New top leaders at the state’s higher education systems provide the opportunity to bring real reform and cooperation to provide high quality education more efficiently.

The Minnesota State Colleges and Universities system, which operates 38 colleges and universities including in Mankato and North Mankato, came out of the recent state budget negotiations as well as could be hoped.

MnSCU is in line to receive $545.4 million a year for the next biennium, a cut of $120 million. It is the fourth straight year of budget cuts for MnSCU and it will receive less than in 1999 while serving 51,000 more students than it did 12 years ago.

MnSCU also is required to raise tuition no more than 4 percent over the next two years.

The University of Minnesota received a similar budget cut of about 10 percent, but minus the caveat on tuition increases.

The ongoing budget reductions have forced some reform on the state’s higher education system. Minnesota State University, about two years ago, was ahead of most campuses in an in-depth review of its programs — a review that led to the closing and realignment of several academic and athletic programs and a reduction in faculty.

The process, led by then-Provost and Vice President Scott Olson, was painful but widely viewed as both fair and thorough.

It’s the type of process that needs to be done system-wide by MnSCU, including a review of the MnSCU central office, often cited as being bloated.

MnSCU’s recent choice of Steven Rosenstone as its new chancellor offers encouraging signs that serious reforms could happen.

The former University of Minnesota vice president is viewed as a man likely to bring transformative change to the system and to increase collaboration with the U of M, which has a new president in Eric Kaler.

Rosenstone, during the job interview process, stated the need to minimize tuition increases, put more into need-based financial aid and increase quality — all for less money by streamlining administration and reducing duplication.

MnSCU and the Legislature need to look at reducing the number of campuses in the state — something that’s long been advocated as necessary, but never acted upon because of political turf battles.

The Legislature may need a process similar to Congress’ use of military base-closing commissions to accomplish the task.

But ending redundant services and classes at various campuses must also be a top priority. All campuses shouldn’t try to be everything to all students. Campuses that have shown they excel at offering a certain program should have their program expanded while the same program is curtailed at some other campuses.

Finally, the U of M and MnSCU need to work together more closely.   

The two systems cannot simply be merged.

The state constitution gives the U of M constitutional autonomy, something MnSCU doesn’t have. While the Legislature has defined authority over many aspects of the U of M’s budget, the constitutional autonomy means the board of regents alone has the power to manage the university.

But that doesn’t mean the two systems can’t work together for a more streamlined higher education system in the state.

One or the other could take over certain programs that would be cut in the other system. They can use technology to provide interactive video classes to students on several campuses in both systems and they can find ways to reduce and share administrative and other costs.

In these harsh economic times, higher ed officials and lawmakers know that funding will continue to be tight. Higher education is one of the most valuable assets the state has, driving its economy by producing skilled workers and top-flight research.

But if the two systems shy from dramatic change, they will suffer in quality and be less affordable to more students.

Two new leaders have the chance to bring the transformative change needed.