites, offering one course at a time scheduling for working adults. Reconsider Hibbing. Offer in Twin Cities at partner sites.
b. Increase CPL/PLA assistance and a portfolio course for working adults to request CPL/PLA.
c. Provide walk-in assistance office(s) for working adults.
d. Pursue graduation project to identify non-completers, advise and re-enroll them, and help them complete a degree.

5. Assess academic program array vs. competitors: St. Cloud, MSUM, UM Duluth.
a. Identify niches and fill them.
b. Address economies of scale across programs.

6. Increase blended/hybrid off site cohorts in partnership with community/technical colleges in Twin Cities and possibly in Hibbing.
a. Enhance transferability.

7. Reduce time to degree for students to 4 years/120 credits by keeping majors at or below 60 credits.

8. Increase online course offerings to 30% of credit generation.

9. Improve retention and diversify enrollment.
a. Diversify admission requirements, i.e. base more admissions decisions on HS GPA/rank, not ACT.
b. Create summer bridge program for new freshmen.
c. Create first year common interest community for freshmen.
d. Seek funding for a student success center for intense advising, early and ongoing contact.
e. Require evidence of student engagement support in faculty PDP/PDR.
f. Move to more clubs, organizations, and intramurals; draw down institutional subsidy to athletics while looking at the function and subsidy to balance both.

10. Scholarships.
a. Buy down tuition for high achieving/high promise students and tie scholarships to expectations of:
i. Service to the campus.
ii. Leadership.
iii. Participation in clubs, organizations, community service, athletics, etc.
iv. Subsidize part-time employment.

11. Internationalize
a. Secure an international tuition rate.
b. Establish campus internationalization council sub-groups for:
i. Education abroad.
ii. Student ambassadors.
iii. International certificates.
c. Establish a visiting professor program for technical colleges.
d. Move internationalization into the community.
e. Move Cosmopolitan Café to 2X a month and ramp up campus-wide engagement.
a. Reorganize/clarify international responsibilities.
i. IPC director and Director of International Relations jointly meet with provost monthly.
ii. ELC reports to IPC Director.
iii. IPC.

1. Recruitment.

2. Intake and Orientation.

3. Web recruit.

4. Retention/student services.
iv. Director of International Relations.

1. Academic agreements.

2. Visiting scholars programs.

3. Education abroad.

4. GA oversight.

5. Graduate council membership.

12. Continue to solidify our connections to community