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Vision Group 11: Vision Group Coordination/Other areas of importance to campus

Facilitator

Denny Falk

Vision Group Members

Tricia Bunten
Lynn Bye
Joan Erickson
Beth Esselstrom
Susan Maher
Denise Osterholm
Paul Treuer

Proposed Vision for UMD in 2020 Related to this Topic

Vision Group 11 was charged with creating a vision for UMD in areas not addressed by the other ten vision groups. Our group identified enrollment, non-degree seeking students, continuous improvement, and “branding” as key elements to address and proposes the following vision for these elements in 2020.

Through strategic recruitment and retention efforts, UMD has 14,000 students in 2020. Undergraduate enrollment is at 10,000. By adding students in programs not previously at capacity and by selectively adding programs central to campus strengths and regional needs, graduate and professional enrollment is at 1,500. The number of non-degree students --advanced high school students, distance education students, and life-long learners -- has also increased significantly.

Known for its lifetime enrollment mission, every graduate has access to UMD through technology, the library, continuing education, and networked communications. UMD is nationally recognized for its improvement-oriented ethos. Our distinctive and widely known “brand” is built upon the campus location on Lake Superior and in Northern Minnesota, overall excellence related to environmental sustainability, and land and sea grant missions.

Proposed Goals for UMD to Achieve in the Next Three-Five Years Related to this Topic

1. UMD will have made significant progress (40% achievement) towards its optimal enrollment goals outlined in its campus-wide enrollment plan for undergraduate, graduate/professional, non-degree seeking students.

2. UMD will have an identity for our network of purposeful life-long connections and educational opportunities that extend to UMD graduates and to citizens of all ages.

3. UMD will have a consistent brand that its entire community can use to distinguish itself as a campus while maintaining its association with the University of Minnesota system.

4. UMD will have developed and published planning and deployment documents for continuous improvement (e.g., action plans and modifications, performance measures, and work plans).

Proposed Action Steps for UMD to Achieve in the Next One-Two Years Related to this Topic

Goal #1: UMD will have made significant progress (40% achievement) towards its optimal enrollment goals outlined in its campus-wide enrollment plan for undergraduate, graduate/professional, non-degree seeking students by 2015.

1. Charge a group in fall 2011 with identifying UMD’s optimal enrollment goals for 2020 and reporting its recommendations by fall 2012, addressing undergraduate, graduate, and non-degree seeking students.
2. Create and approve a comprehensive plan for achieving the enrollment goals by fall 2013.
3. Enhance and create programs related to campus strengths, regional needs or the land- and sea-grant mission

Goal #2: UMD will establish and promote networks of lifelong learning connections for UMD graduates and citizens of all ages associated with UMD.

1. Develop a mechanism for identifying educational and professional needs of life-long learners and regional employers.
2. Determine the types of programs and services that are feasible to provide for “lifetime” learning.
3. Create a “hub” operation within UMD that coordinates life-long connections and educational opportunities.

Goal #3: UMD will have a consistent brand that its entire community can use to distinguish itself as a campus while maintaining its association with the University of Minnesota system.

1. Charge a group with developing a UMD brand that is consistent with identified campus mission, values, vision, and goals, with a report due by December, 2011.
2. Develop and implement a strategy to communicate the brand by Spring, 2012.

Goal # 4: UMD will have developed and published planning and deployment documents for continuous improvement (e.g., action plans and modifications, performance measures, and work plans).

1. Establish cross-functional process improvement team that coordinates assessment and other process improvement activities.
2. Widely disseminate UMD’s strategic plan, documents, and deployment processes.

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