DOCSLIB.ORG

Identifying Risks and Responses for Higher Education Institutions in Transition

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Identifying Risks and Responses for Higher Education Institutions in Transition Identifying Risks and Responses for Higher Education Institutions in Transition Identifying Risks and Responses for Higher Education Institutions in Transition Strategic Changes for the Future On top of these financial pressures, demographics have changed; the number of potential traditional-age students has actually decreased. Higher Education institutions are facing the pressure of finding their The bottom line as fewer potential students with less ability to pay way in a changing market. The question is no longer, “Should we means that price sensitivity is greater than ever. And that means adapt?” but is now, “What is the best way to adapt?” For many, the institutions must compete more fiercely. most important first step in adapting is to understand institutional risks These trends have led many colleges and universities to revisit their and to develop strategies to combat those risks. strategic plans and to question if they are effectively allocating their Following the onset of the Great Recession in 2008, 30 percent of limited resources to the most important areas. As part of these efforts, institutions did just that, adopting some form of short-term institutional leaders now must focus on: cost-reduction (i.e. hiring freezes, salary freezes, and downsizing). – Changing the nature of decision making It became clear that those efforts would not suffice. Comprehensive, – Developing deeper understanding of their markets systemic approaches were needed to keep institutions viable. Those approaches require that institutional leaders evaluate risk factors, – Embracing the concept of “academic auxiliaries” including institution size, operational expenses, tuition discounting, – Relentlessly pursuing an efficient bureaucracy and tuition dependence to project whether or not their institutions are sustainable. The reactive fixes that were first implemented following the Great Recession must be replaced by intentional, sustainable re-structuring. But changes within each institution are only part of the equation. The Perhaps the best result from the recession is the impetus for all entire higher education sector is evolving. The Great Recession hit institutions to look at the big picture and chart a strategic course toward families, greatly reducing college savings and making college their future. unaffordable for many individuals. For too many, the increased cost burden has changed their view of Understanding the Changing Market college: They once assumed it was a next step, now they believe In both the recession and the recovery there has been no shortage of colleges need to prove their long-term benefits before they are willing bleak and dire predictions for the future of higher education. Harvard to commit to them. business professor Clayton M. Christensen has long emphasized the need to “innovate or die” in the business world. “15 years from now, The negative economic and political pressure of the recession that half of U.S. universities may be in bankruptcy, including state schools,” began in 2008 proved to be a considerable catalyst for change, he said. significantly increasing the number of institutions embarking on performance improvement initiatives. 15 years from now, half of U.S. During this period, dozens of university presidents (including those of “ universities may be in bankruptcy.1” Harvard University, Dartmouth College, Massachusetts Institute of Technology, and University of Chicago) wrote open letters to their campuses Clayton M. Christensen announcing revenue enhancement and cost-reduction initiatives. Harvard Business Professor But those fixes proved only temporary. As financial challenges lingered, colleges and universities moved from temporary changes designed to When the Great Recession hit, higher education institutions experienced get them through the rough patch to comprehensive, system-wide one of the industry’s greatest shake-ups. This is not so much because reviews, analysis, and reorganizations. A number of colleges are now the recession caused a flood of complex problems as much as it sped teetering on the brink — the Department of Education in a 2013 report up the surfacing of problems that already existed. found 149 private colleges and universities that did not pass its Institutions measurements for “financial responsibility.3” Colleges must realize that There are more than 4,700+ degree-granting two- and four-year long-term change is not just a good idea, it is essential to continue to post-secondary institutions in the U.S. Private not-for-profit, private function in this rapidly changing industry. for-profit, and public colleges and universities are almost evenly split, Students with the private for-profit schools showing the most growth in numbers. While colleges and universities have been rapidly increasing tuition to The smaller, tuition-dependent private not-for-profit institutions are pay for operations, they are pricing prospective students out of the facing the most considerable risk. market. The shifting of the burden of costs to students has been Simply put, the historical business model in higher education has tremendous: they have been made responsible for paying double the been that undergraduate tuition revenue subsidized all other percentage of the total cost of education, compared to 1985 totals. institutional activities. Increasing Price Sensitivity As costs have risen, universities have been forced to increase tuition The dramatic shift in financial status of incoming students has not only and fees. In the past two decades those increases in tuition accelerated removed the assumption that attending a traditional four-year college and far exceeded inflation. or university was the next step after high school, but it shifted the onus of responsibility to prove value to higher education institutions. Historically, many institutional performance improvement initiatives focused on tuition pricing and incremental efficiencies, with the goal Students are still being wooed by specific colleges, but those students of funding strategic plans. are demanding that those colleges prove they are worth the financial Higher Education by Landscape The Old Approach By Type of Institution (FY2013)2 A 2009 Huron Survey of 50 institutions identified the following focus areas to address financial challenges Public – 1,623 46% Hiring Freezes 14% Planned Furloughs Private Not-For-Profit – 1,555 37% Salary Freezes 11% Downsizing or Private For-Profit – 1,451 1,623 Schools 1,555 Schools $305B $160B Reorganization Efforts 1,451 Schools 1 Startup Grind 2013 – February 6, 2013 $23B 2 NCES Digest 3 US Department of Education Financial Responsibility Composite Scores FY12 2 huronconsultinggroup.com Identifying Risks and Responses for Higher Education Institutions in Transition U.S. Inflation vs. Change in Tuition and Fees4 (2006-2014) 40 35 30 Change in Tuition and Fees 25 U.S. Inflation 20 15 10 5 0 2006 2007 2008 2009 2010 2011 2012 2013 2014 risk. However, some families may choose not to attend college at all Institutions by the Numbers and those willing are seeking institutions with the least impact to their personal bottom-line. Number of Private Not-for-Profit Colleges and Universities 80% with annual expenditures less than $75 million. Decreasing Market Population After years of increasing numbers of potential college students aged Number of institutions reporting cost-reducing initiatives 37% 5 18-25, the numbers have reached a turning point. The number of in 2010. high school graduates has declined and the population of potential Number of college and university closures since 2005.6 57 students is expected to fall to levels not seen since 2006 (Source: U.S. Census Bureau). Students by the Numbers In other words, there is less demand, which means that either the supply must decrease (closing institutions), the cost must decrease Average decrease in family savings per student from $7,000 (cheaper tuition), or a paradigm shift is needed to re-invent the market. 2009 to 2013.7 Tuition Discounting and Operating Losses Inflation adjusted increase in median student debt since 1993.8 116% 9 Funding Gap Increase in Stafford loan recipients from 2004 to 2014. 52% Colleges and universities are being forced into a position where they Increase in number of low-income students receiving 125% must increase their grants and scholarships to bridge the funding gap. Pell grants in 2014 compared to 2004.10 Over the three years from 2010 to 2013, institutional grants and scholarships increased by 30 percent. Essentially, institutions are forced to fund their own mini “bailouts” each year to make the numbers work. 4 Collegeboard.org, data compounded 5 Inside Higher Ed Survey of College and University Business Officers 2014 6 TICURA.org - Learning from Closed Institutions: Indicators of Risk for Small Private Colleges and Universities. July 2013 Essentially, institutions are forced to fund 7 Sallie Mae: How America Saves for College 2014 “ 8 Pew Research Center - The Changing Profile of Student Borrowers - October 6, 2014 their own mini “bailouts” each year to 9 CollegeBoard: Trends in Student Aid 2014 make the numbers work.” 10 CollegeBoard: Trends in Student Aid 2014 3 huronconsultinggroup.com Tuition Discounting Ultimately, these mounting challenges are forcing colleges and In 2013, the average discount rate for freshman students reached universities to rethink strategies, markets, and operations to ensure 46.4% at private not-for-profit colleges and universities.11 So, while they can achieve their missions in
Load more

Recommended publications
  • Higher Education Reopening Guidance
    june 11, 2020 higher education reopening guidance Guidance overview This document provides guidance to Virginia institutions of higher education regarding their plans for offering in-person instruction and reopening their campuses in the 2020-21 academic year. The criteria outlined here, in consultation with the Virginia Department of Health, concern measures relating to COVID-19 that institutions should take for promoting and fostering the health and safety of students, faculty, staff, and surrounding communities as equitably as possible. Additionally, it recognizes the widely varied missions and circumstances of the many different colleges and universities, public and private, across the Commonwealth. Institutions are asked to prepare campus plans specific to their unique constituencies and settings, for timely submission to the Commonwealth. The Virginia Department of Health (VDH), the State Council of Higher Education for Virginia (SCHEV), and local health departments will serve as close partners to institutions throughout the duration of this pandemic, providing guidance, data, and assistance facilitating relationships with local health infrastructure as needed. section i: why safe and sustainable offering of in-person instruction and reopening of higher education are crucial for virginia Virginia’s colleges and universities are anchor institutions for the Commonwealth, and Virginia is widely regarded as having the best array of public and private institutions of higher education in America, as well as powerful workforce development and credentialing programs. COVID-19 has put at risk the more than $39.074 billion in annual economic impact higher education creates for the Commonwealth, and the 167,000 jobs tied directly or indirectly to Virginia colleges and universities.
    [Show full text]
  • Glossary of Data Terms
    Glossary of Terms The Texas Higher Education Coordinating Board has produced this Glossary of commonly used Texas higher education terms. By its nature, the Glossary will be an evolving document. If you have suggestions for clear wording for terms in the Glossary or for terms whose definition you would like to have included, please send your suggestions to Torca Bunton at [email protected] at the Coordinating Board. TEXAS HIGHER EDUCATION COORDINATING BOARD Educational Data Center Glossary of Terms August 14, 2017 AAT Associate of Arts in a Teaching degree. Board-approved collegiate degree programs consisting of lower-division courses intended for transfer to baccalaureate programs that lead to initial Texas teacher certification. (CTC CBM009) Academic Course Guide Manual (ACGM) The official list of approval numbers for general academic transfer courses that may be offered for state funding by public community and technical colleges in Texas. It lists a basic core of general academic courses which are freely transferable among all public institutions of higher education in Texas in accordance with the Texas Education Code, §61.051(g). TCCNS numbers are assigned to most courses in the manual. Academic courses reported on the CTC CBM004 must appear either on this list of approved courses or in the Special Approval/Unique Need Inventory. See Lower Division Academic Course Guide Manual. (CTC CBM004) Academic Credit Course A college-level course that, if successfully completed, can be applied toward the number of courses required for achieving a degree, diploma, certificate, or other formal award. Academic Program Instructional program leading toward an associate’s, bachelor’s, master’s, doctor’s, or first-professional degree or resulting in credits that can be applied to one of these degrees.
    [Show full text]
  • Undergraduate Research and Higher Education of the Future
    uarterlyCOUNCIL ON UNDERGRADUATE RESEARCH Summer 2017 Issue | Volume 37, Number 4 UNDERGRADUATE RESEARCH AND HIGHER EDUCATION OF THE FUTURE Also in this issue: Some Pathologies of Undergraduate Research — and How to Cure Them www.cur.org The Council on Undergraduate Research Quarterly is published uarterly in the Fall, Winter, Spring, and COUNCIL ON UNDERGRADUATE RESEARCH Summer by the Council on Summer 2017 Volume 37, Number 4 Undergraduate Research. Editor-in-Chief Engineering The mission of the Council on James T. LaPlant, College of Arts and Sciences Binod Tiwari, Civil and Environmental Undergraduate Research is to support Valdosta State University Engineering Department and promote high-quality undergraduate [email protected] California State University, Fullerton student-faculty collaborative research and [email protected] Issue Editors scholarship. Janice DeCosmo, Associate Dean Geosciences The Council on Undergraduate Research Undergraduate Academic Affairs Laura A. Guertin, Department of Earth Science Quarterly publishes scholarly work that exam- University of Washington Penn State-Brandywine ines effective practices and novel approaches, [email protected] [email protected] explores pedagogical models, and highlights Laurie Gould, Department of Criminal Justice and Health Sciences the results of assessment of undergraduate Criminology Niharika Nath, Life Sciences Department research. As a peer-reviewed publication of Georgia Southern University New York Institute of Technology- the Council on Undergraduate Research, the [email protected]
    [Show full text]
  • Pathway to a Pre-K-12 Future
    Transforming Public Education: Pathway to a Pre-K-12 Future September 2011 This report challenges our nation’s policy makers to transform public education by moving from a K-12 to a Pre-K-12 system. This vision is grounded in rigorous research and informed by interviews with education experts, as well as lessons from Pew’s decade-long initiative to advance high-quality pre-kindergarten for all three and four year olds. The report also reflects work by leading scholars and institutions to identify the knowledge and skills students need to succeed in school and the teaching practices that most effectively develop them. Together, these analyses and perspectives form a compelling case for why America’s education system must start earlier, with pre-k, to deliver the results that children, parents and taxpayers deserve. Table of Contents 2 Introduction 24 Interviewees 6 Envisioning the Future of 25 Sidebar Endnotes Pre-K-12 Education 26 Endnotes 12 Pathway to the Pre-K-12 Vision 29 Acknowledgements 23 Conclusion Introduction More than two centuries ago, as he prepared to retire and attitudes rather than scientific evidence about from the presidency, George Washington counseled the children’s development or their potential to benefit young nation to prioritize and advance public education from earlier educational programs. We know now, because, he wrote, “In proportion as the structure of a from more than 50 years of research, that vital learn- government gives force to public opinion, it is essential ing happens before age five. When schooling starts at that public opinion should be enlightened.”1 Today, kindergarten or first grade, it deprives children of the that our public education system is free and open to chance to make the most of this critical period.
    [Show full text]
  • How and Why I Became a Principal Fellow of the Higher Education Academy
    How and why I became a Principal Fellow of the Higher Education Academy D. M. Carter University of Reading n CUCD Bulletin 45 (2016) Ellie Mackin gives a useful and authoritative account of how CPD schemes offer a route to HEA Fellowship at various levels. In this article I shall try to give a I sense of what it means to apply for and gain Principal Fellowship. Ellie fully explains the UK Professional Standards Framework (UKPSF) and the mechanics of application, which I shall not to attempt to repeat here in any detail. I do however want to say something about the purpose of these schemes before offering some personal reflections on the process. The big picture The Higher Education Academy was established in 2003 with a mission to professionalise teaching in the sector. The main way in which HEA does this is by awarding four categories of fellowship (Associate Fellow, Fellow, Senior Fellow and Principal Fellow), which can be taken as equivalent to teaching qualifications for University academics. The years since 2003 have seen sharp rises in the proportion of staff in the sector who are qualified to teach, so that it is now normal (if not quite prevalent) for early career academics to apply for jobs with an FHEA next to their PhD. The HEA website tells us that (as of March this year) there are over 86,000 Fellows worldwide. It might be objected that plenty of academics are expert teachers who do not have this distinction, and I will return to this point, but it is undeniable that HEA’s role in the recognition of expertise has grown enormously.
    [Show full text]
  • Gender Equality in Education from Kindergarten to Higher Education: 73 Policies and Practices
    Gender Equality in Education from Kindergarten to Higher Education: 73 Policies and Practices Diğdem Müge Siyez and Kadir Beycioglu ...the Father of Men and of Gods..., Zeus made a great evil for men, a sweet and lovely thing to look upon, in the likeness of a shy maiden, and all the gods gave her gifts, silvery raiment and a broidered veil, a wonder to behold, and bright garlands of blooming flowers and a crown of gold great beauty shone out from it. Because of what they gave her they called her Pandora, which means “the gift of all.” When this beautiful disaster had been made, Zeus brought her out and wonder took hold of gods and men when they beheld her. From her, the first woman, comes the race of women, who are an evil to men, with a nature to do evil. (Hamilton, 1969,p. 88) Gender equality is more than a goal in itself. It is a precondition for meeting the challenges for reducing poverty, promoting sustainable development and building good governance. (Kofi Annan) Contents Gender Equality ................................................................................. 1690 Gender Equality in Education .................................................................. 1691 Gender Equality as an Issue of Social Justice in Education ................................... 1694 Context: Overall Structure of Turkish National Education System ........................... 1695 Gender Equality in Turkish Education Context ................................................ 1698 Educational Policies ......................................................................... 1701 D. M. Siyez (*) Faculty of Education at Buca, Division of Counseling and Guidance, Dokuz Eylul University, Izmir, Turkey e-mail: [email protected] K. Beycioglu Faculty of Education at Buca, Department of Division of Educational Administration, Dokuz Eylul University, Izmir, Turkey e-mail: [email protected] © Springer Nature Switzerland AG 2020 1687 R.
    [Show full text]
  • Twelve Inconvenient Truths American Higher Education
    Twelve Inconvenient Truths about American Higher Education By Richard Vedder Center for College Affordability and Productivity A Policy Paper from the Center for College Affordability and Productivity March 2012 About the Author Richard Vedder is Distinguished Professor of Economics at Ohio University, Director of the Center for College Affordability and Productivity and an adjunct scholar at the American Enterprise Institute. Dr. Vedder has written widely on American economic history, authoring such books as Out of Work: Unem- ployment and Government in Twentieth-Century America and The American Economy in Historical Per- spective. He served as a member of Secretary Margaret Spelling’s Commission of the Future of Higher Education, and is the author of Going Broke by Degree: Why College Costs Too Much. Dr. Vedder is also the author of numerous scholarly papers for journals in economics and public pol- icy, as well as shorter pieces for the popular press including the Wall Street Journal, Washington Post, Christian Science Monitor, The American Enterprise, CATO Journal and Forbes. He received a BA from Northwestern University and a MA and PhD from the University of Illinois. Center for College Affordability and Productivity The Center for College Affordability and Productivity (CCAP) is an independent, nonprofit research center based in Washington, DC that is dedicated to researching public policy and economic issues relat- ing to postsecondary education. CCAP aims to facilitate a broader dialogue that challenges conventional thinking about costs, efficiency and innovation in postsecondary education in the United States. 17th Street NW #910 Tel: (202) 375-7831 Washington, DC 22036 Fax: (202) 375-7821 www.theccap.org ii Table of Contents Inconvenient Truth #1: High Costs .
    [Show full text]
  • A New Course for Higher Education
    A New Course for Higher Education STRENGTHENING ACCESS, AFFORDABILITY, AND ACCOUNTABILITY January 2020 TA S K F O R C E Howard P. “Buck” Martha J. Kanter ON HIGHER McKeon (Co-chair) Executive Director, College Former U.S. Representative (R-CA) Promise Campaign EDUCATION Former Chairman, House Former Under Secretary, U.S. FINANCING Education and Labor Committee Department of Education A N D George Miller (Co-chair) Walter M. Kimbrough S T U D E N T Former U.S. Representative (D-CA) President, Dillard University Former Chairman, House Former President, Philander OUTCOMES Education and Labor Committee Smith College F. King Alexander William J. Lennox Jr. President-elect of Oregon Former Superintendent, United States State University Military Academy Former President of Louisiana Former President, Saint Leo University State University Thomas C. Leppert Garrey Carruthers Former Mayor of Dallas Former Chancellor, New Mexico Former Corporate CEO State University Former Governor of New Mexico Adam Looney Senior Fellow, Brookings Institution Michelle Asha Cooper Former Deputy Assistant President, Institute for Higher Secretary for Tax Analysis, Education Policy U.S. Treasury Department Former Deputy Director, Advisory Committee on Student Cheryl A. Oldham Financial Assistance, U.S. Vice President of Education Policy, U.S. Department of Education Chamber of Commerce Former Acting Assistant Secretary, James H. Douglas U.S. Department of Education Office Former Governor of Vermont of Postsecondary Education Former Chair, National Governors Association Wil Del Pilar Vice President of Higher Education Brian K. Fitzgerald Policy and Practice, The CEO, Business-Higher Education Trust Education Forum Former Deputy Secretary, Pennsylvania Member, Dean’s Leadership Council at Department of Education Office of Harvard Graduate School of Education Postsecondary and Higher Education Christine Gregoire John Tierney Former Governor of Washington Former U.S.
    [Show full text]
  • An Instrumental Perspective of Higher Education in Pakistan: from Public Good to Commercial Commodity
    Bulletin of Education and Research December 2018, Vol. 40, No. 3 pp. 95-114 An Instrumental Perspective of Higher Education in Pakistan: From Public Good to Commercial Commodity Asghar Ali*, Aamir Saeed** and Asif Munir*** __________________________________________________________________ Abstract Instrumental reason as a cultural ideal in the context of Pakistani higher education institutions has been analyzed in this study. Qualitative research design was adopted to conduct this content analysis. In instrumental reason, higher education is no longer seen as socially valuable knowledge, but as a private commercial commodity whereby its value is determined in terms of financial returns. Like other commodities, higher education is also considered a commercial commodity (degrees) which are sold at numerous price levels by the private higher education institutions. Which have no objective of social welfare of society, rather it has detrimental implications in terms of its repercussions like development of instrumental thought in individuals. A shift could be observed, from public interest to private interest, replacing academic, social, and ethical values by commercial considerations, and collective social equality to individual instrumental thinking. Keywords: Higher Education, Public Good, Commercial Commodity, Instrumental Reason *Lecturer, Department of Management Sciences, Virtual University of Pakistan. **Assistant Professor, Institute of Administrative Sciences, University of the Punjab, Lahore *** M. Phil Scholar, Institute of Education and Research, University of the Punjab, Lahore. E-mail: [email protected] An Instrumental Perspective of HE in Pakistan: From PG to Commercial Commodity 96 Introduction Higher education serves as a key driving force envisioned to turn the dream of a knowledge-based economy into reality and it also contributes in the attainment of social goals of humanity, creating cohesiveness, and building good human beings (NEP, 2009).
    [Show full text]
  • Reinventing Continuing Higher Education
    Reinventing Continuing Higher Education Mary Lindenstein Walshok UNIVERSITY OF CALIFORNIA, SAN DIEGO INTRODUCTION he world is changing in ways and at rates of speed that most are unable to fathom. Leaders of some of the most innovative higher- education institutions in America are scrambling to keep up with changes in the global economic environment and America’s posi- tion within it. All of these developments cannot help but make traditional Tcontinuing educators question our role moving forward. Traditional colleges and universities are embracing much of what continuing higher education has traditionally done, and in some cases not only embracing but also rapidly integrating it into their core mission. Cer- tainly, continuing professional education has become broadly recognized across America, and most institutions are embracing mature and part-time students, particularly at the postbaccalaureate level. And new technologies are being engaged to serve regional, national, and international markets. What is the appropriate and enduring value of what we have come to know as continuing higher education? The short answer is that if we continue to do what most of us already are doing, we are bound for obso- lescence sooner rather than later. But if we can recognize the diversifying knowledge needs that are emerging in this era of rapid technology gains and disruptive shifts in global markets, we have not only a continuing role but also an opportunity for leadership. However, to provide leadership, we will need to embrace new concepts, employ new tools, and form partner- ships more appropriate for 21st century economies and societies. In other words, we will need to reinvent continuing education.
    [Show full text]
  • Technology, Higher Education, and a Very Foggy Crystal Ball
    BY BRIAN L. HAWKINS Technology is dramatically transforming the nature of higher education. And yet, the changes that have occurred thus far in higher education—and those that are expected—have little to do directly with the technology itself. The transformation is being driven instead by the new opportunities and means of doing business provided by the communication media and the ubiquity of the technology. As a result of these opportunities, traditional educational institutions now face significant for-profit competitors, enormous new market potentials lead- ing to intensifying competition, and most recently, a form of competition not faced by any other industry—a no-cost competitor.1 College and university ad- ministrators have been confused about how to compete in distributed education, but this newest wrinkle potentially makes competition in this market unique. An- other major factor contributing to the overall uncertainty in higher education is just how flexible institutions can be in responding to these competitors. Higher education, a fairly traditional marketplace, has so far made relatively few adap- tations in the way it conducts business in the new environment. Brian L. Hawkins is President of EDUCAUSE. Illustration by Michael Northrup/Strobophoto November/December 2000M EDUCAUSE review 65 Predictions about the future are nearly impossible to make participation for some, and graduated fee structures will carry because of the discontinuities created by the speed and nature additional incremental barriers. Unfortunately, no one really of the tumultuous changes in technology. Although this is true knows where these price-points are and thus how large the ac- for all industries, higher education may be facing a level of un- tual market may be.
    [Show full text]
  • Providing Funding and Policy Changes for the Office​ of Higher Education, M
    06/07/21 ​ REVISOR JFK/CH JFK21-HIGHERED​ 1.1 A bill for an act​ 1.2 relating to higher education; providing funding and policy changes for the Office​ 1.3 of Higher Education, Minnesota State Colleges and Universities, the University​ 1.4 of Minnesota, and the Mayo Clinic; creating and modifying certain student aid​ 1.5 programs; restricting limitations on student access to transcripts; modifying certain​ 1.6 school accountability provisions; expanding the hunger-free campus designation;​ 1.7 establishing a pilot project; requiring reports; appropriating money; amending​ 1.8 Minnesota Statutes 2020, sections 136A.101, subdivision 5a; 136A.121,​ 1.9 subdivisions 2, 6, 9; 136A.123, subdivision 1; 136A.125, subdivisions 2, 4;​ 1.10 136A.126, subdivisions 1, 4; 136A.1275; 136A.1704; 136A.1791; 136A.246,​ 1.11 subdivisions 1, 2, 3, 4, 5, 6, 7, 8, by adding a subdivision; 136A.63, subdivision​ 1.12 2; 136A.645; 136A.653, subdivision 5; 136A.675; 136A.68; 136A.822, subdivision​ 1.13 12; 136A.8225; 136A.823, by adding a subdivision; 136A.827, subdivisions 4, 8;​ 1.14 136F.20, by adding a subdivision; 136F.245; 136F.305; 136F.38, subdivision 3;​ 1.15 Laws 2014, chapter 312, article 1, section 4, subdivision 2; Laws 2019, chapter​ 1.16 64, article 1, section 2, subdivision 14; proposing coding for new law in Minnesota​ 1.17 Statutes, chapters 136A; 136F; repealing Minnesota Statutes 2020, sections​ 1.18 136A.1703; 136A.823, subdivision 2; 136F.245, subdivision 3; Minnesota Rules,​ 1.19 parts 4830.9050; 4830.9060; 4830.9070; 4830.9080; 4830.9090.​ 1.20 BE IT ENACTED BY THE LEGISLATURE OF THE STATE OF MINNESOTA:​ 1.21 ARTICLE 1​ 1.22 APPROPRIATIONS​ 1.23 Section 1.
    [Show full text]