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Regents receive update on ‘Maroon, Gold and Bold’ strategic‑planning process; themes include student success, AI and community partnerships
Summary
University steering committee reported early results of a systemwide planning process that collected thousands of responses and town‑hall comments; co‑chairs outlined seven emerging themes and said specific initiatives will be developed and refined over the summer with a target for a fuller plan in the fall.
Co‑chairs of the University of Minnesota’s systemwide strategic plan, described at the May 9 Board of Regents meeting as the “Maroon, Gold and Bold” process, told regents the project has completed phase two engagement and identified emerging themes that will guide the next phase.
Chancellor Charles Neece (Duluth campus) and Dean Andrew Aileen (College of Science and Engineering, Twin Cities) said the outreach phase included more than 100 town halls (about 3,600 in‑person participants), approximately 8,000 survey responses from a distribution list of roughly 100,000, and executive listening sessions involving senior leaders and stakeholders. They said that the steering committee used that input to surface a set of preliminary themes.
The co‑chairs described seven emerging themes: strengthening the educational experience and student success across undergraduate and graduate programs; sharpening interdisciplinary, solution‑oriented research; building stronger Minnesota communities through partnerships across the state; broadening a health‑oriented agenda that includes environmental, animal and public health; preparing for and integrating artificial intelligence across teaching, research and operations; modernizing campus and research infrastructure; and leveraging the university’s sense of place as a land‑grant institution.
Speakers emphasized process and timing. President Cunningham told regents that strategic planning should not be paused during financial uncertainty; rather, she said, the university must be “more strategic and chart an intentional course.” Co‑chairs said the themes are not the finished plan; they will be refined into specific initiatives by working groups over the summer and tested with additional internal and external stakeholders. Leaders told regents they expect measurable objectives and implementation plans to be available by the fall, with an aim of formal launch before the end of the calendar year.
Regents asked about the planning horizon used to solicit input. Presenters said participants were asked to envision what success would look like in 2035 to avoid limiting thinking to short-term tactical fixes; co‑chairs said that approach encouraged bolder, longer‑term ideas while the final approved plan will include shorter‑term measurable objectives.
Board members recommended continued external engagement, including with employers and unaffiliated community residents, to make sure the plan addresses workforce needs, employer expectations and everyday impacts for Minnesotans. Presenters said industry, government relations and alumni feedback will be incorporated in the upcoming phase and that workgroups will produce concrete, prioritized initiatives for board review.
