Fiscal and Student Profile of MnSCU
MnSCU institutions represent a large public investment, managing more than $1 billion annually in taxpayer dollars, tuition, federal funds and private gift support. The total also includes $300 million in student aid. Higher education's share of the state budget is declining, however, from 15.5 percent in 1987 to 11.7 percent in 1996-97.
MnSCU employs approximately 20,000 faculty and staff. The system's physical plant includes 686 buildings with more than 22 million square feet.
Approximately 145,000 students were enrolled in MnSCU institutions in the fall of 1996. About 97 percent of MnSCU students are undergraduates. MnSCU's market share is still more than half of the state's enrollment in higher education (both public and private) and three-fourths of public higher education.
The MnSCU student population is increasingly diverse. Fifty-four percent of all students are female, approximately 45 percent attend part time and approximately seven percent are minority. One-third are 30 or older, and the average age is 28. More than 100,000 MnSCU students -- two-thirds of the total -- receive some form of financial aid, whether federal, state or private or any combination thereof.
MnSCU colleges and universities award approximately 30,000 degrees, diplomas and certificates per year, representing more than 1,200 academic programs (3,288 when programs at all locations are counted) at the certificate, diploma, associate, baccalaureate and master's levels.
MnSCU stands apart as a new kind of higher education enterprise
Profile of MnSCU Students, Fiscal Year 1996
These charts provide a profile of MnSCU students based on annual unduplicated headcount enrollment in Fiscal Year 1996 - a total of 233,536 students. Annual unduplicated headcount counts all students who were enrolled for credit for at least one term in a year. Enrollment also can be determined by counting the number of students enrolled on a specific day. Using this snapshot approach, a total of 145,172 students were enrolled at MnSCU institutions on the 10th day of fall quarter or semester 1996.
Internal Weaknesses and Strengths
MnSCU is new. Though its colleges and universities enjoy varying degrees of visibility and prestige, the system itself is not yet well known among Minnesotans. In addition, the leadership is new and relatively unknown. Thus, the system's agenda -- this strategic plan -- will require a strong visibility campaign to increase public awareness and support.
In addition, employees and internal constituencies are concerned about their jobs and programs. Their voices -- positively or negatively -- carry to their collective bargaining units, their friends in the community, their legislators and others. Vigorous two-way internal communication is necessary.
But MnSCU stands apart as a new kind of higher education enterprise. MnSCU is particularly noted for its geographic accessibility across the state, its focus on undergraduate education, its emphasis on education for work in the occupations and professions, and its appeal to Minnesota students, the large majority of whom remain in the state after graduation.
MnSCU has started with a reservoir of good will. Many people concede that they didn't necessarily like the idea of a merger, but the consensus seems to be, Let's make it work.
Thus, expectations for MnSCU are high. The debate that preceded the merger was long and polarized, with attempts to undo the legislation up to the 11th hour. Now, there are many supporters to please and critics to convince. As one example, the debate created the expectation that the merger would not cost any money and ultimately would result in significant cost savings. That may not be reasonable, but the expectation is firmly in place.
Internal Threats and Opportunities
MnSCU's challenges -- threats to some -- will be related largely to limited resources and the changing needs and demands of society and the economy. If the recent past is any indication, funding for higher education is more likely to diminish than increase. Legislative and gubernatorial attention are focused on the growing cost of health care, welfare and corrections. MnSCU also must deal with the pervasive perception that higher education does not manage its finances effectively, which dampens legislative and public support for increases in appropriations.
Managing public perception will be another vital challenge for MnSCU. Society is growing more fickle about higher education. The general public still thinks well of higher education and realizes that it is essential for economic success. But the public is increasingly worried about the rising cost of higher education, with parents wondering whether they can afford to educate their children. Skepticism among opinion leaders is high, and their support is not likely to increase unless MnSCU institutions and the whole of higher education can demonstrate increased quality and efficiency.But MnSCU has many opportunities before it. These include:
- the provision of a more cohesive educational environment for Minnesotans
- the synergism to be generated by combining liberal arts and technical education curricula
- the extraordinary potential for using electronic education creatively and extensively
- the exploration of new methods of teaching and learning
- the collective power for showcasing institutions that historically have been hidden from public view.
