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Strategic Planning

2014 Real-Time Strategic Planning
for the Crookston Campus

The University of Minnesota Crookston has undertaken a strategic planning process for 2014. The planning process is depicted below in a circle to demonstrate the never-ending nature of planning, action, and evaluation that characterizes real-world, real-time strategy.

An overview of the process was presented at the Campus Assembly meeting in April 2014. Download the PDF version >>>

This website serves as a reference and repository of information on UMC’s strategic planning activities.

Early Conversations

The Executive Committee July 2013 retreat, focused strategic enrollment management, resulted in a two-part strategy:

  1. achieve and maintain a critical mass on campus.

  2. continue to grow strategically online.

The Strategic Enrollment Management Committee (SEMC) was created in October 2013 to provide guidance in executing the strategy.

Ongoing conversations in Executive Committee and Cabinet led to a decision to embark on a broader strategic planning process using Real-Time Strategic Planning (RTSP), a model developed by David LaPiana to help non-profit organizations develop greater strategic capacity and respond in “real time” to opportunities and challenges as they arise.


Framework Documents

The Executive Committee, along with other members of the UMC community, spent several weeks drafting three key documents (PDF):

  1. Future Business Model
  2. Institutional Identity Statement
  3. Strategy Screen

Big Questions

During a retreat in January 2014, the expanded Executive Committee, considered a number of UMC’s current opportunities and challenges and formulated three “Big Questions” (as they are called in RTSP) around the following three themes:

  1. How can UMC achieve and maintain a critical mass of students on campus, while also growing strategically online?

  2. How can UMC galvanize support and nurture a culture of philanthropy among external and internal constituencies?

  3. How can UMC become known as a “go to” resource for the local community, region, state, country, and beyond?

During the retreat, three working groups formed around these Big Questions began working on possible next steps and action plans.


Working Groups

The three teams have continued to meet to further develop and refine their ideas. The group focused on strategic enrollment management has merged with the Strategic Enrollment Management Committee that was formed in Fall 2013. The group focused on galvanizing support and nurturing a culture of philanthropy has become known as the Strategic Philanthropic and Regional Support (SPERS) Committee. The third group, which is addressing the topic of UMC becoming known as a “go to” resource is still going by its “Table 3” working title from the January retreat.


Campus-Wide Input

Over the course of Spring Semester, 2014, campus constituent groups and individuals will have opportunities to provide input and actively participate in the work groups. For example, Campus Assembly will include an overview and conversation about strategic planning.



Implementation will result from campus-wide interaction ans working groups. More to come.



Evaluation will occur after implementation. More to come.



Past Strategic Planning Resources

View the entire 2010-2012 Strategic Planning archived documents >>>