Rosenstone talks of financial savings

Collaboration between these colleges and the financial savings it has generated has strengthened both colleges and has maximized the resources each college can commit to its students, to its faculty, and to its academic programs.”

Steven Rosenstone, Chancellor of Minnesota State Colleges and Universities

Dakota County Technical College
1300 145th St. E.
Rosemount, MN 55068
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When President of Dakota County Technical College (DCTC) Michael Berndt came to speak before the Dakota County Board of Commissioners, Chair Joe Atkins queried the room about who had ties to either DCTC or Inver Hills Community College (IHCC). The smattering of raised hands across the county officials present showcased the outsized impact these schools have had not just in Dakota County but far beyond. Berndt spoke before the commissioners about the upcoming merger between DCTC and IHCC planned for May of 2026.
While the formal merging of the two schools is far from settled, the two schools have a long history of cooperation. Currently the schools share 64 employees, roughly 28% of staff and administration overall, with 107 students enrolled in both schools concurrently. The estimated savings of these shared positions is $3.7 million annually. The schools have formally shared a president since 2015.
At that time, however, despite moving closer together by sharing a president and an administration model, then-president Tim Wynes denied that the schools would be merging: “The shared president is neither a merger nor a formal alignment. The colleges will retain their separate identities, separate budgets, and separate accreditation.”
In the same press release announcing Wynes’ appointment as president of both schools, Steven Rosenstone, Chancellor of Minnesota State Colleges and Universities spoke to the importance of the financial savings due to the schools’ collaboration: “Collaboration between these colleges and the financial savings it has generated has strengthened both colleges and has maximized the resources each college can commit to its students, to its faculty, and to its academic programs.” In 2015, the schools shared 18 positions saving roughly $750,000 annually. The trajectory from that announcement to the increased number of shared staff and thus financial savings to the proposed merger is clear.
Because of this strong overlap between schools, Berndt spoke to issues encountered by students and staff because of the schools being separated. For example, students enrolled in only one of the schools cannot access the amenities of other. Shared employees also must navigate two sets of policies and protocols when working between schools.
In 2020, the schools developed an aligned strategic plan called Two Proud Histories, One Bold Future further closing the gap between the two schools. According to the timeline presented by Brandt, the school had recently completed the first phase of the merger in October which was to assess the situation and set a direction for alignment.
The next phase which is expected to last until May of 2025 is to develop a comprehensive plan for the merger that defines leadership and governance structure, creates a project management approach, and communicates with stakeholders. The third phase, running from August 2025-May 2026 is to seek formal approval from the school’s governing bodies. The “flip the switch” date when the two schools formally merge is tentatively set for May 2026 according to Brandt. May was specifically chosen in order to be the least disruptive to staff and students.
While the benefits of the merger are clear, providing operational efficiencies, financial savings, and more access to programs and amenities for students and staff, Brandt did acknowledge challenges. First and foremost, combining the cultures of the different schools poses a challenge. Technical Schools and four-year degrees have long been separated not only institutionally, but increasingly culturally. Bridging the gap between the technical and community colleges was the first and biggest challenge Brandt brought up.
More concretely, transportation between the schools poses an issue. While the campuses are only nine miles apart, as students increasing travel between campuses for classes, having robust, regular transportation between campuses will be important.
Brandt is optimistic about the merger overall, however, hoping it can “rejuvenate,” the schools’ brand and widen its reach.