Riverland Community College ends another successful year at this month's college commencement. Given this excitement, you may wonder why I have chosen to address the topic of "financial crisis" in this month's column. The answer is simple: we understand the College's effect on the region we serve and want to be as transparent as possible in our communication as we plan for an uncertain future. The Minnesota State Colleges and Universities system's recent news about tuition increases at campuses across the state has also raised awareness in the media.

The sobering reality is that the state's budget deficit continues to grow, and we must prepare for the inevitable effects that deficit will have on state agencies like Riverland. For example, recent information for the next biennium from our system office leads us to project reductions in our state allocation and unallotments that will be disruptive to our college’s operations.

While these projections are extremely upsetting for those of us who have dedicated our careers to education and quality-of-life improvements via educational training, I assure you Riverland will continue to find ways to deliver an excellent education to every student on our campuses and online. We believe the key to success is to mobilize and engage Riverland employees and make the most of our relevant, respective strengths.

Consistent with this commitment, Riverland's next step is assembling a Financial Emergency Management Team with Executive Vice President Dr. Ron Langrell’s leadership. In this capacity, Dr. Langrell will work with internal and external stakeholder groups, including bargaining units, students, and community members to develop strategies to address anticipated reductions facing our state allocation.

Similar to our cost-reduction efforts of a year ago, the committee will review and reduce course and program offerings. With a two-million-dollar-plus annual shortfall projected for 2012, and the prospects of double-digit enrollment increases, this process is especially challenging because many classrooms and programs are currently near or at maximum capacity. However, with the expected appropriation reductions so large (especially for the fiscal year 2012 – 2013 biennium), reductions are inevitable. Positions that will be vacated due to retirements or resignations are being evaluated for possible elimination or restructuring for efficiencies and cost savings.

Understand that as a college we will resolve these challenges, no matter how difficult and unpleasant. Riverland's strength is its many creative, capable, and successful faculty and staff. That said, the next few years might be among the most unpleasant Minnesota higher education institutions have ever faced. As we move forward, we will keep our communities aware of our progress as we re-engineer the way we educate. In the near future, we hope to share success stories of alternative funding and efficiencies that assist a whole new generation of learners.

Riverland remains committed to maintaining high-quality instructional programs that are vital to the workforce and civic needs of the region, in alignment with the college's mission, vision, values, and thematic core.