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Frequently Asked Questions
University of Minnesota’s Strategic Positioning Initiative
Most recent update July 21, 2005
Editor’s note: The following FAQ is intended to answer
commonly asked questions about the University of Minnesota’s
strategic positioning initiative to move the university into the
ranks of the top three public universities in the world. Additional
background can be found on the Strategic Positioning Web site
at http://www.umn.edu/systemwide/strategic positioning. If you
have a relevant question not raised here, please send it to townhall@umn.edu.
This FAQ will be updated regularly as more information becomes
available.
Why does the university need to change?
In today’s competitive world of higher education, standing still means falling behind. Economic, demographic and global changes require that Minnesota’s only public research university act now: Money is tighter, the population is changing and global competition for the best faculty, students and staff is building. We need to use our academic and administrative resources in ways that best serve our students, faculty and all Minnesotans.
How much support is there to change the university?
While some elements of the plan triggered intense discussion, support to transform the university has been deep and widespread. In April, the University
Senate, representing students, faculty and staff, supported the strategic positioning recommendations in a 120-3 vote. In May, the national Board of Directors of the University
of Minnesota Alumni Association endorsed the plan 33 to 2. And in June, the Board
of Regents approved the recommendations in an 11 to 1 vote. Political leaders like Gov. Tim Pawlenty, members of the Minnesota Legislature and the business community have also voiced strong support.
How will strategic positioning transform the university?
The plan approved by the Board of Regents June 10 contains more than 40 recommendations for improvement, including realigning academic departments and integrating programs from five colleges into three new world-class organizations. Other recommendations focus on increased academic support for students, attracting and retaining the best and brightest faculty, and cost-saving administrative reforms. In addition, work will be ongoing over several months to enhance and explore future directions for other colleges and parts of the university.
If becoming a top research university is the goal, will the university continue to promote its education and public service mission?
The mission of the university—education, research and public service—will remain the same. By strengthening the university, we’ll be in an even better position to provide the excellent education, public service and groundbreaking research this state deserves. A key part of the plan is to strengthen education and support for undergraduates. We will always emphasize the "public" in our role as a public research university.
How will strategic positioning academically strengthen the university?
This didn’t begin with strategic positioning. The university continuously changes to strengthen its academic programs through increased interdisciplinary coordination. One example is the creation of joint departments such as the Department
of Genetics, Cell Biology and Development, created in 1998 as part of the university’s College of Biological Sciences and Medical School. The closer relationship between those who carry out basic science and the Medical School faculty has helped promote groundbreaking research into the cause of Alzheimer’s disease, among other health advancements. Strategic positioning will bring a broad university-wide approach to enhancing our academic mission across all colleges and campuses. Integrating disciplines in novel ways will help bring the university to the next level.
How do these changes continue the university’s commitment to diversity and access?
Commitment to diversity is commitment to access and success for students from all backgrounds. That commitment has been a core value of the university and will continue. This includes providing access to high quality education, access for prepared students from diverse cultural and economic backgrounds, and outreach and public service to the people of Minnesota. The university is going to enhance access and diversity through improved PreK–12 outreach to improve recruitment and preparation, financial aid and student support. The university is already taking a leadership role in this area; one example is the University of Minnesota Carlson School of Management’s annual LEAD (Leadership, Education and Development) program, which brings top high school students of diverse backgrounds to campus to work with Twin Cities business leaders and to experience the Carlson School first hand. The creation of the position of vice
president for access, equity and multicultural affairs is another new step, among others, that will be taken to serve that commitment.
What do these changes mean for prospective students?
These changes will help ensure that students have more educational opportunities and support once they are here. We are also stepping up our fundraising for scholarships and other financial aid for qualified low-income students to minimize economic barriers to the university. That will help with the recruitment of students from diverse backgrounds and improve educational attainment for all students.
How will the administrative recommendations help the University become one of the top three public research universities in the world?
Transforming the university’s administrative
processes will help strengthen the university’s mission to provide world-class research, education and better public service to Minnesota. Improving human resources, for example, will allow the university to recruit, mentor, reward and retain outstanding faculty and staff. In other cases, the impact is subtler. Being more efficient in how we purchase things will reduce costs, freeing up resources that can be channeled to make the university one of the top three public research institutions in the world.
How much will these changes cost and how much money will be saved?
More information about reallocation of resources and cost savings will be available after the task forces complete their reports. Cost savings will be reinvested in academic priorities.
What are the next steps?
About 20 task forces are being created to focus on producing recommendations in specific areas. A timeline for the task force process is being developed. The membership of each task force is expected to be finalized in August. Most task forces will begin meeting in September to identify key issues and gather input from stakeholders. Timelines for the academic task forces will vary depending on the scope of work they are assigned, but most will complete their work by December 2005 with the goal of having many recommendations implemented by July 1, 2006. Timelines for the work of the administrative
task forces will be based on identifying strategies that are already underway, those that will serve as a foundation for the work of other task forces, those that are ready to begin immediately and those that are longer term. The president’s executive committee will be working over the next months to identify opportunities and needs for integrating the work of the academic and administrative task forces.
How do I get nominated to be on a task force?
Nominations to serve on a task force can be sent to provost@umn.edu and will be accepted through the end of July 2005.
What kind of representation will the task forces have and when will the members be appointed?
Task force membership will draw upon faculty, staff, students and, when appropriate, alumni and others from the greater community. Membership for most task forces will be finalized in August.
Will the implementation process be consultative?
Task force members are being sought from many areas of the university and greater community who will bring diverse expertise and experience to their work. Task forces will have opportunities to gather input from relevant constituencies, including university governance committees. Comments and questions can be made at any time to townhall@umn.edu.
What mechanisms will be used to communicate progress?
Progress will be communicated regularly through e-mail, articles in Brief and eNews, the Strategic Positioning Web site and other communication channels.
Will I be able to provide input if I am not on a task force?
Yes. Task forces are charged with gathering information from key stakeholders. Comments can also be sent to the Strategic Positioning Web site.
How will the recommendations be implemented?
The task forces will develop recommendations for implementation plans, and most will report to university leaders in December. The goal is to have many recommendations take effect by July 1, 2006. Some may be implemented a little earlier, some later.
There are overlapping staff positions in the colleges that are merging into new, expanded colleges. How will decisions be made about jobs and responsibilities?
One important aspect of the strategic positioning initiative is to identify ways the university can more efficiently use resources. In some cases, staff positions could be combined. In such cases, resources will be available to help current staff transition to new roles. The university will seize opportunities to tap the skills and expertise of existing staff wherever possible.
How will faculty transitions take place?
Most tenure–track, tenured and contract faculty will move with their current departmental colleagues to the newly expanded college. Task forces will determine timelines. The vice provost for faculty and academic affairs will assist with the process for faculty members considering moves to other collegiate units.
What if my job is eliminated? What resources will be available?
Until task forces form their recommendations, we will not know about staff transitions. The Office
of Human Resources career counseling unit will be available to help individual employees and supervisors. A new program called the University Talent Connection is being put into place to facilitate the movement of current university employees into new or vacant positions.
When the affected colleges cease to exist, will their degree programs change at the same time or move intact to the new college with changes made later?
Task forces will be charged with making recommendations about how to transition degree programs into the expanded colleges and the timeline for doing so. Specific information will be available when the task force reports are released in December or shortly thereafter. Remember, the university routinely creates and eliminates degree programs. Care will be taken with the latest changes to ensure that students are given an opportunity to complete the programs they enrolled in.
How will students enrolled in colleges that are merging into new expanded colleges be affected?
Current General College students will not be affected by this change, which will take place over a two-year period. These students will continue with their studies and work toward transfer to another college. Students currently enrolled in the other colleges that will be affected—including Human Ecology and Natural Resources—can continue their programs but under the umbrella of another college.
How will prospective students know about changes to degree programs and when they will take effect?
Students entering the university in the fall of 2006 and later may have a different set of degree programs to choose from. We will keep students, faculty and the greater community updated on the progress we’re making.
How will coordinate campuses be impacted?
Each coordinate campus will develop and implement its own, parallel strategic positioning plan. That includes evaluating how to best serve its particular region and the state. As part of its plan, each campus must meet system–wide expectations for fiscal and academic accountability. The university’s administration will work with each campus to help establish a framework under which each will operate and be evaluated. The coordinate campuses should also submit task force reports as detailed in undergraduate admissions, enrichment and support recommendations regarding student support services and campus diversity.
What is happening in Crookston?
The University of Minnesota, Crookston (UMC) is the first of the coordinate campuses to begin the process of developing a new strategic plan. A background report was produced and a consulting firm has evaluated the current status of the UMC campus and made several suggestions of possible new educational service models. These suggestions and others will be reviewed in the coming months and campus leaders will submit recommendations in December 2005.
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