• Students near Peterson Gazebo on the UMC Campus Mall.

Strategic Planning

University of Minnesota Mission Statement

Through its mission statement PDF File Icon , the University of Minnesota dedicates itself “to the advancement of learning and the search for truth; to the sharing of this knowledge through education for a diverse community; and to the application of this knowledge to benefit the people of the state, the nation, and the world.” The mission is carried out on five campuses (Crookston, Duluth, Morris, Rochester, and the Twin Cities) through research and discovery, teaching and learning, and outreach and public service.

University of Minnesota Crookston Mission, Vision, and Values

View the mission, vision, and core values statements.


Framework Planning Documents

Informational diagram connecting the process (annual planning, monthly reviews, department work) to the five current strategic initiatives mentioned in the text

UMC’s Future Business Model PDF File Icon, Institutional Identity Statement PDF File Icon, and Strategy Screen PDF File Icon further articulate and align UMC’s understanding of its place within the very dynamic world of higher education. These three documents have enhanced UMC’s capacity for strategic thinking, allowing UMC to respond in “real time” to opportunities and challenges as they arise. 

Strategic Planning Process

The University of Minnesota Crookston engages in a continuous process of strategic planning that aligns well with its participation in the Academic Quality Improvement Program (AQIP) accreditation pathway in the Higher Learning Commission. During the annual summer planning retreat, members of UMC’s Strategic Planning Leadership Team (SPLT) join together with additional faculty, staff, and students for one and a half days of discussion focused on a high priority opportunity or challenge. Strategic initiatives may arise out of the retreat, as well as during the academic year. For each strategic initiative, a sponsor and lead are named to advance the work.

In monthly meetings, the SPLT monitors implementation of strategic initiatives and tracks progress toward achievement of campus-wide targets and goals. (The planning process is depicted in the illustration at above right. Note the arrows moving in a circle to demonstrate the never-ending nature of planning, action, and evaluation that characterizes real-world, real-time strategy.)

Strategic Initiatives

Currently, UMC has four active strategic initiatives:

  • Strategic Enrollment Management
  • Rural Economic Development
  • Diversity, Equity, and Inclusion
  • Employee Engagement

Strategic Enrollment Management

The Strategic Enrollment Management Committee (SEMC) addresses the major challenge of how to achieve and maintain a critical mass of students on campus while also strategically growing online enrollment. Major priorities include the development of a five-year strategic enrollment management plan for on-campus and online students. Previously separate units focused on on-campus and online recruitment were unified in 2015-2016 to increase recruiting efficiency and effectiveness. New recruitment materials have been developed, and new student orientation programs were enhanced to help transfer students better transition to campus. New targets for student retention and graduation rates were established as part of the Regents Progress Card, and all UMC departments are implementing programs and services to achieve those targets.

Rural Economic Development

A priority goal of the Crookston campus is to establish itself as a premier resource for rural economic development. With the Center for Rural Entrepreneurial Studies as well as the Economic Development Administration Center for the state of Minnesota located on campus, the Crookston campus has significant resources upon which to build. Both of these organizations utilize University faculty, staff, and students as well as Extension professionals, and the educational experience of Crookston students is enhanced by engaging them in projects and research studies related to economic development and entrepreneurship. Working with the current host (University of Minnesota Duluth) of the Northwest Region’s Small Business Development Center (SBDC), the Crookston campus is opening a regional satellite SBDC office in 2018 and plans to eventually assume responsibility as host. 

Diversity, Equity, and Inclusion

Recognizing the importance of preparing students for the highly diverse world into which they will be graduating, the Crookston campus is, with increased intentionality, integrating diversity, equity, and inclusion into campus conversations and programming, with a goal to include higher retention and graduation rates for all students. Enrolling students from more than 40 states and 20 countries and from both very urban and very rural areas, the Crookston campus reflects the diversity of the greater world and, as such, is a “laboratory” in which students can safely and openly explore difficult topics with people who are different from them. With full awareness that this work will be ongoing for many years, Crookston has developed campus-wide goals and metrics. Units across campus are developing goals and action plans to achieve the goals.

Employee Engagement

Responding to opportunities identified in the University of Minnesota’s Employee Engagement (E2) survey, UMC has adopted a strategic initiative to increase employee engagement. Staff development and leadership development have been the focus of attention. Efforts have resulted in additional staff development opportunities, a year-long leadership development program for faculty, and creation of the UMC Leadership Academy for staff and faculty. 

Institutionalized Initiative: Strategic Philanthropic Engagement and Regional Support (SPERS)

A fifth strategic planning initiative, the SPERS initiative, has been institutionalized (as of February 2018), which means it has essentially become part of the day to day work of the U of M Crookston. Read the report of the institutionalization of the SPERS initiativePDF File Icon

Strategic Planning Archive