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The initiative reflects a comprehensive, seven-month review of programs, staffing and processes to ensure financial stability and long-term sustainability.
Baldwin Wallace University today announced a holistic restructuring that aims to keep the 180-year-old institution thriving long into the future.
The BW Board of Trustees has approved a bold initiative and budget plan that requires an administrative reorganization and eliminates some programs and positions, including cabinet posts, faculty and staff, while also making investments in other areas.
The Office of the President, comprised of Dr. Thomas Sutton, Acting President and Interim Provost; Greg Flanik, VP of Operations; Ellen Zegarra, VP of Philanthropy; and Greg Cingle, Chief Financial Officer, is charged with the smooth rollout of the plan.
"After implementing cost-cutting measures to address a projected shortfall in February, a transformation workgroup began to engage our campus in a rigorous review to create an even stronger BW," said Flanik. "The goal was clear, but the actual work of achieving the goal was challenging. The plan that ultimately emerged involves structural changes that create a confident vision for BW's future."
The workgroup, which included Flanik, other BW executive leaders, faculty and trustees, sought input from across campus and studied innovations and best practices at a wide range of successful higher education institutions.
The BW team also relied on a deep, data-driven analysis by EY Parthenon Partners to develop and deliver sustainable, long-term change, including internal controls, consolidation and compliance.
"I applaud the interim leadership team in place at BW today for fundamentally changing the way the University is managed as a nonprofit business," said BW Board of Trustees Chair Lee Thomas. "BW is implementing stronger oversight and decision-making processes so that the institution will be guided by smarter, healthier decision-making moving forward."
Of note, a majority of BW faculty voted in favor of resolutions presented by the Faculty Senate to pause rules around faculty layoffs and to increase their teaching load for a period of time. This vote of cooperation provided important support and a charge to move quickly to make smart and necessary changes.
"We believe this plan not only makes us a more efficient and sustainable organization, but a more effective one, as well," said Flanik. "This is the type of work every institution of higher learning in this country should be undertaking right now."
Part of BW's plan reduces the number of cabinet members, deans and other decision-makers with the goal of focusing on programs and services that directly benefit the quality of the student experience.
"By streamlining administrative costs, we can more readily invest in our people and programs and fully support the success of our students," said Sutton. "A leaner administration also fosters innovation by allowing leaders to be more agile in responding to changing student and employer needs while faculty and students focus on learning."
BW also made choices to eliminate 10 majors based on the lowest potential impact on students. These changes will enable the University to concentrate and invest resources into high-demand programs and the overall quality of education.
Some 87% of BW students who choose BW each fall enroll in just 30 of BW's 75+ academic majors and 4% of the current student population are enrolled in the 10 majors no longer accepting students. The University has committed to "teaching out" and supporting all students enrolled in the programs that are being phased out: Music History, Jazz, Visual/Studio Art, Communication Studies, Film Studies, Public Relations, Public Health, Master of Public Health, Digital Marketing-to-MBA graduate program and Leadership in Higher Education MAEd.
"We know the current higher education landscape in this country is fraught with uncertainty. This plan will set a course for BW that will allow faculty, staff and our students to focus on the great work they do, knowing that we have put a strategy in place to address enrollment trends, shifting demands for various majors and increasing costs related to gaining a college degree," said Sutton.
The restructuring reduces administrative and personnel expenses by nearly $6M on the way to a balanced budget. Once BW realizes the full impact of the changes being made, the University's operating budget will be reduced by nearly 13% from fiscal year 2023-24.
The contracts of 18 affected full-time faculty members will be honored through next July, which will delay the budget savings but allow impacted colleagues time to plan their next career moves.
"As each area of campus works through its piece of the plan, the BW community is adapting and finding innovative paths forward," said Sutton. "BW has always been a leader in higher education, and now we can be a model for institutions facing these same pressures across the country."
As BW implements these changes, the University continues to see positive indicators in key metrics.
"Successful organizations stay relevant and effective by examining what works well and what doesn't. At BW, we have a lot working in our favor even as we take these necessary steps," said Flanik.
The transformation plan also comes as Trustees lead a presidential search. Sutton says the decisive action in the plan demonstrates the talent and determination that BW's next president will find on the Berea campus.
"This institution is setting the table for our next president to lead us successfully into our next extraordinary chapter," Sutton said. "This work demonstrates the strength, creativity and resilience our next president will find in the BW community."
The plan announced today is designed to achieve one simple goal: to enhance efficiency while fostering a unified, inclusive and dynamic educational environment that serves the entire BW community.
