Operating Assumptions, University of Minnesota-Crookston: 2005-2010

The University of Minnesota, Crookston (UMC) “Analysis of Current Trends” document has raised several financial and academic issues that must be addressed. Given the demographic, financial, and academic constraints UMC faces, the campus must begin to re-evaluate how it can best continue to serve the region and the state. The University of Minnesota has continued to support Crookston but UMC must develop, with the assistance of Central Administration and others, a new strategic direction that is academically and financially viable, that specifies how the UMC resources located in Crookston can best serve the region and the State, and that can demonstrate measurable progress within two years.

Thus, the Central Administration has established the following financial and academic framework under which the campus will operate and its progress will be evaluated: UMC’s campus administration is charged to incorporate these parameters into its ongoing strategic planning process.

• The mission and associated activities proposed for these UMC assets must be consistent with the University’s mission and, where relevant, with the University’s March 11, 2005 Strategic Positioning report and the March 30, 2005 Academic Task Force report.
• UMC must assume that the current level of state support will, at a maximum, not increase beyond inflation, and may remain at current levels or even decrease over time.
• The University’s allocation of state support to UMC will be based upon reasonable standards for comparable institutions and be determined through the planning and budget processes of the University. UMC will be expected to participate in annual system-wide budget adjustments and reallocations and assume a portion (to be determined) of the costs of all future capital projects.
• UMC must develop a new budget and academic program model that assumes greater responsibility for more of its cost. Any new model for UMC, which may include new areas of responsibility or direction, must demonstrate a balanced budget.
• UMC’s future vision must take into account other education, rural and economic development, and related resources in the region (such as high schools, other higher education institutions, AURI) and where possible forge partnerships with them.
• UMC must present a set of clear, specific, detailed accountability measures by which UMC’s success can be judged. These accountability measures should include rationalizing an effective and efficient administrative structure and should also consider a reduction in operating costs. These measures must yield at least annual feedback on progress.