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U of M Strategic Positioning Process

Crookston Strategic Positioning


PSG Report: Crookston Design Alternatives (July 1, 2005)
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Executive Summary
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Letter to UMC Community from CEO Joe Massey (June 30, 2005)
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Letter from President Bruininks to UMC Faculty, Staff, and Students (April 6, 2005)
Download PDF (56 kb)

Background Report: University of Minnesota at Crookston:
An Analysis of Current Trends (April 4, 2005)
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Additional reports and recommendations related to the University's strategic positioning can be found here.

In December 2004, as part of the University-wide strategic positioning process affecting each coordinate campus, President Robert Bruininks asked that I begin to work with the University of Minnesota-Crookston (UMC) campus to help UMC develop a new strategic vision. One of the first steps in that process was to gather information and develop a background report (available on this Web site) that analyzes current trends affecting UMC and its region. Our research pointed to a convergence of particular demographic, financial, and academic challenges that will require that UMC be more strategic about its future. Under the leadership of UMC Campus Executive Officer Joe Massey, the campus has initiated its own planning process that will run in parallel with the broader strategic positioning efforts. 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 and that can demonstrate measurable progress within two years. As the University plans for the future, it is critical that each campus, in addition to pursuing excellence while investing in well-differentiated strengths and strategic priorities, fulfills system-wide expectations for fiscal and academic accountability. A pre-eminent principle is that the responsibility for developing and implementing a process of change must be led by UMC itself.

To support both UMC and Central Administration in crafting this new strategic direction, the University commissioned an independent consulting firm, the Public Strategies Group (PSG), to develop a series of design alternatives. These different visions will be studied by the University as input into the deliberations, and final decisions leading to a new strategic position for UMC. A presentation of design alternatives was made in May with a final report submitted by PSG, and made public on July 1st (the report is available on this web site). A task force comprised of UMC and University leadership has been charged to produce a new draft strategic positioning document to be shared with the UMC campus in September.

Working with leadership at UMC, and based on the PSG report and additional information, I will submit a report on UMC to President Bruininks and Provost Thomas Sullivan by December 10, 2005.

I invite you to share your ideas, comments, and suggestions with me as we move forward to re-position UMC for the 21st century.


Robert J. Jones
Senior Vice President for System Administration

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