Executive Summary
The University of Minnesota is at an important and exciting crossroads. We face a convergence of demographic, economic, cultural, and political challenges that compel us to change and adapt to ensure the future greatness of our University. We view this challenge as an opportunity to propel the University to a new level of distinction. With enthusiastic support and encouragement from faculty, staff, students, alumni, and members of the community, we announce our goal – to become within the next decade one of the top three public research universities in the world.
To succeed in this quest will require bold choices, new investments, inspirational leadership at all levels of the University, and, most importantly, the support and efforts of the entire University community. Our choices will be true to the values we hold dear at the University: excellence, innovation, integrity, diversity, academic freedom, collaboration, sharing of knowledge, accountability and stewardship, and service. The result will be fulfillment of our vision – to improve the human condition through the advancement of knowledge.
We apply an equivalent standard of excellence to our coordinate campuses, each of which has its own unique mission and well-differentiated strengths. An equivalent standard of excellence applies also to our network of statewide research centers and Extension Service offices. This report is a University system-wide call to action.
There are seven criteria we will apply as we evaluate programs and services and establish priorities for the future:
- Centrality to Mission
- Quality, Productivity, and Impact
- Uniqueness and Comparative Advantage
- Enhancement of Academic Synergies
- Demand and Resources
- Efficiency and Effectiveness
- Development and Leveraging of Resources.
Our foremost priority must be to advance academic quality, and to
do so during constrained financial times. The key will
be to manage change strategically and to continuously
improve. We may need to modify programs and relationships
to expand academic synergies and reduce operating costs.
We may need to eliminate programs and services that are
less essential to our core mission or where we do not
enjoy a distinct
quality,
competitive and comparative advantage. We
may need to add
or expand
programs where the promise and potential
are high.
A great university must renew itself and seize opportunities. A great university
must balance depth and breadth. Choices and tradeoffs will be necessary.
At the same time, the State must recognize that its own future prosperity and the reputation of the University are intertwined and mutually dependent. If the University enhances its international reputation and the quality of its research, education, and outreach, the State of Minnesota’s ability to compete effectively in the global economy and to offer an enhanced quality of life to its residents will prosper. If the State fails reciprocally to invest in the University, the University’s ability to educate, innovate, and compete on the global stage will weaken, and so, too, will the State’s future prosperity and quality of life.
To reach our goal to be one of the top three public research universities in the world, we must focus attention on five strategic action areas. We must:
- Recruit, nurture, challenge and educate outstanding students who are bright, curious, and highly motivated
- Recruit, mentor, reward, and retain world-class faculty and staff who are innovative, energetic, and dedicated to the highest standards of excellence
- Promote an effective organizational culture that is committed to excellence and responsive to change
- Exercise responsible stewardship by setting priorities, and enhancing and effectively utilizing resources and infrastructure
- Communicate clearly and credibly with all our constituencies and practice public engagement responsive to the public good.
With courage, conviction, and creativity, we must develop and implement strategies in each of these five areas. Preserving the status quo guarantees decline: the University’s stature will diminish, we will weaken our ability to function effectively as a talent magnet and a center of innovation for the state, and the quality of life in Minnesota consequently will decline. If we accept this call to action, we will become one of the top three public research universities in the world, we will improve the human condition, and we will improve the quality of life in Minnesota, the country, and the world. |
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