February 2021 - University of Minnesota Board of Regents

Board of Regents

February 2021

February 12, 2021

15 min Following Adjournment of Governance & Policy Committee

Videoconference

1. Approval of Minutes - Action

2. Report of the President

3. Report of the Chair

Docket Item Summary - Page 31

4. Receive & File Reports


5. Consent Report - Review/Action


6. MPact 2025 Measures - Action

Docket Item Summary - Page 96 Resolution - Page 97

7. 2020 University Performance and Accountability Report - Action


8. Comprehensive Public Safety Review Findings andRecommendations

9. Report of the Committees

Minutes - Page 3

Docket Item Summary - 9


Summary of Expenditures - Page 32

Gifts - Page 36

Appendices A-C - Page 61

Report - Page 98

Report - Page 126


BOR - FEB 2021

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Litigation Review Committee December 10, 2020

Year 2020-21

UNIVERSITY OF MINNESOTA BOARD OF REGENTS

Litigation Review Committee

December 10, 2020 A meeting of the Litigation Review Committee of the Board of Regents was held on Thursday, December 10, 2020 at 8:00 a.m. by videoconference. Regents present: Richard Beeson, presiding; Thomas Anderson, Kao Ly Ilean Her, Janie Mayeron, David McMillan, and Randy Simonson. Staff present; Vice President Michael Berthelsen; General Counsel Douglas Peterson; and Executive Director Brian Steeves. Others present: Kathryn Bonneson, John Casserly, Sarah Dirksen, Chuck Gross, William Haldeman, Dave Hutchinson, Susan Kratz, Leslie Krueger, Rick Kubler, Richard Landon, Tracy Schramm, Brian Slovut, and Elizabeth Zamzow. In accordance with Minnesota Open Meeting Law, all votes during this meeting were taken by roll call. The docket materials for this meeting are available here.

RESOLUTION TO CONDUCT NON-PUBLIC MEETING OF THE LITIGATION REVIEW COMMITTEE

The meeting convened in public session at 8:01 a.m. A motion was made and seconded that the following resolution be adopted:

WHEREAS, based on advice of the General Counsel, the Board of Regents Litigation

Review Committee has balanced the purposes served by the Open Meeting Law and by the attorney-client privilege, and determined that there is a need for absolute confidentiality to discuss litigation strategy in particular matters involving the University of Minnesota.

NOW, THEREFORE, BE IT RESOLVED, that in accordance with Minn. Stat. § 13D.01,

Subd. 3 and 13D.05 Subd. 3(b), a non-public meeting of Litigation Review Committee be held on Thursday, December 10, 2020 at 8:00 a.m. via videoconference, for the purpose of discussing attorney-client privileged matters including the following:

I. Regents of the University of Minnesota v. United States of America; and E.I. Du Pont De

Nemours and Co.

II. Dempsey Becker v. University of Minnesota, et al.

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Litigation Review Committee December 10, 2020

The vote was as follows: Regent Anderson Yes

Regent Her Yes Regent Mayeron Yes Regent McMillan Yes Regent Simonson Yes Regent Beeson Yes

The committee voted unanimously to adopt the resolution and the public portion of the meeting ended at 8:03 a.m. The meeting adjourned at 9:07 a.m.

BRIAN R. STEEVES Executive Director and Corporate Secretary

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Audit & Compliance Committee December 10, 2020

Year 2020-21


Audit & Compliance Committee

December 10, 2020

A meeting of the Audit & Compliance Committee of the Board of Regents was held on Thursday, December 10, 2020 at 8:00 a.m. by videoconference. Regents present: Darrin Rosha, presiding; Mary Davenport, Michael Hsu, Mike Kenyanya, and Steve Sviggum. Staff present: President Joan Gabel; Executive Vice President and Provost Rachel Croson; Executive Director Brian Steeves; Chief Auditor Gail Klatt; and Associate Vice President Michael Volna. Student Representatives present: Seah Buttar and Eleora DeMuth. The docket materials for this meeting are available here.

EXTERNAL AUDIT REPORT Regent Rosha invited Sue Paulson, Controller along with Katie Knudtson and Judi Dockendorf from Deloitte & Touche, LLP, to present the external audit report, as detailed in the docket. The docket materials for this item begin on page 3. The closed captioned video of this item is available here.

INTERNAL AUDIT AND COMMITTEE WORK PLAN UPDATE

Regent Rosha invited Chief Auditor Klatt to provide an update on Internal Audit work and to discuss the committee work plan, as detailed in the docket. The docket materials for this item begin on page 21. The closed captioned video of this item is available here.

INFORMATION ITEMS

Chief Auditor Klatt referred the committee to the information items in the docket. The docket materials for this item begin on page 26. The closed captioned video of this item is available here.

The meeting adjourned at 9:08 a.m.

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https://regents.umn.edu/sites/regents.umn.edu/files/2020-12/docket-aud-dec2020_0.pdf

https://youtu.be/tp3gUxIoX3c?t=49



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Audit & Compliance Committee December 10, 2020


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Finance & Operations Committee December 10, 2020

Year 2020-21


Finance & Operations Committee

December 10, 2020 A meeting of the Finance & Operations Committee of the Board of Regents was held on Thursday, December 10, 2020 at 9:30 a.m. by videoconference. Regents present: David McMillan, presiding; Thomas Anderson, Richard Beeson, Mary Davenport, Kao Ly Ilean Her, Michael Hsu, Mike Kenyanya, Janie Mayeron, Darrin Rosha, Randy Simonson, and Steve Sviggum. Staff present: President Joan Gabel; Vice President Michael Berthelsen; Interim Vice President Kenneth Horstman; General Counsel Douglas Peterson; Executive Director Brian Steeves; and Associate Vice Presidents Julie Tonneson and Michael Volna. Student Representatives present: Abdulla Ali and Rielle Perttu Swanson. In accordance with Minnesota Open Meeting Law, all votes during this meeting were taken by roll call. The docket materials for this meeting are available here.

AMENDMENTS TO THE FY 2021 ANNUAL CAPITAL IMPROVEMENT BUDGET & PRESIDENT'S RECOMMENDED REVISED 2021 STATE CAPITAL REQUEST

Regent McMillan invited President Gabel, Vice President Berthelsen, and Associate Vice President Tonneson to present for review and action amendments to the FY 2021 Annual Capital Improvement Budget and the President's recommended revised 2021 State Capital Request, as detailed in the docket. The docket materials for this item begin on page 4. The closed captioned video of this item is available here. McMillan stated his intent to have the committee vote on the two resolutions as one action. There was no objection. A motion was made and seconded to recommend approval of the resolution related to the amendments to the FY 2021 Annual Capital Improvement Budget and the resolution related to the revised 2021 State Capital Request. The vote was as follows:

Regent Anderson Yes Regent Beeson Yes Regent Davenport Yes Regent Her Yes Regent Hsu Yes

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Regent Kenyanya Yes Regent Mayeron Yes Regent Powell Absent Regent Rosha Yes Regent Simonson Yes Regent Sviggum Yes Regent McMillan Yes

The committee voted unanimously to recommend approval of the resolution related to the amendments to the FY 2021 Annual Capital Improvement Budget and the resolution related to the revised 2021 State Capital Request.

SYSTEMWIDE STRATEGIC PLAN IMPLEMENTATION: PRINCIPLES TO GUIDE CAMPUS MASTER PLANS

Regent McMillan invited President Gabel, Vice President Berthelsen, and Monique MacKenzie, Director of Campus and Capital Planning, to review principles to guide campus master plans, as detailed in the docket. The docket materials for this item begin on page 27. The closed captioned video of this item is available here.

PRESIDENT'S FINANCE & OPERATIONS PLANNING WORK GROUP: UPDATES AND NEXT STEPS

Regent McMillan invited President Gabel, Interim Vice President Horstman, and Associate Vice President Volna to provide an update on the President’s Finance and Operations Planning work group, as detailed in the docket. The docket materials for this item begin on page 56. The closed captioned video of this item is available here.

FY 2021 OPERATING BUDGET UPDATE & FY 2022 BUDGET VARIABLES AND LEVERS

Regent McMillan invited Associate Vice President Tonneson to provide an update on the FY 2021 operating budget and an overview of the FY 2022 operating budget variables and levers, as detailed in the docket. The docket materials for this item begin on page 118. The closed captioned video of this item is available here.

COLLECTIVE BARGAINING AGREEMENTS Regent McMillan invited Interim Vice President Horstman to present for review and action the following collective bargaining agreements, as detailed in the docket.

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A. District Council No. 1 of the Graphic Communications Conference International Brotherhood of Teamsters, Local 1B, Twin Cities

B. Graphic Communications Conference of the International Brotherhood of Teamsters, Local 1M, Crafts and Trades Unit

The docket materials for this item begin on page 181. The closed captioned video of this item is available here. A motion was made and seconded to recommend approval of the resolution related to District Council No. 1 of the Graphic Communications Conference International Brotherhood of Teamsters Local 1B, Twin Cities. The vote was as follows:

Regent Anderson Yes Regent Beeson Yes Regent Davenport Yes Regent Her Yes Regent Hsu Yes Regent Kenyanya Yes Regent Mayeron Yes Regent Powell Absent Regent Rosha Yes Regent Simonson Yes Regent Sviggum Yes Regent McMillan Yes

The committee voted unanimously to recommend approval of the resolution related to District Council No. 1 of the Graphic Communications Conference International Brotherhood of Teamsters Local 1B, Twin Cities. A motion was made and seconded to recommend approval of the resolution related to Graphic Communications Conference of the International Brotherhood of Teamsters Local 1M, Crafts and Trades Unit. The vote was as follows:

Regent Anderson Yes Regent Beeson Yes Regent Davenport Yes Regent Her Yes Regent Hsu Yes Regent Kenyanya Yes Regent Mayeron Yes Regent Powell Absent Regent Rosha Yes Regent Simonson Yes Regent Sviggum Yes Regent McMillan Yes

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The committee voted unanimously to recommend approval of the resolution related to Graphic Communications Conference of the International Brotherhood of Teamsters Local 1M, Crafts and Trades Unit

CONSENT REPORT Associate Vice President Tonneson presented the revised Consent Report, as detailed in the docket. The docket materials for this item begin on page 186. The closed captioned video of this item is available here. General Contingency:

• There were no items requiring approval this period.

Purchase of Goods and Services $1,000,000 and Over:

• To Chromacode, Inc. and other related suppliers for an additional estimated $10,800,000 for the purchase of HDPCR SARS-CoV-2 assay test kits for the Medical School for the period of August 1, 2020 through April 21, 2021. This purchase will be paid for with funds from the contract from the State of Minnesota. See enclosed documentation regarding basis for supplier selection.

• To Elsevier, Inc. for an estimated $7,803,000 for subscription to Elsevier ScienceDirect as needed for the University Libraries for the period of January 1, 2021, through December 31, 2023. The $7,803,000 allotted payment to Elsevier over the next three years is included in the University Libraries 2021, 2022 and 2023 budget, as well as the 2021, 2022 and 2023 budgets for Duluth, Morris and Crookston Libraries. Supplier was selected by University Libraries under the authority granted by Board of Regents Policy: Libraries and Archives and Board of Regents Policy: Purchasing.

• To Metropolitan Council/Metro Transit for an estimated $1,017,600 for the continuation of the Metropass, U-Pass, and Campus Zone programs for discounted transit pass program for Parking & Transportation Services for the period of August 19, 2020 through September 30, 2021, with optional contract extensions through August 25, 2022 for an additional $1,017,600. Total contract value, if all options are exercised, would be $2,035,200. These programs will be financed annually by user fees, transportation fees, and parking revenues. This item is budgeted for in the FY21 budget. See enclosed documentation for basis for supplier selection.

• To Optum Health for an additional estimated $2,200,000 for stop loss insurance coverage for UPlan participants for Office of Human Resources Employee Benefits for the period of January 1, 2021 through December 21, 2021. This contract will be funded by the Office of Human Resources out of the Fringe Benefits Recovery. Optum Health was selected as a result of a competitive Request for Proposal (RFP) conducted by Purchasing Services. Four suppliers responded to the original RFP.

• To Pier Group/Hewlett Packard Enterprise for an estimated $7,400,000 for a high performance computing system for the Minnesota Supercomputing Institute (MSI). The new system will be purchased using funds earmarked in MSI's budget specifically for this

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purpose. Pier Group/Hewlett Packard Enterprise, the existing supplier, was selected as a result of a competitive Request for Proposal (RFP) process conducted by Purchasing Services. Eight suppliers responded to the RFP.

• To SAGE for an estimated $1,582,400 for subscription to SAGE Premier as needed for the University Libraries for the period of January 1, 2021, through December 31, 2023. The $1,582,400 allotted as payment to SAGE over the next three years is included in the University Libraries, Law and Duluth 2021, 2022, and 2023 budgets. Supplier was selected by University Libraries under the authority granted by Board of Regents Policy: Libraries and Archives and Board of Regents Policy: Purchasing.

• To Becton Dickinson, Chromacode, Inc., New England Biolabs, Promega and other related suppliers for up to $15,000,000 for the purchase of SARS-CoV-2 biologic and chemical reagents for the University of Minnesota Genomics Center for the period of December 14, 2020 through June 30, 2021. These purchases will ultimately be paid for with funds generated from services provided to CICH Health (UMGC External Sales activity) which includes the costs of the reagents. See enclosed documentation for basis of supplier selection.

Real Estate Transaction

• Fairview Clinical Research Unit Lease, Phillips-Wagensteen Building (Twin Cities campus)

Schematic Designs

• Chemistry Undergraduate Teaching Laboratories (Twin Cities campus) • Lind Hall Renovation (Twin Cities campus) • PWB 2 - Physical Therapy Classroom Renovation (Twin Cities campus)

A motion was made and seconded to recommend approval of the revised Consent Report. The vote was as follows:

Regent Anderson Yes Regent Beeson Yes Regent Davenport Yes Regent Her Abstained due to technical difficulties Regent Hsu Yes Regent Kenyanya Yes Regent Mayeron Yes Regent Powell Absent Regent Rosha Yes Regent Simonson Yes Regent Sviggum Yes Regent McMillan Yes

Due to technical difficulties, Regent Her was unable to vote. Had she been able to, she would have voted in favor of the revised Consent Report. The committee voted unanimously to recommend approval of the revised Consent Report.

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INFORMATION ITEMS Associate Vice President Tonneson referred the committee to the information items in the docket:

• Fiscal Year 2020 Annual Financial Report • Administrative Cost Definition and Benchmarking Update • Semi-Annual Capital Project Management Report • Debt Management Advisory Committee Update • Investment Advisory Committee Update • Quarterly Asset Management Report • Quarterly Purchasing Report

The docket materials for this item begin on page 217. The closed captioned video of this item is available here. The meeting adjourned at 12:33 p.m.


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Mission Fulfillment Committee December 10, 2020

Year 2020-21


Mission Fulfillment Committee

December 10, 2020

A meeting of the Mission Fulfillment Committee of the Board of Regents was held on Thursday, December 10, 2020 at 2:00 p.m. by videoconference. Regents present: Thomas Anderson presiding; Richard Beeson, Mary Davenport, Kao Ly Ilean Her, Michael Hsu, Mike Kenyanya, Janie Mayeron, David McMillan, Darrin Rosha, Randy Simonson, and Steve Sviggum. Staff present: President Joan Gabel; Executive Vice President and Provost Rachel Croson; Vice President Christopher Cramer; General Counsel Douglas Peterson; and Executive Director Brian Steeves. Student Representatives present: Pal Koak and Rodrigo Tojo Garcia. In accordance with Minnesota Open Meeting Law, all votes during this meeting were taken by roll call. The docket materials for this meeting are available here.

ANNUAL REPORT ON THE STATUS OF UNIVERSITY RESEARCH & COMMERCIALIZATION OF TECHNOLOGY

Regent Anderson invited Christopher Cramer, Vice President for Research; Elizabeth Borer, Professor, Ecology, Evolution and Behavior, College of Biological Sciences, Twin Cities campus; and Michael D. Lackey, Distinguished McKnight University Professor, Humanities Division, Morris campus to present the Annual Report on the Status of University Research and Commercialization of Technology, as detailed in the docket. The docket materials for this item begin on page 3. The closed captioned video of this item is available here.

STRENGTHENING CAREER READINESS AND OUTCOMES FOR ALL STUDENTS

Regent Anderson invited Lisa Erwin, Vice Chancellor for Student Life and Dean of Students, Duluth Campus; Becky Hall, Director, Career Services Administration, Twin Cities campus; Lincoln Kallsen, Assistant Vice President, Institutional Analysis; and Scott Lanyon, Vice Provost and Dean of Graduate Education, Twin Cities campus to discuss career readiness outcomes, as detailed in the docket. The docket materials for this item begin on page 57. The closed captioned video of this item is available here.

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HOLISTIC APPROACH TO STUDENT WELLNESS Regent Anderson invited Carl Anderson, Assistant Vice Provost for Student Affairs and Director & Chief Health Officer, Boynton Health, Twin Cities campus, and Sandra Olson-Loy, Vice Chancellor for Student Affairs, Morris campus, to discuss a holistic approach to student wellness, as detailed in the docket. The docket materials for this item begin on page 90. The closed captioned video of this item is available here.

CONSENT REPORT Executive Vice President and Provost Croson presented the Consent Report, as detailed in the docket. The docket materials for this item begin on page 124. The closed captioned video of this item is available here. Request for Approval of New Academic Programs

• College of Education and Human Development (Twin Cities campus)—Create a B.S. degree in Physical Activity and Health Promotion

• Crookston campus—Create undergraduate minor in Sustainability Request for Approval of Changed Academic Programs

• Carlson School of Management (Twin Cities campus)—Create a Global Medical Industry subplan in the M.B.A degree

• College of Continuing and Professional Studies (Twin Cities campus)—Deliver the M.P.S. in Applied Sciences Leadership completely online

• College of Design (Twin Cities campus)—Discontinue the Housing Studies subplan in the M.A., M.S. and Ph.D. degrees in Design

• College of Design (Twin Cities campus)—Create an Architecture subplan in the Ph.D. degree in Design

• College of Food, Agriculture and Natural Resource Sciences (Twin Cities campus)—Create an Integrated Degree Program option in the B.S. and M.S. degrees in Applied Economics

• College of Food, Agriculture and Natural Resource Sciences and the Carlson School of Management (Twin Cities campus)—Create an Integrated Degree Program option in the B.S. degree in Agriculture and Food Business Management and M.S. degree in Applied Economics degree

• College of Liberal Arts, Humphrey School of Public Affairs, and the School of Public Health (Twin Cities campus)—Create a dual M.H.R./M.P.H degree

• The College of Science and Engineering (Twin Cities campus)—Move the academic home of the Bioinformatics and Computational Biology Ph.D. and M.S. degrees and graduate minor from the Graduate School to the College of Science and Engineering

• College of Veterinary Medicine (Twin Cities campus)—Deliver the Integrated Food Systems Leadership Post-baccalaureate Certificate fully online

• Medical School (Twin Cities campus) —Change name of the Renal Transplant Fellowship to the Transplant Nephrology Fellowship

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• School of Public Health (Twin Cities campus) —Change name of the Management Fundamentals Post-baccalaureate Certificate to the Healthcare Management Postbaccalaureate Certificate

• College of Liberal Arts (Duluth campus)—Deliver the M.T.A.G. degree fully online • College of Liberal Arts (Duluth campus)—Deliver the M.T.R.E.S degree fully online • Morris Campus—Create Green Sustainable subplan in the Chemistry B.A. degree

Request for Approval of Discontinued Academic Programs

• College of Biological Sciences (Twin Cities campus)—Discontinue the graduate minor in Microbial Ecology

• College of Continuing and Professional Studies (Twin Cities campus)—Discontinue the graduate minor in Biological Sciences

• College of Design (Twin Cities campus)—Discontinue the Post-baccalaureate Certificate in in Housing Studies

Request for Approval of Faculty Appointments with Tenure

• Boyen Huang, associate professor with tenure, Department of Primary Dental Care, School of Dentistry

• Nichole Klatt, professor with tenure, Department of Surgery, Medical School

Request for Approval of Human Fetal Tissue Research Report to the Minnesota Legislature A motion was made and seconded to approve the Consent Report. The vote was as follows:

Regent Beeson Yes Regent Davenport Yes Regent Her Yes Regent Hsu Yes Regent Kenyanya Yes Regent Mayeron Yes Regent McMillan Yes Regent Powell Absent Regent Rosha Yes Regent Simonson Yes Regent Sviggum Yes Regent Anderson Yes

The committee voted unanimously to approve the Consent Report.

INFORMATION ITEMS Executive Vice President and Provost Croson referred the committee to the information items in the docket.

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The docket materials for this item begin on page 137. The closed captioned video of this item is available here. The meeting adjourned at 4:35 p.m.


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Governance & Policy Committee December 11, 2020

Year 2020-21


Governance & Policy Committee

December 11, 2020 A meeting of the Governance & Policy Committee of the Board of Regents was held on Friday, December 11, 2020 at 8:00 a.m. by videoconference. Regents present: Janie Mayeron, presiding; Thomas Anderson, Richard Beeson, Mary Davenport, Kao Ly Ilean Her, Michael Hsu, Mike Kenyanya, David McMillan, Darrin Rosha, Randy Simonson, and Steve Sviggum. Staff present: President Joan Gabel; Vice President Matt Kramer; General Counsel Douglas Peterson; and Executive Director Brian Steeves. The docket materials for this meeting are available here.

RESOLUTION RELATED TO AMENDMENTS TO URGENT APPROVAL AUTHORITY

Regent Mayeron invited Regent Rosha to present for action the revised resolution related to amendments to urgent approval authority, as detailed in the docket. The docket materials for this item begin on page 3. The closed captioned video of this item is available here. A motion was made and seconded to postpone consideration of the resolution until the February 2021 meeting. The vote was as follows:

Regent Anderson Yes Regent Beeson Yes Regent Davenport Yes Regent Her Yes Regent Hsu No Regent Kenyanya Yes Regent McMillan Yes Regent Powell Absent Regent Rosha Yes Regent Simonson Yes Regent Sviggum Yes Regent Mayeron Yes

The committee voted 10 to 1 to approve the motion to postpone consideration of the resolution until the February 2021 meeting.

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https://regents.umn.edu/sites/regents.umn.edu/files/2020-12/docket-gov-dec2020v2.pdf

https://youtu.be/UlpcbDSY0MI?t=51

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Governance & Policy Committee December 11, 2020

BOARD OF REGENTS POLICY: ALCOHOLIC BEVERAGES ON CAMPUS

Regent Mayeron invited President Gabel and Vice President Kramer to review proposed amendments to Board of Regents Policy: Alcoholic Beverages on Campus, as detailed in the docket. The docket materials for this item begin on page 8. The closed captioned video of this item is available here.

DISCUSSION OF BOARD ASSESSMENT OPTIONS AND OBJECTIVES Regent Mayeron postponed the discussion of board assessment options and objectives until a future meeting. The meeting adjourned at 9:36 a.m.


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https://youtu.be/UlpcbDSY0MI?t=3453

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Board of Regents December 11, 2020

Year 2020-21


Board of Regents

December 11, 2020 A meeting of the Board of Regents of the University of Minnesota was held on Friday, December 11, 2020 at 9:59 a.m. by videoconference. Regents present: Steven Sviggum, presiding; Thomas Anderson, Richard Beeson, Mary Davenport, Kao Ly Ilean Her, Michael Hsu, Mike Kenyanya, Janie Mayeron, David McMillan, Darrin Rosha, and Randy Simonson. Staff present: President Joan Gabel; Executive Vice President and Provost Rachel Croson; Senior Vice President Myron Frans; General Counsel Douglas Peterson; Executive Director Brian Steeves; and Associate Vice President Julie Tonneson. In accordance with Minnesota Open Meeting Law, all votes during this meeting were taken by roll call. The docket materials for this meeting are available here.

APPROVAL OF MINUTES A motion was made and seconded to approve the following minutes as presented in the docket materials:

Mission Fulfillment Committee – October 8, 2020 Board of Regents Non-Public Meeting – October 8, 2020 Litigation Review Committee – October 8, 2020 Audit & Compliance Committee – October 8, 2020 Finance & Operations Committee – October 8, 2020 Governance & Policy Committee – October 9, 2020 Board of Regents – October 9, 2020


Regent Beeson Yes Regent Davenport Yes Regent Her Yes Regent Hsu Yes Regent Kenyanya Yes Regent Mayeron Yes Regent McMillan Yes Regent Rosha Yes Regent Simonson Yes

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Regent Sviggum Yes Regent Powell Absent

The Board voted unanimously to approve the minutes as presented in the docket materials. The docket materials for this item begin on page 3. The closed captioned video of this item is available here.

REPORT OF THE PRESIDENT

President Gabel delivered the report of the President. The docket materials for this item begin on page 37. The closed captioned video of this item is available here.

REPORT OF THE CHAIR

Regent Sviggum delivered the report of the Chair. The docket materials for this item begin on page 38. The closed captioned video of this item is available here.

RECEIVE AND FILE REPORTS Regent Sviggum noted the receipt and filing of reports, as described in the docket materials, including:

• Quarterly Report of Grant and Contract Activity • Eastcliff Annual Report

The docket materials for this item begin on page 39. The closed captioned video of this item is available here.

CONSENT REPORT Regent Sviggum presented for review and action the Consent Report as described in the docket materials, including:

• Gifts • Report of the Regents Award Nominating Committee • Report of the Naming Committee

The docket materials for this item begin on page 58. The closed captioned video of this item is available here. A motion was made and seconded to approve the Consent Report. The vote was as follows:

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Regent Anderson Yes Regent Beeson Yes Regent Davenport Yes Regent Her Yes Regent Hsu Yes Regent Kenyanya Yes Regent Mayeron Yes Regent McMillan Yes Regent Rosha Yes Regent Simonson Yes Regent Sviggum Yes Regent Powell Absent

The Board voted unanimously to approve the Consent Report.

REPORT OF THE FACULTY CONSULTATIVE COMMITTEE

Regent Sviggum invited Phil Buhlmann, Chair of the Faculty Consultative Committee, to present the report of the Faculty Consultative Committee, as detailed in the docket. The docket materials for this item begin on page 71. The closed captioned video of this item is available here.

MPACT 2025 MEASURES Regent Sviggum invited President Gabel to present for review the MPact 2025 Measures, as detailed in the docket. The docket materials for this item begin on page 75. The closed captioned video of this item is available here.

2020 UNIVERSITY PERFORMANCE AND ACCOUNTABILITY REPORT

Regent Sviggum invited President Gabel and Executive Vice President and Provost Croson to present for review the 2020 University Performance and Accountability Report, as detailed in the docket. The docket materials for this item begin on page 112. The closed captioned video of this item is available here.

UPDATE ON PUBLIC SAFETY – TWIN CITIES CAMPUS

Regent Sviggum invited Matthew Clark, Chief of Police, Department of Public Safety on the Twin Cities campus, to provide an update on public safety on the Twin Cities campus, as detailed in the docket.

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The docket materials for this item begin on page 146. The closed captioned video of this item is available here.

REPORT OF THE AUDIT & COMPLIANCE COMMITTEE

Regent Rosha, chair of the committee, reported that the committee did not take action on any items this month. The committee docket materials can be found here. The closed captioned video of this item is available here.

REPORT OF THE LITIGATION REVIEW COMMITTEE Regent Beeson, chair of the committee, reported that pursuant to notice sent by the University, the Litigation Review Committee met on December 10, 2020. At this meeting, a resolution was considered and adopted that authorized the closing of the meeting. In the closed meeting, discussion was held on matters subject to the attorney-client privilege. The committee docket materials can be found here. The closed captioned video of this item is available here.

REPORT OF THE MISSION FULFILLMENT COMMITTEE Regent Anderson, chair of the committee, reported that the committee voted to recommend the following item. The committee docket materials can be found here. The closed captioned video of this item is available here.

1) Approval of the Consent Report for the Mission Fulfillment Committee as presented to the committee and described in the December 10, 2020 committee minutes. The committee docket materials for this item can be found on page 124. A motion was made and the vote was as follows:


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https://regents.umn.edu/sites/regents.umn.edu/files/2020-12/docket-aud-dec2020_0.pdf


https://regents.umn.edu/sites/regents.umn.edu/files/2020-12/docket-lit-dec2020.pdf


https://regents.umn.edu/sites/regents.umn.edu/files/2020-12/docket-mis-dec2020final.pdf


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The Board voted unanimously to approve the Consent Report.

REPORT OF THE FINANCE & OPERATIONS COMMITTEE Regent McMillan, chair of the committee, reported that the committee voted to recommend the following four items. All unanimous recommendations of the committee were considered as one motion. The committee docket materials can be found here. The closed captioned video of this item is available here.

1) Approval of the resolutions related to amendments to the FY 2021 Annual Capital Improvement Budget & President’s Recommended Revised 2021 State Capital Request. The committee docket materials for this item can be found on page 4.

The resolution related to amendments to the FY 2021 Annual Capital Improvement Budget is as follows:

WHEREAS, the Board of Regents (Board) has directed the administration to annually submit a six-year capital plan and an annual capital improvement budget; and

WHEREAS, the Board has adopted principles to guide the formulation of the six-year

capital plan and the annual capital improvement budget; and WHEREAS, the Board recognizes the importance of sustaining and improving the

University’s facilities in support of teaching, research, and outreach; and WHEREAS, the administration has developed a capital planning framework designed to

focus its capital planning efforts toward projects that support the University’s institutional priorities within a financial strategy that is realistic.

NOW, THEREFORE, BE IT RESOLVED that the Board approves amendments to the FY

2021 Annual Capital Improvement Budget as described in the Finance & Operation Committee December 2020 docket materials.

The resolution related to the President’s Recommended Revised 2021 State Capital Request is as follows:

WHEREAS, the Board of Regents (Board) has directed the administration to annually submit a capital improvement budget and a six-year capital plan in support of the University of Minnesota’s (University) strategic priorities; and

WHEREAS, the Board recognizes the importance of sustaining and improving the

University’s facilities in support of teaching, research, and outreach; and WHEREAS, the administration has developed a capital planning framework designed to

focus its capital planning efforts toward projects that support the University’s institutional priorities within a financial strategy that is realistic.

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NOW THEREFORE, BE IT RESOLVED that the Board of Regents approves the University’s Revised 2021 State Capital Request in the amount of $296,060,000 consisting of $264,040,000 from the State of Minnesota and $32,020,000 from the University

2) Approval of the resolution related to District Council No. 1 of the Graphic Communications

Conference International Brotherhood of Teamsters, Local 1B, Twin Cities. The committee docket materials for this item can be found on page 181. The resolution is as follows:

WHEREAS, the parties have met and negotiated over the course of the past several months and have reached agreement regarding terms and conditions of employment for the employees of this bargaining unit; and

WHEREAS, District Council No.1 of the Graphic Communications Conference

International Brotherhood of Teamsters Local 1B, Twin Cities, Crafts and Trades Unit has ratified acceptance of this agreement; and

WHEREAS, according to Board of Regents Policy: Reservation and Delegation of

Authority, approval of labor agreements by the Board of Regents is required. NOW, THEREFORE, BE IT RESOLVED that on the recommendation of the President, the

Board of Regents approves this labor agreement as outlined in the Finance & Operations Committee docket for December 10, 2020.

3) Approval of the resolution related to Graphic Communications Conference of the

International Brotherhood of Teamsters, Local 1M, Crafts and Trades Unit. The committee docket materials for this item can be found on page 181. The resolution is as follows:

WHEREAS, the parties have met and negotiated over the course of the past several months and have reached agreement regarding terms and conditions of employment for the employees of this bargaining unit; and

WHEREAS, the Graphic Communications Conference of the International Brotherhood of

Teamsters Local 1M, Crafts and Trades Unit has ratified acceptance of this agreement; and WHEREAS, according to Board of Regents Policy: Reservation and Delegation of

Authority, approval of labor agreements by the Board of Regents is required. NOW, THEREFORE, BE IT RESOLVED that on the recommendation of the President, the

Board of Regents approves this labor agreement as outlined in the Finance & Operations Committee docket for December 10, 2020.

4) Approval of the revised Consent Report for the Finance & Operations Committee as

presented to the committee and described in the December 10, 2020 committee minutes. The committee docket materials for this item can be found on page 186. A motion was made to approve the four items in the committee report, and the vote was as follows:

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The Board voted unanimously to approve the committee report.

REPORT OF THE GOVERNANCE & POLICY COMMITTEE

Regent Mayeron, chair of the committee, reported that the committee considered action on a resolution related to Amendments to Urgent Approval Authority. The committee voted to postpone action on that item until the February 2021 meeting. The committee docket materials can be found here. The closed captioned video of this item is available here. The meeting adjourned at 1:08 p.m.


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Board of Regents January 8, 2021

Year 2020-21



A special meeting of the Board of Regents of the University of Minnesota was held on Friday, January 8, 2021 at 8:00 a.m. by videoconference. Regents present: Kendall Powell, presiding; Thomas Anderson, Richard Beeson, Mary Davenport, Kao Ly Ilean Her, Michael Hsu, Mike Kenyanya, Janie Mayeron, David McMillan, Darrin Rosha, Randy Simonson, and Steve Sviggum. Staff present: President Joan Gabel; Executive Vice President and Provost Rachel Croson; Senior Vice President Myron Frans; Vice President Christopher Cramer; Interim Vice President Kenneth Horstman; General Counsel Douglas Peterson; Executive Director Brian Steeves; Chief Auditor Gail Klatt; and Associate Vice President Michael Volna. In accordance with Minnesota Open Meeting Law, all votes during this meeting were taken by roll call. The docket materials for this meeting are available here.

RESOLUTION RELATED TO BIOMADE RESEARCH INSTITUTE AND PRODUCTION FACILITY (TWIN CITIES CAMPUS)

Regent Powell invited Vice President Cramer; Valery Forbes, Dean of the College of Biological Sciences; Senior Vice President Frans; and Associate Vice President Volna to present for review and action a resolution related to BioMADE Research Institute and Production Facility (Twin Cities campus), as detailed in the docket. The docket materials for this item begin on page 3. The closed captioned video of this item is available here. A motion was made and seconded to approve the resolution related to BioMADE Research Institute and Production Facility (Twin Cities campus), as follows:

WHEREAS, the Board of Regents (Board) reserved the authority to approve any matter delegated to the president that raises unusual questions of public interest or public policy, has significant impact on the University’s mission, or poses a significant financial risk to the University; and WHEREAS, the siting of the Bioindustrial Manufacturing Innovation Institute (BMII) at the University of Minnesota (University) will position the University to take a leadership role as one of 16 sites in the National Network for Manufacturing Innovation; and

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DRAFT


WHEREAS, the activities of BioMADE will leverage the University’s existing strengths and facilities in biotechnology, genomics, informatics, and other critical technologies, and simultaneously open the door to new collaborative opportunities between the University and other BioMADE partners, both in the public and private sectors; and WHEREAS, the novel scale-up capabilities that BioMADE will operate in Minnesota will likely foster the development of co-located entrepreneurial activities that will contribute to growth of a robust biomanufacturing ecosystem that will benefit the State’s economy; and WHEREAS, the robust workforce development activities proposed by BioMADE in partnership with its many collaborating institutions of higher education will provide unique and valuable educational training opportunities to University students; and WHEREAS, top faculty, researcher, and graduate student talent in the broad area of biomanufacturing will be drawn to the University owing to opportunities to engage with BioMADE personnel and activities; and WHEREAS, elected officials at the federal and state levels showed universal bipartisan support for BioMADE’s proposal in letters transmitted to the US Secretary of Defense, expressing enthusiasm for potential economic development outcomes made possible by an award to BioMADE; and Page 5 of 92 WHEREAS, to provide BioMADE with employees, services, and facilities to operate the BMII, the University desires to enter into a Secondment Agreement, a Lease, a Management Services Agreement, and a Confidential Information Agreement (collectively, the Agreements) with BioMADE; and WHEREAS, the Board approved the Resolution Related to BioMADE Institute Collaboration (Twin Cities Campus) in October 2020, which endorsed the proposed collaboration and authorized the President or delegate to negotiate the terms of the definitive agreements and submit those to the Board for its review and action. NOW, THEREFORE, BE IT RESOLVED that the Board hereby approves the transactions described in the Agreements. BE IT FURTHER RESOLVED that the President or delegate are hereby authorized, empowered and directed to execute and deliver in the name of the University the Agreements.


Regent Beeson Yes Regent Davenport Yes Regent Her Yes Regent Hsu Yes Regent Kenyanya Yes Regent Mayeron Yes Regent McMillan Yes Regent Rosha Yes Regent Simonson Yes Regent Sviggum Yes

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Regent Powell Yes The Board voted unanimously to approve the resolution related to BioMADE Research Institute and Production Facility (Twin Cities campus).

APPOINTMENTS TO THE FAIRVIEW HEALTH SERVICES BOARD OF DIRECTORS AND THE UNIVERSITY OF MINNESOTA HEALTH CLINICS AND SURGERY CENTER, INC.

BOARD OF DIRECTORS Regent Powell invited President Gabel to present the following for review and action:

1. Appointment of Senior Vice President Frans to the University representative seat on the Fairview Health Services Board of Directors, for the remainder of a three-year term; and

2. Endorsement of the appointment of Frans to the University of Minnesota Health Clinics and Surgery Center, Inc. Board of Directors.

The docket materials for this item begin on page 92. The closed captioned video of this item is available here. A motion was made and seconded to approve the appointments, and the vote was as follows:

Regent Anderson Yes

Regent Beeson Yes Regent Davenport Yes Regent Her Yes Regent Hsu Yes Regent Kenyanya Yes Regent Mayeron Yes Regent McMillan Yes Regent Rosha Yes Regent Simonson Yes Regent Sviggum Yes

Regent Powell Yes The Board voted unanimously to approve the appointment of Frans to the Fairview Health Services Board of Directors; and to endorse the appointment of Frans to the University of Minnesota Health Clinics and Surgery Center, Inc. Board of Directors. The meeting adjourned at 9:32 a.m.


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BOARD OF REGENTS

DOCKET ITEM SUMMARY

Board of Regents February 12, 2021

AGENDA ITEM: Report of the President

Review Review + Action Action X Discussion

PRESENTERS: President Joan T.A. Gabel PURPOSE & KEY POINTS It is customary for the President to report on items of interest to the University community at each Board meeting.

This is a report required by Board policy.

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BOARD OF REGENTS

DOCKET ITEM SUMMARY

Board of Regents February 12, 2021 AGENDA ITEM: Report of the Chair


PRESENTERS: Regent Kendall J. Powell PURPOSE & KEY POINTS It is customary for the Chair to report on items of interest to the University community at each Board meeting.


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BOARD OF REGENTS

DOCKET ITEM SUMMARY

Board of Regents February 12, 2021 AGENDA ITEM: Receive & File Reports


PRESENTERS: Regent Kendall J. Powell PURPOSE & KEY POINTS The following items are included for receipt and filing:

A. Summary of Expenditures

X This is a report required by Board policy.

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FY 2021 FY 2020

Budgeted Revenues / Expenditures

Actual Revenues / Expenditures

Percentage Expended

Budgeted Revenues / Expenditures

Actual Revenues / Expenditures

Percentage Expended

Beginning Balance 67,599$ 78,254$ 130,000$ 142,909$ (Prior Year Carryforward)

Revenues

Total Allocation 938,937$ 938,937$ 939,937$ 939,937$ Net Transfers -$ -$ -$ -$

Total Resources 1,006,536$ 1,017,191$ 1,069,937$ 1,082,846$

Expenditures

Salaries 639,301$ 312,880$ 48.9% 630,252$ 323,729$ 51.4%

Fringe Benefits 226,359$ 111,020$ 49.0% 219,107$ 112,682$ 51.4%

Supplies, Equipment, 222,094$ 42,687$ 19.2% 254,020$ 95,718$ 37.7% Board Expenses, etc.

Total Expenditures 1,087,754$ 466,586$ 42.9% 1,103,379$ 532,130$ 48.2%

Ending Balance (81,218)$ 550,605$ (33,442)$ 550,716$

UNIVERSITY OF MINNESOTABOARD OF REGENTS

SUMMARY OF EXPENDITURESGENERAL OPERATIONS & MAINTENANCE FUND

SIX MONTHS ENDING DECEMBER 31, 2020

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UNIVERSITY OF MINNESOTAPRESIDENT'S OFFICE

SUMMARY OF EXPENDITURESGENERAL OPERATIONS AND MAINTENANCE FUND

6 MONTHS ENDING DECEMBER 31, 2020(Unaudited)

CURRENT YEAR PRIOR YEAR

CURRENT REVENUES/ PRIOR YEAR REVENUES/BUDGET EXPENDITURES BUDGET EXPENDITURES

2020/2021 YTD 2020/2021 2019/2020 YTD 2019/2020

Beginning Balance (Prior Year Carry forward) 248,007 317,023 648,632 649,998

RevenuesTransfer in 129,936 0 50,000 28,603

Total Year Allocation 3,975,874 3,975,874 3,996,385 3,996,385

Total Resources $4,353,817 $4,292,897 $4,695,017 $4,674,986

Expenditures

President's Office Salaries 1,636,241 708,300 1,612,176 632,010

President's Office Fringe Benefits 725,594 259,343 703,395 217,051

Supplies, Expense, Equipment 185,978 79,632 139,551 101,185 Ofc of the President-General Operations

President's Travel&External Relations 27,000 35 27,000 18,982

Academic/Programmatic Initiatives 375,385 194,204 611,434 301,235

University Wide Memberships 438,212 359,424 336,877 256,960

President's Office Staff Transitions 425,000 53,705 970,168 476,382 1

Sub Total Expenditures-President's Ofc $3,813,410 $1,654,642 $4,400,601 $2,003,804

Eastcliff Management Office Salaries 43,997 0 43,996 1,064

Eastcliff Management Office Fringe Benefits 3,520 0 3,608 87

Supplies, Expense, Equipment 5,270 815 25,270 18,593 Eastcliff Management Ofc-General Operations

Sub Total Expenditures-Eastcliff $52,787 $815 $72,874 $19,744

Total Expenditures $3,866,197 $1,655,457 $4,473,475 $2,023,549

Ending Balance $487,620 $2,637,440 $221,542 $2,651,438

Notes:1 - FY20 President's Office Staff Transitions: FY20 expenses and employment contract obligation in compliance with University policy related to Kaler staff; relocation expenses for Gabel staff.

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CURRENT YEAR PRIOR YEAR

FM Eastcliff Eastcliff event FM Eastcliff Eastcliff event

Management Management TOTAL Management Management TOTAL2020/21 2020/21 2019/20 2019/20

Beginning Balance (Prior Year Carry forward) 24,219 $24,219 287,107 $287,107

Revenues

Total Year Allocation 325,010 75,781 $400,791 325,010 75,869 $400,879

Transfer from Office of the President $0 $0

Transfer from the general contingency fund $0 $0

Transfer from Central Reserves $0 $0

Total Resources $325,010 $100,000 $425,010 $325,010 $362,976 $687,986

Expenditures

Salaries and Fringe Benefits 50,498 0 $50,498 47,223 1,170 1 $48,393

Supplies, Expense, Equipment 92,828 815 $93,643 138,258 18,575 2 $156,833

Transfer to FM $0 $0

Transfer to/(from) the Eastcliff Project Reserve $0 $0

Total Expenditures $143,326 $815 $144,141 $185,481 $19,744 $205,225

Ending Balance $181,684 $99,185 $280,869 $139,529 $343,232 $482,761

Notes:

1 - FY20 YTD Salaries and Fringe Benefits - butler expenses down due to closure of Eastcliff and fewer events to date.

2 - FY20 YTD Supplies, Expense, Equipment expense includes cost of temporary housing and furniture rental for President due to Eastcliff construction.

University of MinnesotaFacilities Management and President's Office Summary of Expenditures for Eastcliff

General Operations and Maintenance Fund 6 Months Ending December 31, 2020

(unaudited)

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BOARD OF REGENTS

DOCKET ITEM SUMMARY

Board of Regents February 12, 2021

AGENDA ITEM: Consent Report

Review X Review + Action Action Discussion

PRESENTERS: Regent Kendall J. Powell PURPOSE & KEY POINTS

A. Gifts The President recommends approval of the Summary Report of Gifts to the University of Minnesota through December 31, 2020.

B. Report of the All-University Honors Committee

The President recommends approval of the All-University Honors Committee recommendations forwarded to the Board of Regents in a letter dated February 5, 2021.

C. Report of the Naming Committee

The recommendation of the Naming Committee was forwarded to the Board in a letter dated February 5, 2021.

PRESIDENT’S RECOMMENDATION The President recommends approval of the Consent Report.


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07/01/20 07/01/192020 2019 11/30/20 11/30/19

6,450$ 196,766$ 554,011$ 1,135,055$

1,177,031 671,512 2,557,873 5,849,762

22,651,748 29,047,032 97,233,898 102,318,408

23,835,228$ 29,915,310$ $100,345,783 $109,303,225

*Detail on gifts of $5,000 and over is attached.

Pledges are recorded when they are received. To avoid double reporting, any receipts which are payments on pledges are excluded from the report amount.

Year-to-Date

MEETING OF THE BOARD OF REGENTSGIFTS TO BENEFIT THE UNIVERSITY OF MINNESOTA

SUMMARY REPORT*

February 2021 Regents Meeting

Arboretum Foundation

Univ of MN Foundation

Total Gift Activity

November

U of M Gift Receiving

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Donor Gift/Pledge Purpose of Gift$1 Million and Over

Anonymous Donor GiftOffice of Undergraduate Education; College of Food, Agricultural and Natural Resource Sciences

$500,000 - $1,000,000Childrens Cancer Research Fund Pledge Academic Clinical AffairsGerald W Ireland Estate Gift Medical School

Joan Thiede Smith Estate GiftCarlson School of Management; College of Continuing and Professional Studies

Marilyn E Mitchell Gift Intercollegiate AthleticsRodney H Forristall Estate Gift Minnesota Landscape Arboretum

$250,000 - $500,000Beverly Grossman Gift Medical SchoolFrank J & Eleanor A Maslowski Charitable Trust Gift Medical School; College of Science and Engineering

McKnight Fdn GiftUniversity of Minnesota Extension; Humphrey School of Public Affairs

WEM 2000 Foundation of the Dorsey & Whitney Foundation Gift Minnesota Landscape Arboretum

$100,000 - $250,000Anonymous Donor Gift College of Veterinary MedicineAnonymous Donor Gift Medical SchoolArnold S Leonard Cancer Research Fund Gift Medical SchoolBelle and Harry Yaffe Gift College of Education and Human DevelopmentBoston Scientific Corporation Gift College of Science and Engineering; Medical SchoolCarol Watzke and Thomas Windfeldt Gift Office of the Vice President for ResearchCharles J Dahlke Estate Gift Weisman Art MuseumDr Robert C Johnson Estate Gift Academic Clinical Affairs; Medical SchoolHarold D Feldman Gift Minnesota Landscape Arboretum; College of Liberal ArtsHormel Foundation Gift Office of the Vice President for ResearchIrving Harris Fdn Gift College of Education and Human DevelopmentJay Mega Jr. and Adrian Mega Pledge Intercollegiate AthleticsJerre and Mary Joy Stead Gift Carlson School of ManagementMarilyn Nelson Gift Carlson School of ManagementMary Anne Anderson Gift College of Food, Agricultural and Natural Resource SciencesParsemus Foundation Gift Medical SchoolPaul and Jean Mooty Gift Academic Clinical Affairs; Carlson School of ManagementRobert Buck and Cheryl Quinn Gift College of Biological SciencesSundet Foundation Gift Intercollegiate AthleticsThomas and Diane Lentz Gift/ Pledge Intercollegiate Athletics; College of Veterinary MedicineX Out ALD Inc Gift Medical School

$50,000 - $100,000Abbas and Rowshan Daneshy Gift College of Science and Engineering

Boeing Company GiftCollege of Science and Engineering; Carlson School of Management

Curtis L Carlson Family Foundation Gift Carlson School of ManagementDavid Feinberg Gift College of Science and EngineeringFrederick Bollum, Ph.D. and Lucy Chang, Ph.D. Gift Medical School

Gifts to benefit the University of Minnesota Gifts received November 2020

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$50,000 - $100,000Gary Dowling, Ph.D. and Helen Dowling Gift College of Science and EngineeringGene and Marita Rouse Gift College of Food, Agricultural and Natural Resource SciencesGerald Brown Gift Minnesota Landscape ArboretumGerald Witowski and Nancy Witowski, Ph.D. Gift Medical SchoolHinman Foundation Gift Carlson School of ManagementHoughton Lee and Annie Yang Pledge College of Science and EngineeringHow Wang Lee and Doris Kwan Pledge College of Science and EngineeringJanelle and Thomas Schnadt Gift College of Food, Agricultural and Natural Resource SciencesJason Redlus and Amanda Keedy Gift College of Veterinary MedicineJoan and Patrick Daems Pledge Academic Health SciencesJodi Billy Pledge Intercollegiate AthleticsLarry Kinney Gift College of Science and Engineering; School of NursingLesaffre Yeast Corporation Gift College of Food, Agricultural and Natural Resource SciencesMarcellus Grace, Ph.D. and Laura Grace Pledge College of PharmacyMaureen and Robert Vince Gift College of PharmacyPaul Scipioni Pledge Intercollegiate AthleticsRenae Welder Pledge Law SchoolRobert DeMaster, Ph.D. and Jill DeMaster Gift College of Science and EngineeringRockefeller Philanthropy Advisors Inc Gift Medical SchoolSteven Hentges Gift College of Science and EngineeringTarget Fdn Gift Carlson School of ManagementTawani Foundation Pledge Academic Clinical Affairs; Medical SchoolTodd and Lucy Johns Pledge Carlson School of ManagementWells Fargo Foundation Gift Carlson School of Management

$25,000 - $50,000Andrew and Melanie Rupprecht Pledge Intercollegiate AthleticsAnn Drinkwalter Gift College of Education and Human DevelopmentAnonymous Donor Gift College of Science and EngineeringAnonymous Donor Fund-Fidelity Charitable Gift College of Science and EngineeringBlake Fdn Pledge Carlson School of ManagementCancer Benefit Fund Gift Academic Clinical AffairsDelores Weaver Gift College of PharmacyDonald and Magdalena Mowbray Gift University of Minnesota DuluthDrinkwalter Family Trust Gift College of Food, Agricultural and Natural Resource SciencesECMC Group Inc Gift Carlson School of ManagementEdmentum Inc Gift Carlson School of ManagementF R Bigelow Fdn Gift College of Liberal ArtsGeorge and Barbara Hagemann Gift College of Veterinary Medicine

Google Inc GiftUniversity of Minnesota Duluth; College of Science and Engineering

Goulder Family Fdn Gift Intercollegiate AthleticsHarold and Judy Walter Gift/ Pledge Carlson School of ManagementIsora Wells Foundation Gift Medical SchoolJames Cysewski Gift College of Education and Human DevelopmentJoanne and Otto Havelka Gift Medical SchoolJohn and Roberta Yates Gift College of Veterinary MedicineJudith Libertus Gift College of Liberal ArtsJunior Achievement of the Upper Midwest Inc Gift Carlson School of ManagementKathryn and Paul Marinello Gift/ Pledge Carlson School of ManagementKatina and Franck Gougeon Gift Academic Clinical AffairsKevin Sheys and Sonia Arenaza Pledge Law SchoolLillehei Family Charitable Fdn Gift Medical School

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$25,000 - $50,000

Lorena Jacobson GiftCollege of Education and Human Development; School of Nursing

Marcia and Randall Betcher Gift Academic Clinical AffairsMargery Philipson Gift College of Science and EngineeringMichael and Karen Roman Gift Carlson School of ManagementMinnesota Golf Course Superintendents Assn Inc Gift College of Food, Agricultural and Natural Resource SciencesPaparella Family Foundation Gift Medical SchoolPatricia Kane Gift School of Nursing; Medical SchoolPatrick and Pilar Wenning Gift Intercollegiate AthleticsResynergi Inc Gift College of Food, Agricultural and Natural Resource SciencesRichard Koats and Lynnae Thompson-Koats Gift Medical SchoolRussell Penrose Gift College of Science and EngineeringSamueli Fdn Gift Center for Spirituality and HealingScott Richards North Star Charitable Foundation Gift Medical SchoolThomas L Kerrigan Estate Gift University of Minnesota DuluthVan Sloun Foundation Gift Minnesota Landscape Arboretum

$10,000 - $25,000Andrew Chasse Gift Carlson School of ManagementAnn and David Jones Gift College of Science and EngineeringAnnette and Bernhard Van Lengerich Gift College of Science and EngineeringAnonymous Donor Gift Carlson School of ManagementAnonymous Donor Gift Office of Student AffairsAnonymous Donor Gift Intercollegiate AthleticsBakken Family WRC Foundation Gift Medical SchoolBennett and Sharon Morgan Gift Carlson School of ManagementBernard and Cindy Aldrich Gift School of Nursing; College of Veterinary MedicineBeth and Todd Leonard Gift Carlson School of ManagementBruce and Kaye Aho Gift Carlson School of ManagementCompeer Financial Gift Office of the Vice President for ResearchCraig and Robin Dahl Gift Academic Clinical AffairsD. Allan and Beverly Larson Gift College of Liberal ArtsDaniel McFadden, Ph.D. and Beverlee Simboli Gift Weisman Art MuseumDavid Carey Gift Medical SchoolDeloitte Fdn Gift Various Colleges; Various CollegesDennis Maki Gift University of Minnesota DuluthDiane Anderson Gift Academic Clinical Affairs; Medical SchoolDonaldson Co Inc Gift Carlson School of ManagementEllison Family Charitable Gift Fund-Renaissance Char Fdn Inc Gift Minnesota Landscape ArboretumExxonMobil Fdn Gift College of Science and EngineeringFederated Mutual Insurance Companies Gift Academic Clinical AffairsGeorge Wilcox, Ph.D. and Leni Wilcox, M.P.H., M.H.A. Gift Medical SchoolGeorge and Janet Schwartz Gift Minnesota Landscape Arboretum; UnrestrictedGloria G Nelson Gift Medical SchoolHealth and Medicine Policy Research Gift Medical SchoolHeather Hamilton and Joshua Dark Gift University of Minnesota DuluthHigh Note Wealth Gift College of Veterinary MedicineJames R Rognas Gift College of Continuing and Professional StudiesJames and Erma Cabak Gift College of Science and EngineeringJane Hartman Gift University of Minnesota DuluthJanet F Gustafson Estate Gift College of Science and EngineeringJean Jacobs Gift Minnesota Landscape ArboretumJean Monjeau Gift Medical School

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$10,000 - $25,000Jennifer Voelker and Michael Ness Gift Global Programs and Strategy AllianceJenny Verner Gift Minnesota Landscape ArboretumJohn and Catherine Agee Gift Medical SchoolJohn and Diane Houle Gift Carlson School of ManagementJohn and Joyce Miklausich Gift University of Minnesota DuluthJudith Weidt Gift College of Food, Agricultural and Natural Resource SciencesJudith and Timothy Dove Gift Medical SchoolJudy Knight Pledge Intercollegiate AthleticsJulie and John Heinmiller Gift Academic Clinical AffairsKathleen Gallagher Gift School of NursingKnowlton Foundation Gift Office of the Vice President for ResearchLaurie Calmenson Gift Medical SchoolLee Foundation Gift College of Food, Agricultural and Natural Resource SciencesLenore Danielson Gift College of Liberal ArtsMark Liley Gift Medical SchoolMary Russell Dolliff Fund of the Minneapolis Foundation Gift Minnesota Landscape ArboretumMaslon LLP Gift Carlson School of Management; Medical SchoolMidwest Dairy Association Gift College of Veterinary MedicineMike & Linda Fiterman Family Foundation Gift Academic Clinical AffairsMike Zimmer Gift Academic Clinical AffairsMinnesota Life Insurance Co Gift UnrestrictedMs Ann Sheldon Duff Gift Humphrey School of Public AffairsNFPA Education & Technology Foundation Gift College of Science and EngineeringNancy M Allen Estate Gift NorthropNiel and Marlys Petersen Gift College of Science and EngineeringPaul and Betsy Mitchell Gift Intercollegiate AthleticsPhillips 66 Co Gift College of Science and EngineeringPrescription Landscape Gift College of Food, Agricultural and Natural Resource Sciences

Randy Weinberg, Ph.D. and Barbara Gengler GiftOffice of the President; College of Liberal Arts; College of Science and Engineering

Raul Gorospe, M.H.A. Pledge School of Public HealthResearch and Diagnostic Systems Inc Gift Carlson School of ManagementRichard and Patricia Kirschner Gift College of Biological SciencesRobert and Elizabeth Kueppers Gift Carlson School of ManagementRobert and Marlene Harms Gift Academic Clinical AffairsRynda Carlis Gift College of Science and EngineeringSaint Paul & Minnesota Fdn Gift Humphrey School of Public AffairsSally Hebeisen Gift Minnesota Landscape ArboretumScott Fisher Gift Minnesota Landscape ArboretumSecurian Financial Gift Carlson School of ManagementShari Ballard and Marianne Barnett Gift Intercollegiate AthleticsSharon Lentz Gift Medical SchoolSouthdale Anesthesiologists LLC Gift Academic Clinical AffairsStevens Community Medical Center Inc Pledge University of Minnesota MorrisSusan and Lyle Westrom Gift University of Minnesota CrookstonSusan and Richard Anderson Gift Minnesota Landscape ArboretumTerrie Rose, Ph.D. Gift Medical School; Academic Clinical AffairsThe Block Restaurant Gift Academic Clinical AffairsThomas and Melanie Staggs Gift Carlson School of ManagementW Second Growth Foundation Gift College of Veterinary MedicineWayne and Elizabeth Gladfelter Gift College of Science and Engineering

Wendy Wildung GiftCollege of Veterinary Medicine; Unrestricted; College of Liberal Arts

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$10,000 - $25,000Whittierview Group Inc Pledge University of Minnesota DuluthWilliam and Winnie Coyne Gift College of Veterinary Medicine

$5,000 - $10,000AMVAC Chemical Corp Gift College of Food, Agricultural and Natural Resource SciencesAerospace Fabrication & Materials LLC Gift College of Science and EngineeringAmy and Richard Gammill Gift College of Food, Agricultural and Natural Resource SciencesAndrew Brandel-Briggs Gift Intercollegiate AthleticsAngela Brandes, M.D. Gift Intercollegiate AthleticsAnne Graham and Elizabeth Wright Gift Intercollegiate AthleticsAnonymous Donor Gift College of Veterinary MedicineAnonymous Donor Gift College of Education and Human DevelopmentArlene Carney, Ph.D. and Edward Carney, Ph.D. Gift College of Liberal ArtsArthur and Judy Anderson Gift Carlson School of ManagementBASF Corporation Gift College of Food, Agricultural and Natural Resource SciencesBarbara Hoese Gift Intercollegiate AthleticsBetty Hahn Gift Minnesota Landscape ArboretumBruce Olmscheid, M.D. and Eric Lueck Gift Medical SchoolCarl E & Doris M Bachman Family Fdn Gift Minnesota Landscape ArboretumCenter for Computer-Assisted Legal Instruction Gift Law SchoolCharles Dietz Jr., M.D. and Jacqueline Dietz Gift Medical School; Academic Clinical AffairsChristine Meuers Gift Law SchoolDale Lundgren, Ph.D. and Helen Lundgren Gift School of Public HealthDarigold Inc Gift College of Food, Agricultural and Natural Resource SciencesDavid Borchert and Patricia Borchert, Ph.D. Gift College of Liberal ArtsDavid Wark, Ph.D. and Mary Ann Barrows Wark Gift College of Liberal Arts

David and Katherine Crosby GiftMinnesota Landscape Arboretum; College of Food, Agricultural and Natural Resource Sciences

David and Mary Holtze Gift Carlson School of ManagementDavid and Rosemary Emmons Gift College of Veterinary MedicineDenise and David Thoen Gift Medical SchoolDorothy Peterson Gift College of Food, Agricultural and Natural Resource SciencesDorothy Rypka Gift College of Veterinary MedicineDouglas and Debbie Hall Gift College of Veterinary MedicineEide Bailly LLP Gift Carlson School of ManagementEli Lilly & Co Gift Academic Clinical AffairsElizabeth Austin-Minor and Jay Austin Gift University of Minnesota DuluthEllen Andersen and Craig Horak Gift College of Veterinary MedicineEllen Rosenquist, M.D. Gift Medical SchoolEmery and Karen Koenig Gift Minnesota Landscape ArboretumEmily Hoover, Ph.D. and James Luby, Ph.D. Gift College of Food, Agricultural and Natural Resource SciencesEugene C and Gail V Sit Foundation Gift Medical SchoolEvans Connelly Jr. Gift Academic Clinical AffairsEvelyn Holthus Gift College of Liberal ArtsFrances and Christopher Renk Gift Law SchoolGary Teletzke, Ph.D. and Mary Teletzke Gift College of Science and EngineeringGary and Londa Tushie Gift Minnesota Landscape ArboretumHongming Wang Gift University of Minnesota DuluthJames Citti Gift College of Liberal ArtsJames and Mary Johnston Gift College of Veterinary MedicineJan Tanghe and Mary Falenczykowski Tanghe, M.D. Gift Medical SchoolJane N Mooty Fdn Trust Gift Carlson School of ManagementJanine and Daniel Houle Gift Carlson School of Management

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$5,000 - $10,000Jeffrey and Marilyn Litman Gift Intercollegiate AthleticsJohn and Rebecca Siekmeier Gift Intercollegiate AthleticsJohnson & Johnson Gift Various CollegesJon and Susan Campbell Gift Minnesota Landscape ArboretumJoseph Levitch Gift Medical SchoolJoy Lindsay and Roy Martin Jr. Gift Carlson School of ManagementJulie and Christopher Peterson Gift Medical School

Karen Nelson GiftMinnesota Landscape Arboretum; College of Veterinary Medicine

Katherine Megarry and Ian Charpentier Gift Carlson School of ManagementLake Minnetonka Conservation District Gift College of Science and EngineeringLaura and Robert Gillund Gift Carlson School of ManagementLeland Lynch and Terry Saario, Ph.D. Gift College of Liberal ArtsLeland and Louise Sundet Gift Intercollegiate AthleticsLyle and Jane Fahning Gift Academic Clinical AffairsLynn Friedrichs Gift University of Minnesota ExtensionMarcelyn Smale, Ph.D. and William Smale Jr. Gift Minnesota Landscape ArboretumMargaret Heppelmann and Michael Wacek Gift College of Science and EngineeringMark & Mary Davis Foundation Gift Medical School; University of Minnesota ExtensionMark Ferry and Elizabeth Flynn-Ferry Gift Carlson School of ManagementMartinson Clinic Fdn Gift School of Public HealthMary Cox Gift College of Science and EngineeringMary Ebert, Ph.D. and Paul Stembler Gift University of Minnesota DuluthMary Grewe and John Grewe, D.D.S. Gift School of DentistryMary Lou Belford Gift College of Veterinary MedicineMaryEllen and Wayne Gisslen Gift College of Liberal ArtsMichael Strobel, D.V.M. and Shelley Strobel Gift College of Veterinary MedicineMichael and Shari Rogalski Gift College of Science and EngineeringMilton Hertel Jr. and Barbara Hertel, Ph.D. Gift Medical School; Intercollegiate AthleticsMinnesota Geotechnical Society Gift College of Science and EngineeringMorris Area Fastpitch Association Gift University of Minnesota MorrisNathan and Beth Sundberg Gift Intercollegiate AthleticsNational Student Leadership Fdn Gift Law SchoolOlseth Family Fdn Gift College of Veterinary MedicinePatricia Sobczyk Gift Intercollegiate AthleticsPaul Beltz Gift Carlson School of ManagementPeter Ackroyd and Joan Alworth Gift University of Minnesota DuluthRachel Schuneman, M.D. and Yang Lo, M.D. Gift Medical SchoolRobert Burgett Gift Office of Undergraduate EducationRobert Green and Erin George Gift Libraries; College of Science and EngineeringRobin Schaller, Ph.D. and Barbara Schaller Gift College of Science and EngineeringRusdu Saracoglu, Ph.D. and Nurdan Saracoglu Gift College of Liberal ArtsRuth B Witrak Estate Gift Minnesota Landscape ArboretumS. Edward Wagner Gift Minnesota Landscape ArboretumSambol Family Foundation Gift College of Liberal ArtsShannon Peloquin and Mark McLaughlin Gift Carlson School of ManagementSherry Oleson Gift College of Food, Agricultural and Natural Resource SciencesStacy Rubsam and Elizabeth Draxten Gift Law SchoolStephen & Martha Wilder 2003 Trust Gift College of Education and Human DevelopmentStephen and Gail Craine Gift Intercollegiate AthleticsSteven Berglund Gift Intercollegiate AthleticsSteven Gaub Gift Carlson School of ManagementSteven and Jan Kirchner Gift Minnesota Landscape Arboretum

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$5,000 - $10,000

Susan and John Jungck GiftCollege of Biological Sciences; University of Minnesota Alumni Association; College of Education and Human Development

Suzanne Schwarz Gift Medical SchoolSwine Extension & Consulting, Inc. Gift College of Veterinary MedicineSylvia Quast and Peter Weiner Gift College of Liberal ArtsTester Family Donor-Advised Fund at Schwab Charitable Gift College of Biological SciencesUnited HealthCare Services Inc Gift Academic Clinical AffairsValent USA LLC Gift College of Food, Agricultural and Natural Resource SciencesWilliam Chambers Gift University of Minnesota DuluthWilliam Pettit Jr. and Jamie Pettit Gift Intercollegiate AthleticsYMCA England/Wales Gift Librariesevs inc Gift Weisman Art Museum

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07/01/20 07/01/192020 2019 12/31/20 12/31/19

821,766$ 544,819$ 1,375,778$ 1,679,874$

2,217,230 1,576,633 4,775,103 7,426,395

57,467,651 57,605,788 154,701,549 159,924,196

60,506,648$ 59,727,240$ $160,852,430 $169,030,465

*Detail on gifts of $5,000 and over is attached.

Pledges are recorded when they are received. To avoid double reporting, any receipts which are payments on pledges are excluded from the report amount.

Arboretum Foundation

Univ of MN Foundation

Total Gift Activity

December

U of M Gift Receiving

Year-to-Date

MEETING OF THE BOARD OF REGENTSGIFTS TO BENEFIT THE UNIVERSITY OF MINNESOTA

SUMMARY REPORT*

February 2021 Regents Meeting

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Donor Gift/Pledge Purpose of Gift$1 Million and OverAnonymous Donor Gift Medical School; Academic Clinical AffairsCharlotte Schmidt Pledge College of Science and EngineeringJeannine Rivet and Warren Herreid II Gift School of NursingJoan Dvergsten Pledge College of Biological Sciences

Manitou Fund Gift/ PledgeCollege of Design; College of Food, Agricultural and Natural Resource Sciences

Patricia Palmberg Gift College of Science and EngineeringVirgil C Sullivan Estate Gift Undesignated; University of Minnesota Foundation

$500,000 - $1,000,000Carol Cieminski Gift College of Liberal ArtsCharles and Ellora Alliss Educational Foundation Gift Office of Undergraduate EducationChildrens Cancer Research Fund Pledge Medical SchoolClifford and Nancy Anderson Gift College of Science and EngineeringMulhollem Cravens Foundation Pledge College of Liberal ArtsNIKE Inc Pledge College of Education and Human Development

$250,000 - $500,000Abbott Laboratories Gift Academic Clinical AffairsAchieving Cures Together Gift Medical School

Anonymous Donor GiftCollege of Education and Human Development; College of Science and Engineering

Bentson Fdn Gift/ Pledge Academic Clinical AffairsBlythe Brenden-Mann Fdn Pledge Medical School; Academic Clinical AffairsCornelia Beck, Ph.D. Gift/ Pledge Minnesota Landscape ArboretumDavid M and Janis Larson Foundation Gift Intercollegiate AthleticsFrank J & Eleanor A Maslowski Charitable Trust Gift/ Pledge College of Science and Engineering; Medical SchoolHarmon Killebrew-Danny Thompson Memorial Cancer Fdn Inc Gift Academic Clinical AffairsMaureen Steinwall and Mike Lavelle Pledge Carlson School of ManagementMcKnight Fdn Gift Office of the Provost; Office of the Vice President for ResearchPohlad Investment Management, LLC Pledge Carlson School of ManagementRobert Litterman, Ph.D. and Mary Litterman, Ph.D. Gift College of Liberal ArtsRobert and Gail Buuck Gift Office of Undergraduate Education

Sit Investment Associates Fdn GiftMedical School; Carlson School of Management; College of Liberal Arts

Wallin Foundation Gift Medical SchoolWilliam E Faragher Estate Gift College of Liberal Arts

$100,000 - $250,000Adrienne and Christopher Reutershan Gift LibrariesAlbert Victor Ravenholt Fund Pledge Medical SchoolAndersen Book Trust Gift Libraries; Minnesota Landscape ArboretumAnonymous Donor Pledge College of Liberal ArtsAnonymous Donor Gift Carlson School of ManagementAnonymous Donor Gift College of Education and Human DevelopmentBayer CropScience LP Pledge College of Food, Agricultural and Natural Resource SciencesBenjamin Liu, Ph.D. Gift College of Liberal ArtsCharles E House Estate Gift University of Minnesota Duluth

Gifts to benefit the University of MinnesotaGifts received December 2020

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$100,000 - $250,000Everything Promotions Inc Gift Academic Clinical AffairsGeneral Mills Inc Gift Carlson School of ManagementGuarani Foundation Gift Carlson School of ManagementHazel R Mayo Estate Gift Carlson School of ManagementHormel Foundation Gift Office of the Vice President for ResearchHumor to Fight the Tumor Fdn Gift Academic Clinical AffairsJ A Wedum Foundation Gift Carlson School of ManagementJames Truax Pledge College of Food, Agricultural and Natural Resource SciencesJohn Dexheimer and Carla Haugen Gift College of Science and Engineering; College of Liberal ArtsMargaret Leppik and Ilo Leppik, M.D. Gift College of PharmacyMargaret Wurtele Gift College of DesignMayo Foundation for Medical Education and Research Gift University of Minnesota RochesterMeredith and Thomas Olson Pledge Carlson School of ManagementMinnesota Colorectal Cancer Research Foundation Gift Academic Clinical AffairsMr Clyde A Undine Jr Gift Academic Clinical AffairsOberkotter Foundation Pledge Academic Clinical AffairsOhanessian Endow Fnd for Justice & Peace Studies-Mpls Fdn Gift College of Liberal ArtsPatrick and Shirley Campbell Gift College of Education and Human DevelopmentPeter H Berge Estate Gift Carlson School of ManagementRichard M Schulze Family Fdn Gift Academic Clinical Affairs; Medical SchoolRichard and Teresa Bruckner Pledge Intercollegiate AthleticsRobert and Susan Leaverton Gift University of Minnesota MorrisRobina Foundation Gift Law SchoolTheodore and Linda Johnson Gift College of DesignToyota-Lift of Minnesota Inc Gift University of Minnesota CrookstonWesley Streed, D.D.S. Gift School of Dentistry

Xcel Energy GiftCollege of Food, Agricultural and Natural Resource Sciences; Carlson School of Management

$50,000 - $100,0003M Co Gift College of Design; University of Minnesota DuluthAnita Kunin Gift College of Liberal ArtsAnna W Ordway & Samuel H Ordway Jr Fdn Inc Gift University of Minnesota MorrisAnonymous Donor Gift College of PharmacyAnonymous Donor Gift Academic Clinical AffairsBeverly and Donald Oren Gift Carlson School of ManagementBrian Engdahl, Ph.D. Gift Medical SchoolC. Martin Schuster Gift Minnesota Landscape ArboretumCargill Fdn Gift College of Veterinary MedicineCarol Stiles Estate Gift Global Programs and Strategy AllianceCentrol Inc Pledge University of Minnesota CrookstonChristian Dayton Gift Weisman Art MuseumCornwall Foundation Gift College of Food, Agricultural and Natural Resource SciencesDenise and Nicholas Barbatsis Gift Weisman Art MuseumDonald Nelson, D.D.S. Gift School of DentistryDouglas Drake, M.D. and Kathleen Drake Pledge Medical SchoolEvangelina Konstantine, M.P.H. Gift Weisman Art MuseumFacebook Inc Gift College of Science and EngineeringFredric and Glenda Corrigan Gift Intercollegiate AthleticsHarold D Feldman Gift College of Liberal ArtsHubbard Broadcasting Inc Gift Medical School; Academic Clinical AffairsJ. Aron Allen Legacy Foundation Gift University of Minnesota RochesterJeannine Rivet & Warren Herreid Giving Fund- J.P. Morgan Gift Minnesota Landscape Arboretum

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$50,000 - $100,000Jeffrey and Mary Scott Pledge Carlson School of Management; College of Liberal ArtsJohn Priest, M.D. and Marianna Priest Gift Weisman Art MuseumJudi Huempfner Gift College of Biological SciencesJudith Kopperud Gift College of Liberal ArtsKempf Trust Gift Medical School

Lily Christ GiftOffice of Student Affairs; College of Education and Human Development

Linda Coonan and Erin Hearst Gift University of Minnesota CrookstonMargaret H & James E Kelley Fdn Inc Gift School of Nursing; Law School; Medical SchoolMarian-Ortolf Bagley Gift UndesignatedMichael Rohovsky Gift School of NursingMichael and Julie Kaplan Gift College of Liberal ArtsMichael and Tamara Hoffman Gift Carlson School of ManagementMichael and Victoria Chambers Gift College of Food, Agricultural and Natural Resource SciencesNicole Kirchhof, D.V.M. and Bernhard Hering, M.D. Gift Medical SchoolO'Sullivan Foundation Gift Medical SchoolOrazio and Beverly Barresi Gift University of Minnesota DuluthParachute Fdn Gift Academic Clinical AffairsPatricia Phibbs and Clifford Phibbs Jr. Gift Intercollegiate AthleticsPeter and Diane Donnino Gift Intercollegiate AthleticsPohlad Family Fund-A Signature Fund of The Mpls Fdn Gift Carlson School of ManagementRichard and Juanita Luis Pledge Law SchoolRobert J & Sharon L Moeller Fdn-Fidelity Charitable Gift Minnesota Landscape ArboretumRobert Van Den Berg Gift College of Science and EngineeringRuth and Roger Bothe Gift College of Food, Agricultural and Natural Resource SciencesSheva and Thomas Sanders Pledge UndesignatedSteven Eilertson and Cynthia Huntington Gift Carlson School of ManagementSteven Hentges Gift College of Science and EngineeringSusan and Timothy Allison-Hatch Gift Office of Undergraduate EducationThe Dan and Marty Gilbert Fund at Vanguard Charitable Gift Minnesota Landscape ArboretumThe Shepherd Charitable Trust Gift Medical SchoolVan Sloun Foundation Gift College of Veterinary MedicineWaldfogel Family Fdn Gift College of Liberal Arts

$25,000 - $50,000Alan Bauer Gift School of Public HealthAllan Baumgarten and Marilyn Levi-Baumgarten Gift Office of Undergraduate EducationAndrew Schnoes and Melissa Avery, Ph.D. Gift School of NursingAnonymous Donor Gift Medical SchoolBeth Erickson Gift Minnesota Landscape ArboretumBindinganavle Suresh, Ph.D. and Jayanti Suresh Gift College of Science and EngineeringBoston Scientific Corporation Gift College of Science and EngineeringBrent and Kristin Ratliff Gift University of Minnesota ExtensionCarole Larson Gift College of Liberal Arts; College of Veterinary MedicineCarrie and Neil Vill Gift College of Liberal ArtsCharles Clanton, Ph.D. and Cynthia Clanton Gift University of Minnesota ExtensionCharles E & Andriene M Johnson Foundation Gift College of Veterinary MedicineCurtis L Carlson Family Foundation Gift School of Public Health; Carlson School of ManagementCynthia Breen and Laurie Dowley Gift Carlson School of Management

Daniel and Helen Lindsay GiftCollege of Food, Agricultural and Natural Resource Sciences; Law School; Medical School; University of Minnesota Extension

Daniel and Tamara Christianson Pledge Law SchoolDonna Kunkel Gift College of Veterinary Medicine

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$25,000 - $50,000Duane and Susan Hoff Gift Intercollegiate AthleticsEnvironmental Defense Fund Inc Gift Institute on the EnvironmentFrederick Bock Gift UnrestrictedFritz & Glenda Corrigan Fund-Minneapolis Fdn Gift Minnesota Landscape ArboretumGabriel Martinez-Diaz Gift Medical SchoolGeorge Marx, Ph.D. and Karen Marx Gift University of Minnesota CrookstonGeorge and Catherine Tilman Gift College of Biological SciencesGeorge and Millicent Reilly Gift Undesignated

Geraldine Nelson and Darby Nelson, Ph.D. GiftCollege of Biological Sciences; College of Food, Agricultural and Natural Resource Sciences

Gilead Sciences Inc Gift School of Public HealthHelen S Henton Trust Gift University of Minnesota FoundationHelena Fdn Gift College of Science and EngineeringJMT Charitable Lead Trust Gift Medical School

Jean Clarke GiftCollege of Science and Engineering; University of Minnesota Extension

Jeffrey Tate, Ph.D. and Lisa Tate Pledge University of Minnesota MorrisJerry Becker Gift College of Education and Human DevelopmentJerry and Susan Cohen Gift College of Food, Agricultural and Natural Resource SciencesJim Winter, Ph.D. Pledge University of Minnesota MorrisJohn Perry Gift College of Food, Agricultural and Natural Resource SciencesJudson Dayton Gift University of Minnesota DuluthJune Sieber Gift UnrestrictedKLS Martin LP Gift Medical School

Kathleen Erickson and Gerald Erickson Sr. GiftMinnesota Landscape Arboretum; College of Food, Agricultural and Natural Resource Sciences

Kimberly-Clark Corporation Gift College of Science and Engineering; College of DesignLeo Sioris, Pharm.D. and Cheryl Sioris Gift College of PharmacyLitigation Analytics Inc Gift College of Liberal ArtsMaricarol Wallace and Jonathan Wallace Jr. Gift College of Education and Human DevelopmentMark and Teresa Henneman Gift Carlson School of ManagementMary A Wilcox Gift UnrestrictedMatthew Frank Gift College of Veterinary MedicineMatthew Ogle and Brenda Ogle, Ph.D. Pledge College of Science and EngineeringMrs Helen R Groth Gift Academic Clinical Affairs; College of Liberal ArtsNational MPS Society Inc Gift Medical SchoolNorman and Karen Vinnes Pledge College of Education and Human DevelopmentPatricia Fallbeck and Thomas Timmons Gift College of Education and Human DevelopmentPodium Sports Marketing Inc Gift Medical SchoolRichard Kingston, Pharm.D. and Nicole Kingston Gift College of PharmacyRichard and Katharine Olson Gift Carlson School of ManagementRichard and Mary Fowler Gift College of Food, Agricultural and Natural Resource SciencesRichard and Roberta Henderson Gift College of Food, Agricultural and Natural Resource SciencesRichard and Susan Goldman Gift Carlson School of ManagementRobert Desnick, M.D., Ph.D. and Julie Desnick Gift College of Biological SciencesRobert and Karen Morgan Gift/ Pledge Intercollegiate Athletics; Academic Clinical AffairsSally Brown Gift College of Education and Human DevelopmentSara Thoms Gift Minnesota Landscape ArboretumSheldon and Karen Thompson Gift College of Science and EngineeringSmaby Family Fdn Gift Center for Spirituality and Healing; Weisman Art MuseumSteven Thomas Jr. Gift Office of Undergraduate Education

Syngenta Crop Protection LLC GiftCollege of Food, Agricultural and Natural Resource Sciences; University of Minnesota Extension

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$25,000 - $50,000Total American Services Inc Gift College of Science and EngineeringUniversity of Wisconsin Gift UndesignatedVincent Leung Gift College of Science and EngineeringVirginia Grossman Pledge University of Minnesota DuluthWilliam Gerberich, Ph.D. and Susan Gerberich, Ph.D. Gift College of Science and Engineering

$10,000 - $25,0003M Fdn Inc Gift Various CollegesA G L Consulting Ltd Gift College of Science and EngineeringAgriBank FCB Gift College of Food, Agricultural and Natural Resource SciencesAlan Sinaiko, M.D. and Kathleen Doar Gift Academic Clinical AffairsAlice M O'Brien Fdn Gift Medical SchoolAmerican Family Mutual Insurance Co SI Gift UndesignatedAnnalisa Tooker Gift College of Liberal ArtsAnonymous DAF Fund-Bank of America Charitable Gift Fund Gift Minnesota Landscape ArboretumAnonymous Donor Gift Intercollegiate AthleticsAnonymous Donor Gift University of Minnesota Duluth

Anonymous Donor GiftUniversity of Minnesota Extension; University of Minnesota Morris

Anonymous Donor Gift Office of Student AffairsAnonymous Donor Gift Academic Clinical Affairs

Anonymous Donor GiftCarlson School of Management; College of Food, Agricultural and Natural Resource Sciences

Barbara Bachman Gift Minnesota Landscape ArboretumBarbara Baum Gift Academic Clinical AffairsBarbara Buenz and Andrew Mohring Gift College of Liberal ArtsBarbara Thode Gift Medical School

Barr Engineering Co GiftCollege of Science and Engineering; College of Food, Agricultural and Natural Resource Sciences

Bergren Family Char Fund-Fidelity Charitable Gift Minnesota Landscape ArboretumBetty A Alix Estate Gift Minnesota Landscape ArboretumBrent Larson, D.D.S. and Cynthia Larson Gift School of DentistryBruce Hultgren, D.D.S. and Janette Hultgren Gift School of DentistryBruce and Sharyn Schelske Gift College of Education and Human DevelopmentBurton Visnick Gift College of DesignCaribou Coffee Co Inc Gift Medical SchoolCarin and William Simpson Gift Academic Clinical AffairsCatherine Andrus Fund-Minneapolis Foundation Gift Minnesota Landscape ArboretumCenter for Computer-Assisted Legal Instruction Gift Law SchoolCharles Nauen and Pati Pofahl Gift Law SchoolClaudia Parliament Gift College of Food, Agricultural and Natural Resource SciencesClifton B & Anne Stuart Batchelder Foundation Gift College of Science and EngineeringDLMC Foundation Gift College of Science and EngineeringDaniel Connors Gift College of Science and EngineeringDaniel Marek, M.D. and Sarah Marek Gift Medical SchoolDaryl Scherkenbach, Ph.D. and Susan Zerwick Gift College of Science and EngineeringDavid Edwards, M.D. and Elizabeth Edwards Pledge Medical SchoolDavid Hansen and Karen Lilley Gift College of Food, Agricultural and Natural Resource SciencesDavid and Judith Perreault Gift Medical School

David and Terry Gilberstadt GiftCollege of Continuing and Professional Studies; Carlson School of Management

Dayton King Foundation Gift College of Food, Agricultural and Natural Resource SciencesDental Depot LLC Pledge University of Minnesota Morris

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$10,000 - $25,000Der-Chen Huang Gift Medical SchoolDonald and JoAnne Heltner Gift Carlson School of ManagementDonald and Lesly Nicholson Gift Carlson School of ManagementDorsey & Whitney Fdn Gift Law SchoolDouble Black Diamond Inc Gift Academic Clinical AffairsDouglas and Barbara Diedrich Gift Medical School

Dr Daniel C Hartnett Family Fdn GiftCollege of Veterinary Medicine; University of Minnesota Alumni Association; Academic Clinical Affairs

Earl and Doris Bakken Fdn Gift Center for Spirituality and HealingEdward and Betty Radcliffe Gift College of Food, Agricultural and Natural Resource SciencesElizabeth Craig and James Craig Jr. Pledge College of Science and Engineering

Ellen and Carlo Parravano GiftCollege of Science and Engineering; Office of Undergraduate Education

Elwood and Dolly Ginkel Gift Academic Clinical Affairs; Medical SchoolEngelsma Family Fdn Gift Academic Clinical AffairsEunice M. Kuehn Estate Gift Academic Clinical AffairsFletcher Family Foundation Gift College of Food, Agricultural and Natural Resource SciencesFrank Janezich Gift College of Science and Engineering; Medical School

Gail and Jack Kochie GiftAcademic Clinical Affairs; College of Continuing and Professional Studies; Medical School

Gary and Marcia Doty Gift University of Minnesota DuluthGary and Vicki Lubben Gift Academic Clinical AffairsGeneral Mills Fdn Gift Minnesota Landscape ArboretumGeorge Tichy II and Sheila Tichy Gift Law SchoolGeorge Wilcox, Ph.D. and Leni Wilcox, M.P.H., M.H.A. Gift Medical SchoolGregory Brown, M.D. and Kathryn Athow Gift Medical SchoolHardenbergh Foundation Gift University of Minnesota ExtensionHennepin County Gift Carlson School of ManagementIris Freeman and Warren Woessner Gift College of Education and Human DevelopmentJames Strampe, D.D.S. and Kathy Strampe Gift School of Dentistry; School of NursingJames Winsor, D.V.M. and Ann Winsor, D.V.M. Gift College of Veterinary MedicineJames Zeese Jr., M.D. and Bill Herrmann Gift College of Science and Engineering; Medical SchoolJames and Jennifer Furlong Gift Intercollegiate Athletics; College of Veterinary MedicineJoann Johnson Gift Intercollegiate AthleticsJohn Mulrooney, M.D. and Marlene Mulrooney Gift Medical SchoolJohn Steubs Jr., M.D. and Julie Steubs Pledge Medical SchoolJohn W Mooty Foundation Trust Gift College of Education and Human DevelopmentJose Adachi, Ph.D. Gift College of Science and EngineeringJudd Nystrom Gift Carlson School of ManagementJune La Valleur, M.D. and Duane Rost, Ph.D. Gift Medical SchoolK S Kim Foundation Gift Office of Undergraduate Education

Karl Bennett, Ph.D. and Kristin Bennett GiftSchool of Public Health; College of Science and Engineering; School of Nursing

Karl Podratz, M.D., Ph.D. and Roxann Podratz Gift Intercollegiate AthleticsKatherine Tunheim, Ph.D. and Robert Tunheim Pledge Law SchoolKathleen and David Carlsen Gift UnrestrictedKelen Family Fdn Gift College of Science and EngineeringKevin Gromley and Nancy Scott Gift College of Science and EngineeringKrzysztof Burhardt, Ph.D. and April Spas Gift College of Science and EngineeringLand O'Lakes Inc Gift Carlson School of Management

LeeAnn and Jeffrey Ettinger GiftCarlson School of Management; College of Liberal Arts; College of Education and Human Development

Leo W K Cheng MD Inc Gift Medical SchoolLinde plc Gift College of Science and Engineering

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$10,000 - $25,000Lisa Peterson, Ph.D. Gift Academic Clinical AffairsLowell Engel, D.D.S. and Margaret Engel Gift School of Dentistry

Luong Tran and Minh-Tam Lu GiftCollege of Science and Engineering; College of Education and Human Development

Luther Family Foundation Gift Medical SchoolMHealth Fairview Health Services Gift Academic Clinical AffairsMN American Legion and Auxilary Brain Science Foundation Gift Medical SchoolMairi Doerr Gift Minnesota Landscape Arboretum

Marbrook Fdn GiftNorthrop; Center for Spirituality and Healing; University of Minnesota Morris

Marcelo and Maria Montero Gift Carlson School of ManagementMarcine and John Forrette Gift Office of the President; University of Minnesota ExtensionMargaret Rivers Fund Gift Academic Clinical AffairsMargaret Torreano, M.D. Gift Medical SchoolMark Chatterton and Julia Halberg, M.D. Gift School of Public HealthMark Ellis, Ph.D. and Jodi Ellis Pledge College of Science and EngineeringMarlys and Kenneth Jenson Gift School of NursingMartha Thompson and Michael Taylor Gift University of Minnesota DuluthMarvin Companies Inc Gift University of Minnesota CrookstonMary Owen, D.D.S. Gift Intercollegiate AthleticsMary Wheeler Gift College of Veterinary MedicineMaureen Reed, M.D. and James Hart, M.D. Gift UnrestrictedMedica Gift Office for Equity and DiversityMedica Fdn Gift Office of the Vice President for ResearchMedtronic Inc Gift Medical School; College of Science and Engineering

Michael H. Baker Family Foundation GiftCollege of Food, Agricultural and Natural Resource Sciences; College of Science and Engineering

Michael Happe and Shannon Fitzsimmons-Happe Gift Carlson School of ManagementMichael V & Ann C Ciresi Fdn Gift Law SchoolMichelle and James King Gift Medical SchoolMicrosoft Corp Gift Various CollegesMilton Goodman Estate Gift Academic Clinical AffairsMing Tchou Gift College of Liberal ArtsMinneapolis Building & Construction Trades Council Gift Medical SchoolMinneapolis Foundation Gift Minnesota Landscape ArboretumMinnesota Life Insurance Co Gift Carlson School of ManagementMitchell Richter Gift University of Minnesota Duluth

Mona and Thomas Dougherty GiftCarlson School of Management; College of Education and Human Development; Medical School

Nancy Kiskis Gift Carlson School of ManagementNancy and John Lindahl Gift School of Nursing; Academic Clinical AffairsNancy and Richard Perrine Gift Carlson School of ManagementNational 4-H Council Gift University of Minnesota ExtensionNational Philanthropic Trust Gift Minnesota Landscape ArboretumNavjot Singh, Ph.D. and Nithya Singh Gift College of Science and EngineeringNell Hillsley Gift Medical SchoolNicholas and Ingrid Gangestad Gift University of Minnesota ExtensionO'Connor Family Foundation Gift Medical SchoolOlseth Family Fdn Gift UndesignatedOlseth Foundation Gift College of Food, Agricultural and Natural Resource SciencesPaul Feinman and Robert Ostergaard Pledge Law School

Perry Hackett Jr. and Carol Hackett GiftCollege of Biological Sciences; Medical School; Academic Clinical Affairs

Philotimo Fdn Gift College of Science and Engineering

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$10,000 - $25,000Phyllis Wisen, Ph.D. Gift College of Veterinary MedicineR. Carolyn Hunter Gift College of Food, Agricultural and Natural Resource SciencesRahr Foundation Gift University of Minnesota ExtensionRichard Sachs Gift Intercollegiate AthleticsRichard and Mary Ostlund Gift Academic Clinical AffairsRobert Pepin Gift College of Science and EngineeringRobert and Lorie Michaels Gift Medical SchoolRobert and Teri Crosby Gift Intercollegiate AthleticsRoberto Carbonell, Ph.D. Pledge College of Science and EngineeringRollin Dennistoun Gift College of Science and EngineeringRonald Fischer and Jun Matsuo Gift Law SchoolRonald Siegel Gift College of PharmacyRonald and Patricia Mangelsdorf Gift Carlson School of ManagementRussell Spence Sr. Gift Medical SchoolSafetyCall International PLLC Gift College of PharmacySamuel Heins and Stacey Mills Heins Gift Medical School; College of Liberal ArtsSandra Lee Johnson Trust Gift College of Science and EngineeringSandra Morris Gift UndesignatedSandra Savik and Joseph Tashjian, M.D. Gift UnrestrictedSarah and Todd Salava Gift Academic Clinical AffairsScott and Christine Sovereign Pledge Carlson School of ManagementScott and Mary Beth Edgerton Gift Medical SchoolSea Foam Sales Co Gift Minnesota Landscape ArboretumShin Suh and Jai Suh, M.D. Gift Medical SchoolStanley and Sharon Hup Gift Intercollegiate AthleticsSteve and Julie Vanderboom Gift School of NursingSteven Leuthold Family Foundation Gift College of Veterinary MedicineSteven and Nancy Lehman Gift Office of Undergraduate EducationSteven and Wendy Simenson Gift College of PharmacyStuart and Sara Lucks Gift College of Education and Human DevelopmentSusan I Marvin Charitable Trust Gift College of Education and Human DevelopmentSusan Jackson Gift University of Minnesota MorrisSusan Phipps-Yonas, Ph.D. and Albert Yonas Gift Medical SchoolSusan and Donald Sturm Gift Humphrey School of Public AffairsTarget Corporation Gift Carlson School of ManagementTed and Wendy Ramsey Gift Medical SchoolThomas Day and Lori McCunniff Day Gift Office of the Vice President for ResearchThomas Oliver Gift School of DentistryThomas and Maren Hood Gift Law SchoolThomas and Sharon Velin Gift Intercollegiate AthleticsThuan Ly, M.D. and Ana Ly Pledge Medical SchoolTwin Cities Harvest Festival & Maze Gift Intercollegiate AthleticsTwin Cities Medical Society Foundation Gift Medical SchoolU S Bank-National Corporate Banking Gift Intercollegiate AthleticsUBS Financial Services Inc Gift Academic Clinical AffairsValdis Berzins, Ph.D. and . Luqi, Ph.D. Gift College of Science and EngineeringValent USA LLC Gift College of Food, Agricultural and Natural Resource SciencesWalter Bailey, M.D. and Virginia Bailey Gift College of Liberal Arts; Medical SchoolWells Fargo Bank N A Gift Carlson School of ManagementWesley and Sonja Swanson Gift College of Science and EngineeringWilliam Patterson III and Joan Patterson Gift College of Food, Agricultural and Natural Resource SciencesWilliam Zimmermann Jr. Gift College of Science and EngineeringWilliam and Donna Johnson Gift College of Science and EngineeringWilliam and Susan Prout Gift University of Minnesota Duluth

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$10,000 - $25,000Windsong Donor Advised Fund--National Philanthropic Trust Gift Minnesota Landscape Arboretum

$5,000 - $10,000AIA Minnesota Gift College of DesignAMVAC Chemical Corp Gift College of Food, Agricultural and Natural Resource SciencesAbraham Franck Estate Gift Center for Spirituality and HealingAlan and Heidi Reitz Gift Minnesota Landscape ArboretumAlbaugh LLC Gift College of Food, Agricultural and Natural Resource SciencesAlvin Huss Jr. and Ruth Huss Gift College of Food, Agricultural and Natural Resource SciencesAmericana Arts Fdn Gift College of Liberal ArtsAndrew Plesko Gift Academic Clinical Affairs; Law SchoolAndrew Rice Pledge University of Minnesota DuluthAndrew and Jennifer Reierson Gift University of Minnesota DuluthAnn Fallon Gift College of Food, Agricultural and Natural Resource Sciences

Anonymous Donor GiftUniversity of Minnesota Extension; University of Minnesota Morris

Anonymous Donor Gift Academic Clinical AffairsArland and Deborah Polzin Gift University of Minnesota MorrisArne Lagus, M.D. and Miriam Lagus Gift Medical SchoolArthur Frame Gift College of Food, Agricultural and Natural Resource SciencesAthletes for MN Kids Inc Gift Academic Clinical AffairsBallard Spahr LLP Gift Law SchoolBarbara Duffy Gift Law SchoolBarbara and James Stowe Gift Office of the Vice President for Finance and OperationsBen & Jeanne Overman Charitable Trust Gift University of Minnesota DuluthBenjamin and Laura Cooper Gift Law SchoolBest Buy Purchasing LLC Gift Carlson School of ManagementBeth McGlone & H Eugene Karjala Charitable Fund-Stablish Fdn Gift College of Liberal Arts; Medical School

Bradley and Arlene Forrest GiftLaw School; College of Science and Engineering; School of Nursing

Bremer Bank NA Gift Carlson School of ManagementBruce and Julie Steiner Gift Institute on the EnvironmentBuckner Family Fund-Minneapolis Foundation Gift Minnesota Landscape ArboretumC. J. Pittman Gift College of Biological SciencesCHS Foundation Gift College of Food, Agricultural and Natural Resource SciencesCamille Tuite Gift Medical SchoolCandace and David Meyer Gift Carlson School of ManagementCarol Pierce and David Dixen Gift College of Liberal ArtsCasey and Mary Whelan Gift College of Liberal ArtsCatherine Andrus Gift College of Liberal ArtsCharles H Clay Family Charitable Lead Annuity Trust Gift University of Minnesota ExtensionChristopher and Teresa Conway Gift Medical SchoolCindy and Samuel Hanson Gift Medical School

Connie and Arthur Starkey GiftCollege of Education and Human Development; College of Liberal Arts

Constance Sullivan Gift College of Food, Agricultural and Natural Resource SciencesCorinne Bonicatto Gift University of Minnesota DuluthCorteva Agriscience Gift College of Food, Agricultural and Natural Resource SciencesCraig and Robin Dahl Gift Academic Clinical AffairsCrosswols Fdn Gift NorthropDakota County 4-H Federation Gift University of Minnesota ExtensionDana Schlauderaff Gift Medical SchoolDaniel and Arlys Peterson Gift College of Veterinary MedicineDaniel and Carol Wolfe Gift University of Minnesota Duluth

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$5,000 - $10,000Datamark Inc Gift Carlson School of ManagementDavid De Wahl Gift College of Liberal ArtsDavid Drinkwater Gift VariousDavid Gesko, D.D.S. and Leslie Gesko Gift School of DentistryDavid Knopman, M.D. and Deborah Knopman, M.D. Gift Medical SchoolDavid Largaespada, Ph.D. and Sue Amundson Gift Academic Clinical AffairsDavid Lee and Martha Jordan Gift Law SchoolDavid Palmer, M.D. and Marilyn Palmer Gift Medical SchoolDavid and Karen Quinby Gift Law SchoolDeborah Nicholson, M.D. and James Nicholson Gift College of Biological SciencesDeborah and James Deuser Gift College of Science and EngineeringDennis and Mary Erickson Gift University of Minnesota DuluthDiane Harder and Thomas Eckstein Gift Medical SchoolDiane Roche Gift University of Minnesota ExtensionDonald and Deborah Drewry Gift University of Minnesota ExtensionDorothy A Patterson Estate Gift Medical SchoolDouglas and Ruth Crane Gift College of DesignEdith H Lynum Trust Gift Medical SchoolEdmond Coleman, Ph.D. Gift Medical SchoolEleta and Alexander Donaldson Gift Minnesota Landscape ArboretumElizabeth Owens Gift College of Liberal ArtsEllen Spangler Gift College of Science and EngineeringEric Ceithaml, M.D. and Susan Ceithaml Gift Academic Clinical AffairsEric Kaler, Ph.D. and Karen Kaler Gift Office of Undergraduate Education; Academic Clinical AffairsEric Yamamoto Gift UndesignatedEric and Mary Schultz Gift Law SchoolErnst & Young US LLP Gift Carlson School of ManagementEssentia Health Gift University of Minnesota DuluthEvelyn Sweasy Gift Minnesota Landscape ArboretumExxonMobil Corp Gift College of Science and EngineeringFrederick and Mary Beth Steiner Gift Carlson School of ManagementGREYlong Corp Gift College of Veterinary MedicineGerald and Jeanne Moritz Gift University of Minnesota CrookstonGerda Gassman Gift College of Science and EngineeringGertrude R Shiely Charitable Trust Gift College of Veterinary MedicineGilbert Overson Gift College of Science and EngineeringGrace Upon Grace Mooty Family Foundation Gift Minnesota Landscape ArboretumGreat Clips Inc Gift Carlson School of ManagementGregory Damberg, M.D. and Julia Perpich, M.D. Gift Medical SchoolGregory and Jacqueline Johnson Gift Law SchoolHans Tester Jr., M.D. Pledge College of Biological SciencesHardten Charitable Fund-Schwab Charitable Gift UnrestrictedHarlene Hagen Gift University of Minnesota CrookstonHarvey and Suzanne Kaplan Gift Law School

Head Family Foundation GiftMinnesota Landscape Arboretum; Global Programs and Strategy Alliance

Helen Donovan and Holly Nixholm Gift College of Liberal ArtsHelen Haupt Gift Minnesota Landscape ArboretumHerbert Lewis, C.L.U. and Ann Lewis Gift/ Pledge University of Minnesota Duluth; Intercollegiate AthleticsIrene Ott Gift College of Education and Human DevelopmentJacobsen Trust Gift Office of Undergraduate EducationJames Heppelmann and Mary Hable, Ph.D. Gift College of Science and EngineeringJames Monteiro Gift University of Minnesota DuluthJames Togeas Gift University of Minnesota Morris

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$5,000 - $10,000James and Janet Richard Gift Intercollegiate AthleticsJamie Hofberger Gift Carlson School of ManagementJane Thielen Gift Office of Undergraduate EducationJanet McClendon and Alan Vaskas Gift Law SchoolJanice and Jeffrey Starn Gift School of Public HealthJason Patzlaff, Ph.D. Gift University of Minnesota MorrisJeffrey Puschell, Ph.D. and Dana Puschell Gift College of Science and EngineeringJeffrey and Sarah Zutz Gift College of Liberal ArtsJill and Joshua King Gift Academic Clinical AffairsJo and Peter Michalski Gift Law SchoolJohn Dayton Gift University of Minnesota MorrisJohn Edgerton III Gift Medical SchoolJohn G & Marla B Ordway Charitable Lead Trust Gift Minnesota Landscape ArboretumJohn Gregoire Gift University of Minnesota CrookstonJohn McDermott III and Leea McDermott Gift School of Public HealthJohn Reisinger, M.D. and Kathryn Reisinger Gift Medical SchoolJohn and Kimberly Hogan Gift College of Veterinary MedicineJoleen Durken Gift University of Minnesota ExtensionJoseph Madden, D.D.S. Gift School of DentistryJoshua and Ricka Kohnstamm Gift Center for Spirituality and HealingJoyce Foods Gift Academic Clinical AffairsJulie Matonich and Robert Bras Gift Weisman Art MuseumKG Foundation Gift Academic Clinical AffairsKaimay Terry and Joseph Terry, M.D. Gift Medical School; College of Science and EngineeringKarin and Bradley O'Hara Gift University of Minnesota ExtensionKatherine Yaeger Gift Medical SchoolKathleen Lucas Gift School of NursingKathleen Mottl and Lawrence Mottl, M.D. Gift College of Veterinary MedicineKatina and Franck Gougeon Gift Academic Clinical AffairsKelm Fdn Gift Minnesota Landscape ArboretumKenneth Epstein, Ph.D. Gift College of Science and EngineeringKevin and Joan Perry Gift College of Veterinary MedicineKraig Larson Gift Law SchoolKristine Schoen Gift Academic Clinical AffairsL & N Andreas Foundation Gift Minnesota Landscape ArboretumLarry Franke Gift University of Minnesota ExtensionLegend Companies Gift Medical SchoolLerner Foundation Gift LibrariesLinda Grieme Gift University of Minnesota ExtensionLinda Grover, Ed.D. and Tim Grover Gift University of Minnesota DuluthLinda and Kenneth Cutler Gift Minnesota Landscape ArboretumLollie and Alan Eidsness Gift Minnesota Landscape Arboretum; Law SchoolLoren & Barbara Lorig Home Improvement Gift College of Science and EngineeringLucius and Rhonda Fowler Gift Minnesota Landscape ArboretumLucky Seven MN Foundation Gift Minnesota Landscape ArboretumM Health Fairview Heart Clinic Gift Academic Clinical AffairsM. Charles and Colleen Swope Gift Law SchoolManjeet Tangri Gift School of NursingManuel and Elizabeth Villafana Gift Institute on the EnvironmentMaple Grove Middle School Gift Academic Clinical AffairsMarcia and Randall Betcher Gift Minnesota Landscape Arboretum

Margaret Chutich and Penny Wheeler, M.D. GiftCollege of Science and Engineering; Humphrey School of Public Affairs; Intercollegiate Athletics

Margaret MacRae Gift Global Programs and Strategy Alliance

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$5,000 - $10,000Marilyn Sauer Gift College of Education and Human DevelopmentMark Board, Ph.D. and Katherine Board Gift College of Science and EngineeringMark Dale Gift School of DentistryMark Sielaff Gift University of Minnesota DuluthMark and Jane Kriss Gift Institute on the EnvironmentMark and Zahra Southerst Gift Law SchoolMary Devlin Gift College of Liberal ArtsMary Lou Hoeft Gift Minnesota Landscape ArboretumMary Moon Foundation Inc Gift Academic Clinical AffairsMary and Dan Merth Gift College of Science and EngineeringMary and Jan Wenger Gift School of NursingMaryJo Smith, Ph.D. and Guy Smith Gift College of Education and Human DevelopmentMedtronic Foundation Gift Various CollegesMegan Dayton Gift Minnesota Landscape ArboretumMelissa Arikian and Scott Milburn Gift College of Veterinary MedicineMichael Johnson Gift Intercollegiate AthleticsMichael Meyer and Mary Jarvis Gift College of Food, Agricultural and Natural Resource Sciences

Michael Perry GiftCollege of Veterinary Medicine; Intercollegiate Athletics; Minnesota Landscape Arboretum

Michael and Liz Antolik Gift College of Veterinary MedicineMichael and Sandra Yost Gift College of Food, Agricultural and Natural Resource SciencesMichael and Stacie Hafner Gift College of Food, Agricultural and Natural Resource SciencesMichigan Turfgrass Foundation Gift College of Food, Agricultural and Natural Resource SciencesMinnesota Society of Oral and Maxillofacial Surgeons Gift School of DentistryMisha Burich, Ph.D. and Lisa Burich Gift College of Science and EngineeringMorning Sky Greenery Gift University of Minnesota MorrisMosaic Company Gift College of Food, Agricultural and Natural Resource SciencesMrs Joan M Krogh Gift College of Science and EngineeringNancy Walsh, D.N.P. and Michael Walsh Gift School of NursingNancy and Charles Webster Gift Minnesota Landscape ArboretumNorma Wubbena Gift Minnesota Landscape ArboretumNorthwestern Mutual Fdn Gift Various Colleges; Various CollegesO. L. Pebley Gift Academic Clinical AffairsOlga B Hart Education Foundation Gift Graduate SchoolOne World One Vision Fdn Gift Academic Clinical Affairs; Medical SchoolPatricia Lewis, Ph.D. Gift College of Liberal ArtsPatrick and Marlene Sloan Gift College of Education and Human DevelopmentPatrick and Mary Regan Gift University of Minnesota DuluthPaul Jungquist Gift Carlson School of ManagementPaul Kubic, M.D. and Virginia Kubic, M.D. Gift College of Food, Agricultural and Natural Resource SciencesPaul Sitz Gift College of Science and EngineeringPeter Wittig and Beatrice Rogers Gift Minnesota Landscape ArboretumPeter and Lisa Janzen Gift Carlson School of Management; Academic Clinical AffairsPiper Sandler Foundation Gift Carlson School of Management; Various CollegesProject Alive Gift Medical SchoolR. Randall and Phoebe Vosbeck Gift College of DesignRaymond and Nancy Ward Gift University of Minnesota CrookstonReal Cool Synchrony Gift Carlson School of ManagementRhonda Hovan Gift College of Veterinary MedicineRichard and Nikole Krentz Gift College of Food, Agricultural and Natural Resource SciencesRobert A Stein Family Fdn Gift Law SchoolRobert Hubbard and Heidi Hubbard, M.D. Gift Medical SchoolRobert Newman Gift Office of Student AffairsRobert Schafer Jr. and Beth Schafer Gift School of Nursing

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$5,000 - $10,000Robert Snook, M.D. and Judith Snook, M.D. Gift Medical SchoolRobert and Charlotte Shadduck Gift Law SchoolRobert and Kristin Ryan Gift Medical SchoolRobert and Linda Erlandson Gift College of Science and EngineeringRonald Kaufman, M.D. and Pamela Kaufman Gift Minnesota Landscape ArboretumRonald Koval Gift Medical SchoolRosemary and David Good Gift Weisman Art MuseumRuth and Dale Bachman Gift Academic Clinical AffairsRuthie Johnson Gift Office of Undergraduate EducationSaint Paul Music Inc Gift College of Liberal ArtsSally Callahan Gift Intercollegiate AthleticsSander Ludeman V and Peggy Ludeman Gift College of Food, Agricultural and Natural Resource SciencesSando Foundation Gift College of Food, Agricultural and Natural Resource SciencesSharon Stewart Reeves and Paul Reeves Gift University of Minnesota MorrisSigma Sigma Sigma Foundation Gift Academic Clinical AffairsSiobahn Morgan Gift Intercollegiate AthleticsStanley and Marvel Chong Foundation Gift Global Programs and Strategy AllianceState Farm Co Fdn Gift Various Colleges; Various CollegesStephen and Pamela Kairies Gift Medical School; Academic Clinical AffairsSteven and Beverly Aanenson Gift Medical School; College of Science and EngineeringSujaya Rao, Ph.D. Gift College of Food, Agricultural and Natural Resource SciencesSungsook Kim and Kwonshik Kim, Ph.D. Gift College of Science and EngineeringSusan Applegate Gift Minnesota Landscape ArboretumSusan Remes Gift College of Pharmacy; Academic Clinical AffairsSuzanne Doyle Gift Medical SchoolSydney Williams Gift Medical SchoolTalking Rain Beverage Co Gift Medical SchoolTashjian-Savik Charitable Gift Fund-Fidelity Charitable Gift Minnesota Landscape ArboretumTheodore Storck Gift University of Minnesota MorrisThomas Crowley, M.D. Gift Medical SchoolThomas Gjelten and Martha Raddatz Gift College of Liberal ArtsThomas Nelson, M.D. and Kathryn Pyzdrowski, M.D. Gift Medical School

Thomas S Kemp Fdn Inc GiftCollege of Food, Agricultural and Natural Resource Sciences; Medical School

Thousand Hills Lifetime Grazed Gift Carlson School of ManagementTimothy Huebsch Gift Carlson School of ManagementTimothy and Erin Carlson Gift College of Food, Agricultural and Natural Resource SciencesTjorvi Perry, M.D. Gift Medical SchoolTom and Rhonda Hayes Family Fdn of US Charitable Gift Trust Gift Minnesota Landscape ArboretumUMMC Medical Staff Services Gift Academic Clinical AffairsUponor Inc (USA) Gift Medical SchoolVenetia Kudrle, M.H.A. and Robert Kudrle Gift Humphrey School of Public AffairsVictor Bloomfield and Elsa Shapiro, M.D., Ph.D. Gift College of Biological SciencesVivian Olson Gift College of Veterinary MedicineWalgreens Co Gift College of PharmacyWalter and Nancy Olson Gift Medical SchoolWayne Myhre Gift Medical SchoolWebb Financial Group Inc Gift Intercollegiate Athletics; College of Liberal ArtsWilliam Hobbs II Gift College of Food, Agricultural and Natural Resource SciencesWilliam Omlie, M.D. and Rhonda Omlie Gift Academic Clinical AffairsWilliam Toles and Jill Daniels Gift College of Liberal ArtsWilliam and Dorian Jordan Gift Law School

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BOARD OF REGENTS

DOCKET ITEM SUMMARY

Board of Regents February 12, 2021 AGENDA ITEM: MPact 2025 Measures

Review Review + Action X Action Discussion

PRESENTERS: President Joan T.A. Gabel PURPOSE & KEY POINTS The purpose of this item is to act on proposed measures aligned to the MPact 2025 Systemwide Strategic Plan (MPact 2025). Three proposed levels of accountability for MPact 2025 were outlined and reviewed at the December Board meeting:

1. University Progress Card. Contains 42 measures, reflecting those considered timeless, or due diligence measures, as well as those that are new areas of focus.

2. University Dashboard. Contains 12-15 measures that represent an executive summary of the University’s aspirations.

3. MPact 2025 measures. Contains all the measures in the MPact 2025 plan. Since the December meeting, the following changes were made and are reflected in Appendices A-C, which will be presented as a slide show during the February meeting: Proposed University Progress Card (Appendix A)

Removed “Develop Systemwide enrollment plan by Fall 2021.” The measure will be tracked in MPact 2025.

Added “Increase state-sponsored research.”

Added “Achieve Gold STAR rating.” This measure was previously combined with the measure to “Increase Higher Ed SDG rankings.”

Revised the “Recruit diverse students, faculty, and staff” category from one into three distinct measures – From “Increase percentage of underrepresented undergraduate students (Freshman and transfers) and among incoming professional and graduate students, and percentage of underrepresented faculty and staff hired year over year” to “Increase percentage of underrepresented students in the Freshman class”; “Increase percentage of underrepresented incoming professional and graduate students”; and “Increase percentage of underrepresented staff hired year over year.”

Removed “Reduce disparities in faculty promotion rates.” The measure will be tracked in MPact 2025.


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Proposed University Dashboard (Appendix B)

Replaced “130% - Percentage of corporate innovation partnerships are up over the last five years (MN-IP)” with “400+ U of M invention disclosures per year” and “$384 million in state-sponsored research over the past five years across medical technology, agriculture and natural resources.”

Proposed MPact 2025 Measures (Appendix C) Note: any changes referenced below also apply to those metrics or measures that are similarly represented in the proposed University Progress Card.

Further defined whether a measure is included in the Dashboard, Progress Card and/or Systemwide Strategic Plan. (slides 20-35)

Added Current Baseline and 2025 Goal columns and accompanying measures and metrics. (slides 20-35)

Revised “Increase percentage of MN high school graduates who enter the U of M campuses as freshmen by 10% by 2025” to “Increase percentage of MN high school graduates who enter the U of M campuses as freshmen.” (slide 20)

Included metrics for all five campuses related to enrollment, 4-year graduation rate, retention, and graduation rates between Black, Indigenous and people of color (BIPOC) and white students. (slides 20,29)

Revised the proposed measure from “Increase number of students served using a distributed learning model each year,” to “Percentage of instruction delivered through completely online or hybrid methods (2018-19 as baseline).” (slide 22)

Revised “Increase undergraduate research opportunities by 20% by 2025 (TC campus)” to “Increase research opportunities for all undergraduate students.” (slide 23)

Added Top 10/Top 8 Higher Education Research and Development Survey (HERD) ranking. (slide 23)

Revised “Increase percentage of graduate students and postdocs employed in positions that use their degree to 90% by 2025 (TC campus)” to “Increase percentage of graduate students and postdocs employed in positions that use their degree” and establish a baseline though a 2021 survey. (slide 23)

Revised “Increase number of industry sponsored awards” to “Increase $ of industry sponsored awards.” (slide 24)

Revised “Top 20 public in USNWR by 2025” to “Top 25 public in USNWR.” (slide 25)

Added “Increase state-sponsored research” to the Dashboard and Progress Card. (slide 25)

Added Senior Vice President Frans to leadership point person(s) for “Increase state funding” proposed measure. (slide 25)

Revised “Elevate NIH Blue Ridge ranking each year” to a 2025 goal of Top 25 by 2023. (slide 26)

Revised “Increase the number of medtech/science disclosures each year” to “Increase the number of medtech/health-science patents year over year.” (slide 26)

Revised “Improve patient experience scores year over year,” to “Improve patient experience scores.” (slide 26)

Revised “Increase Times Higher Ed SDG rankings” to “Increase Times Higher Ed SDG rankings, including but not limited to climate action, clean water, and land ecosystems.” (slide 27)

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Added “Achieve Gold STAR rating.” This measure was previously combined with the measure to “Increase Higher Ed SDG rankings.” (slide 27)

Revised “Increase number of food and ag-tech disclosures each year” to “Increase number of food, ag-tech, and natural resource-related disclosures year over year.” (slide 28)

Revised “Actively participate in industry and government food and ag initiatives and partnerships” to “Actively participate in industry and government food, ag, and natural resource-related initiatives and partnerships.” (slide 28)

Created three proposed measures from “Increase percentage of underrepresented undergraduate students (Freshmen and transfers) and among incoming professional and graduate students, and percentage of underrepresented faculty and staff hired year over year” – “Increase percentage of underrepresented undergraduate students in the Freshmen class”; “Increase percentage of underrepresented incoming professional and graduate students”; and “Increase percentage of underrepresented faculty and staff hired year over year.” (slide 29)

Created two proposed measures from “Increase retention of all underrepresented students, faculty, and staff year over year” – “Increase retention of all underrepresented students year over year” and “Increase retention of all underrepresented faculty and staff year over year.” (slide 29)

Revised “Decrease 4-year and 6-year graduation gaps between white and BIPOC students by 50% by 2025 (TC campus)” to “Decrease 4-year and 6-year graduation gaps between white and BIPOC students.” (slide 29)

Revised “Increase percentage of students with a favorable sense of belonging across the University by 2025 (TC campus)” to “Increase percentage of students with a favorable sense of belonging (Climate survey; SERU; "Agree I feel I have a sense of belonging to my campus" -- Agree or Strongly Agree).” (slide 30)

Revised “Increase Commitment and Dedication measure in Engagement Survey to 77% by 2025” to “Increase Commitment and Dedication measure in Engagement Survey.” (slide 30)

Revised “Create a tuition free program for Minnesota families with Adjusted Gross Incomes at $50,000 or less by 2021” to “Create a tuition free program for Minnesota families with Adjusted Gross Incomes at $50,000 or less.” (slide 32)

Revised “Define tuition and pricing model by 2025” to “Define tuition and pricing model by 2023.” (slide 33)

PRESIDENT’S RECOMMENDATION The President recommends approval of the MPact 2025 measures.

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APPENDIX A: PROPOSED U OF M

PROGRESS CARD

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Strategic Focus Campus Performance Drivers/Outcomes Current Baseline Goal

Twin Cities* Meet undergraduate enrollment goals for each campus. 30,907 33,000 by Fall 2025

Twin Cities* Achieve interquartile ACT range. 25-31 25-31

System Increase percentage of MN H.S. graduates who attend U of M campuses as freshmen.

10.4% 12% by Fall 2025

Twin Cities* Increase 4 year graduation rates. 72.7% 76% by 2025

Twin Cities Increase 6 year graduation rates. 84.5% 86% by 2025

System Reduce gap between 4-year and 6-year grad rates of Pell-eligible and non Pell-eligible students by 50% by 2025.

13.3%/9.2% 6.6%/4.6% by 2025

Retention Twin Cities* Increase freshman to sophomore retention. 93.5% 94% by 2025

Institutional gift aid System Increase gift aid for all undergraduate students by 10%. $276M $304M by 2025

Student mental health System Develop and launch initiative by June 2021 (building on the existing Mental Health Learning Collaborative).

N/A By June 2021

Strengthen career outcomes and placement System Increase undergraduate career outcomes and placement. 94% 97% by 2025

Distributed learning models System Percentage of instruction delivered through completely online or hybrid methods (2018-19 as baseline).

12% Increase year over year

We are a research powerhouse Campus Performance Drivers/Outcomes Current Baseline Goal

System Increase research opportunities for all undergraduate students.

37% indicating participating in a

research opportunity (SERU)

Above 50%

System/Twin Cities Target growth for research awards of 5% per year (stretch 7%) for next 5 years. Maintain Top 10 public University expenditure ranking in HERD.

$876M / 10th HERD ranking

$1.1B by 2025 / Top 10

SystemIncrease percentage of graduate students and postdocs employed in positions that use their degree.

Establish survey and collect data by December

2021N/A

System Grow start-ups per year. 19 25 by 2025

System Increase industry sponsored awards. $81.6M $109M by 2025

Twin Cities Elevate USNWR National Public rankings and Shanghai rankings. #26 USNWR / #40 Shanghai

Top 25 pulbic in USNWR / Top 35 in Shanghai by 2025

System Achieve Carnegie Community Engagement designation. UMM & UMTC All campuses by 2025

System Develop unified service, outreach, & engagement database and map. Establish baseline Spring 2021

By December 2021

System Increase state funding. $922M (FY20) Expand state partnership

System Increase state-sponsored research. $412M (over last five years

Increase 2021-2025 total

Research Growth

Graduation rates

We promote student success

Systemwide enrollment

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We serve the state and impact the world Campus Performance Drivers/Outcomes Current Baseline Goal

Medical School ranking System Elevate NIH Blue Ridge ranking each year. 27 Top 25 by 2023

Technology innovation System Increase the number of MedTech/health science disclosures each year. 239 Increase year over year

Leading health care delivery models System Improved patient experience scores year over year. 82.8% 85% of patients recommend UMN by 2025

System Increase Times Higher Ed Sustainability Development Goal Ranking, including but not limited to climate action, clean water, and land ecosystems.

Submit baseline data by Fall 2021

N/A

System Achieve Gold STAR rating. Duluth and Morris All campuses by 2025

Climate action plan for 2030 Each campus and systemwide

Establish next generation climate action plans for 2030. N/A By 2023

System Increase number of food, ag-tech, and natural resource-related disclosures. 33 Increase year over year

System Actively paticipate in industry and government food, ag, and natural resource-related initiatives and partnerships.

Establish baseline in Spring 2021

N/A

We are equitable, diverse, and inclusive Campus Performance Drivers/Outcomes Current Baseline Goal

Increase percentage of underrepresented students in the Freshman class. 26.1% Increase year over year

Increase percentage of underrepresented incoming professional and graduate students.

21.9% Increase year over year

Increase percentage of underrepresented faculty hired year over year. 21.5% faculty BIPOC / 47.4% Female

Increase year over year

Increase percentage of underrepresented staff hired year over year. 27.9% staff BIPOC Increase year over year

Reduce disparities among underrepresented groups Twin Cities* Decrease 4-year and 6-year graduation gaps between white and BIPOC students.7.9% four year/

3.4% six year 4%/1.7% by 2025

Climate survey Twin CitiesIncrease percentage of students with a favorable sense of belonging (Climate survey; SERU; "Agree I feel I have a sense of belonging to my campus" -- Agree or Strongly Agree).

63.2% Increase year over year

Job satisfaction System Increase Commitment and Dedication measure in Engagement Survey. 75% 77% by 2025

Institutional history System Complete Board of Regents April 2019 charge. N/A By June 2021

We are a responsible steward of resources Campus Performance Drivers/Outcomes Current Baseline Goal

Student debt System Reduce average student debt for those who borrow to less than $25,000 upon graduation.

$26,876 Below $25,000 by 2025

On-campus employment System Increase on-campus employment opportunities for all students each year.13,648 UG student

workers and graduate assistants


Targeted student aid System Create tuition free program for undergraduate students by 2021. N/A By Fall 2021

Administrative costs System Reduce administrative overhead year over year. Establish baseline Spring 2021

N/A

Continuous improvement System Institute annual reporting effort of continuous improvement practices systemwide. N/A By June 2022

* Crookston, Duluth, Morris, and Rochester campuses will provide their respective data separately.

Recruit diverse students, faculty and staff System

Sustainability leadership

Ag-innovation and partnerships

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APPENDIX B: PROPOSED U of M

DASHBOARD

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Operational Excellence

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Click for supporting data related to this measure

Each of the dashboard measures link to deeper dive content

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Pact 2025

WE PROMOTE STUDENT SUCCESS.

WE ARE A RESEARCH POWERHOUSE.

The U of M System enrolled the largest class of MN freshmen and the highest percentage of students of color in a half century.

STUDENT PLACEMENT

94%Systemwide career outcomes rate (2018-19).

FALL 2020 ENROLLMENT

INNOVATION

U of M invention disclosures per year.

OUTREACH AND ENGAGEMENT

The U of M has reach in all 87 counties.

400+

Select measures from the systemwide strategic plan

FOUR-YEAR GRADUATION RATE

THIRD HIGHESTamong Big Ten public universities.

RESEARCH IMPACT

TOP 10

$1 BILLIONPUBLIC RESEARCH

RESEARCH EXPENDITURES

in state-sponsored research over the past five years across medical technology, agriculture, and natural resources.

$412 MILLION

Dashboard two-pager

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WE SERVE THE STATE AND IMPACT THE WORLD.

PATENTS

Percentage of Minnesota’s health care practitioners, including pharmacists, dentists, and veterinarians that are trained by the U of M.

GREENHOUSE REDUCTION

We are committed to sustainability as evidenced by our 36% greenhouse reduction.

HEALTH CARE

80%

WE ARE EQUITABLE, DIVERSE, AND INCLUSIVE.

WE ARE A RESPONSIBLE STEWARD OF RESOURCES.

U of M students who agree they have a sense of belonging.

CLIMATE SURVEY

86.4%

U of M employees are highly committed and dedicated to their work.

JOB SATISFACTION

3 OUT OF 4

A higher percentage of our workforce is solely committed to core mission activities than at peer institutions.

OPERATIONAL EXCELLENCE

The U of M is the most affordable 4-year choice for the majority of Minnesota families who earn under $110K.

AFFORDABILITY

The U of M System is among the top 20 universities for gaining US utility patents (including Medtech, etc.).

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APPENDIX C: PROPOSED MPACT 2025 SYSTEMWIDE

STRATEGIC PLAN METRICS / MEASURES

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Commitment 1 - Student Success: Action Items (1.1)

Dashboard; Maroon/Gold; or MPACT 2025 SWSP Measure Campus Proposed Measure(s) Current

Baseline 2025 Goal Leadership point person(s)

Establish comprehensive systemwide strategic

enrollment management strategy.

SWSP

System Develop Systemwide enrollment plan by Fall 2021. N/A By Fall 2021 Croson / ChancellorsCrookston

Meet undergraduate enrollment goals for each campus by Fall 2025.

1754 2100

Croson / ChancellorsDuluth 8351 9100

1243 1700MorrisRochester 614 1360

Dashboard; Maroon/Gold Twin Cities 30907 33000Maroon/Gold Twin Cities Achieve goal ACT interquartile range by 2025. 25-31 25-31 Croson / Chancellors

Maroon/Gold System Increase percentage of MN high school graduates who enter the U of M campuses as freshmen. 10.4% 12% Croson / Chancellors

Improve retention and graduation rates while closing

gaps.

SWSP

Crookston

Increase 4-year grad rate by 2025.

48.9% 49%

Croson / ChancellorsDuluth 46.0% 48%Morris 50.1% 57%

Rochester 55.9% 60%Dashboard; Maroon/Gold Twin Cities 72.7% 76%

Maroon/Gold Twin Cities Increase 6-year grad rate by 2025. 84.5% 86% Croson / Chancellors

Maroon/Gold System Reduce gap between 4-year and 6-year grad rates of Pell-eligible and non Pell-eligible students by 50% by 2025.

13.3% / 9.2% 6.6% / 4.6% Croson / Chancellors

SWSP

Crookston

Increase freshman to sophomore retention rate for each campus by 2025.

65.5% 80%

Croson / ChancellorsDuluth 83.6% 86%Morris 79.9% 84%

Rochester 82.8% 85%Maroon/Gold Twin Cities 93.5% 94%

Expand scholarship opportunities. Maroon/Gold System Increase undergraduate institutional gift aid by 10% by

2025. $276M $304 Croson / Frans / Schmidlkofer / Chancellors

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Baseline 2025 Goal Leadership Point Person(s)

Establish systemwide mental health initiative. Maroon/Gold System Develop and launch initiative (building on the existing

Mental Health Learning Collaborative). N/A By June 2021 Towle / Chancellors

Strengthen career readiness and outcomes for all students. Dashboard; Maroon/Gold System Increase undergraduate career outcomes rate. 94% 97% Croson / Towle /

Chancellors

Establish a holistic approach to student wellness. SWSP System Improve students’ self-reported wellness indicators.

22% increase in three years unmanaged

stress

120% increase in inadequate

sleep

0% increase in both

measures (flatten the

curve)

Towle / Chancellors

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Baseline 2025 Goal Leadership Point Person(s)

Develop innovative, coordinated, and scaled systemwide distributed

learning models that increase access and meet workforce

needs.

Maroon/Gold System Percentage of instruction delivered through completely online or hybrid methods (2018-19 as baseline). 12%

Increase year over

yearCroson / Chancellors

Establish academic calendar flexibility to increase student engagement and year-round

access.

SWSP Twin Cities Increase 3-year graduation rate each year for students who enter with 60+ credits and are enrolled full-time. 74.6% 77% Croson / Chancellors

Enhance the quality and support for educational

offerings.SWSP System Program review and accreditation are and remain current

each year. Current Current each year Croson / Chancellors

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Commitment 2 – Discovery, Innovation & Impact: Action

Items (2.1)Dashboard; Maroon/Gold; or MPACT 2025 SWSP Measure Campus Proposed Measure(s) Current


Prioritize research opportunities for all students. Maroon/Gold Twin Cities Increase research opportunities for all undergraduate

students.

37% indicating

participating in a

research opportunity

(SERU)

Above 50% Croson / Cramer / Chancellors

Increase year-over-year funding growth for research

and industry-sponsored awards.

Dashboard; Maroon/Gold System Target growth for research awards of 5% per year (stretch 7%) for next 5 years; maintain Top 10 public University

expenditure ranking in HERD.

$876M /

10th in HERD

Ranking

$1.1B /

Top 10Cramer / Chancellors

Advance career outcomes for graduate students and

postdocs.Maroon/Gold Twin Cities Increase percentage of graduate students and postdocs

employed in positions that use their degree.

Establish survey and collect data

by December

2021

N/A Croson / Cramer / Chancellors

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Items (2.2)Dashboard; Maroon/Gold; or MPACT 2025 SWSP Measure Campus Proposed Measure(s) Current


Enhance opportunities for new businesses and start-ups,

corporate partnerships, and technology commercialization.

Dashboard; Maroon/Gold System Grow to 25 start-ups per year by 2025. 19 25 Cramer / Chancellors

Maroon/Gold System Increase $ of industry sponsored awards. $81.6M $109M Cramer / Chancellors

Increase multidisciplinary opportunities in research and

curriculum.SWSP System Increase number of multidisciplinary grants and courses

each year.

Establish baseline in

2021N/A Cramer / Croson /

Chancellors

Advance the arts and humanities through strategic

collaborations.SWSP System Increase number of collaborations involving the arts and

humanities each year.


2021N/A Croson / Cramer /

Chancellors

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Items (2.3)



Elevate national and international profile and

standing while addressing societal needs.

Maroon/Gold Twin Cities Elevate USNWR and Shanghai rankings

#26 in USNWR /

#40 in Shanghai

Top 25 public in USNWR; Top 35 in Shanghai

Croson / Cramer

Enhance Carnegie Community Engagement designation

across system, and measure and expand outreach and

engagement.

Maroon/Gold System Achieve Carnegie Community Engagement designations on five campuses by 2025.

Morris and Twin Cities

All campuses by 2025

Croson / Chancellors

Dashboard; Maroon/Gold System Develop unified service, outreach, and engagement database and map.


Spring 2021

By December

2021

Croson / Kramer / Chancellors

Increase state partnership funding.

Maroon/Gold System Increase state funding. $922M (FY20)

Expand state

partnershipFrans / Cramer /

Chancellors

Dashboard; Maroon/Gold System Increase state-sponsored research.$412M (over

last five years)

Increase 2021-2025

total

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Commitment 3 –MNtersections: Action Items

(3.1)Dashboard; Maroon/Gold; or MPACT 2025 SWSP Measure Campus Proposed Measure(s) Current


Increase collaborations to serve as a model in health

education, clinical training, and new models of care.

Dashboard; Maroon/Gold System Elevate NIH Blue Ridge ranking. 27 Top 25 by 2023 Tolar / Chancellors

Deepen impact in core areas of strength, including solutions, cures, and

technology.

Dashboard; Maroon/Gold System Increase the number of medtech/health-science disclosures year over year. 239

Increase year over

year

Tolar / Cramer / Chancellors

Serve as a destination practice of leading delivery models. Maroon/Gold System Improve patient experience scores. 82.8%

85% of patients

recommend UMN by

2025

Tolar

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Demonstrate state and worldwide leadership in

sustainability and environmental teaching, research, and convening

power.

Dashboard; Maroon/Gold SystemEstablish and increase Times Higher Ed SDG rankings, including but not limited to climate action, clean water,

and land ecosystems.

Submit baseline data by Fall 2021

N/A Frans / Cramer / Chancellors

Maroon/Gold System Achieve Gold STAR rating. Duluth and Morris

Five campuses by 2025

Frans / Cramer / Chancellors

Develop system leadership and governance coordination for sustainability initiatives.

SWSP System Launch annual systemwide and campus sustainability convenings by June 2021. N/A By June

2021Frans / Cramer /

Chancellors

Establish next generation systemwide Climate Action

Plan for 2030.Maroon/Gold System Establish next generation climate action plans for

campuses and System by 2023.N/A By 2023 Frans / Cramer /

Chancellors

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28 DRAFT


(3.3)



Develop and deploy new techniques and partnerships

for smart farming and sustainable food supplies, and

natural resources.

Dashboard; Maroon/Gold System Increase number of food, ag-tech, and natural resource-related disclosures year over year. 33

Increase year over

year

Croson / Cramer / Chancellors

Maroon/Gold System Actively participate in industry and government food, ag, and natural resource-related initiatives and partnerships.


Spring 2021N/A Croson / Cramer /

Chancellors

Expand, develop and retain agricultural and food system

talent in rural communities and agribusiness.

SWSP System Develop unified service, outreach, and engagement database and map. N/A

By December

2021Croson / Chancellors

Enhance Extension's impact and reach. SWSP System Increase number of community partners served by 20%

by 2025.


Spring 2021

20% increase

over baseline

Croson / Chancellors

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Commitment 4 – Community & Belonging: Action Items



Recruit diverse students, faculty, and staff. Maroon/Gold System

Increase percentage of underrepresented undergraduate students in the Freshmen class. 26.1% Increase year

over year

Goh / Horstman / Croson/ Chancellors

Increase percentage of underrepresented incoming professional and graduate students. 21.9% Increase year

over year

Increase percentage of underrepresented faculty and staff hired year over year.

21.5% Faculty BIPOC;

47.4% Female faculty


27.9% staff of color


Retain diverse students, faculty, and staff. SWSP System

Increase retention of all underrepresented students year over year.

90.1%UG first to

second year BIPOC


Goh / Horstman / Croson/ Chancellors

Increase retention of all underrepresented faculty and staff year over year.


Spring 2021

Increase each year

Reduce disparities among underrepresented groups.

SWSP

Crookston

Decrease 4-year and 6-year graduation gaps between white and BIPOC students.

21.5%/32.9% 11%/16.5%

Croson / ChancellorsDuluth 11.9%/10.5% 6%/5.3%Morris 11.7%/16.8% 5.9%/8.4%

Rochester 4.3%/9.3% 2.2%/4.6%Maroon/Gold Twin Cities 7.9%/3.4% 4%/1.7%

SWSP System Reduce disparities in faculty promotion rates.

1.1% faculty of color

14.4% Female<both asst. to

tenured>

Eliminate disparities Croson / Chancellors

29 DRAFT of 185

30 DRAFT




Measure and address annual climate survey data. Dashboard; Maroon/Gold Twin Cities

Increase percentage of students with a favorable sense of belonging (Climate survey; SERU; "Agree I feel I

have a sense of belonging to my campus" -- Agree or Strongly Agree).

63.2%Increase year over

year

Goh / Croson / Towle Chancellors

Increase job satisfaction. Dashboard; Maroon/Gold System Increase Commitment and Dedication measure in Engagement Survey. 75% 77% Horstman / Goh / Croson /

Chancellors

Develop education and training to increase

intercultural competency and interactional diversity.

SWSP SystemIncrease number of people who participate in intercultural

competency and interactional diversity trainings each year.

2,000 4,000 Goh / Croson / Chancellors

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31 DRAFT


(4.3)



Advance deeper understanding of institutional

history.Maroon/Gold System Complete Board of Regents April 2019 charge. N/A By June

2021 Croson / Chancellors

Strengthen collaborative relations with Tribal Nations. SWSP System Meet with leadership from the eleven sovereign Tribal

Nations at least three times each year. N/A 3 times each year Goh / Chancellors

Drive mutually beneficial relationships with underserved

local communities and strategic partners to enhance

society, access to higher education and safe campus

environments.

SWSP System Increase number of partnerships with underserved local communities each year.


Spring 2021

Increase each year Goh / Croson/ Chancellors

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32 DRAFT

Commitment 5 – Fiscal Stewardship: Action Items



Reduce student debt. Dashboard; Maroon/Gold System Reduce the average undergraduate student debt (for those who borrow) to less than $25,000 upon graduation.

$26,876 Below $25,000

Frans / Croson / Chancellors

Enhance on-campus employment opportunities for

all students.Maroon/Gold System Increase campus employment opportunities for all

students each year.

13,648UG workers

and grad assistants

Increase year over

yearHorstman / Chancellors

Increase aid targeted to students with demonstrated

need.Dashboard; Maroon/Gold System Create a tuition free program for Minnesota families with

Adjusted Gross Incomes at $50,000 or less. N/A By Fall 2021

Croson / Frans / Chancellors

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33 DRAFT




Develop leading-edge tuition and pricing model. SWSP System Define tuition and pricing model by 2023. N/A By 2023 Frans / Croson /

Chancellors

Define and establish an administrative cost

benchmark.Dashboard; Maroon/Gold System Reduce administrative overhead year over year.


Spring 2021N/A Frans / Chancellors

Identify and maximize non-state support, including new

revenue opportunities aligned to institutional goals.

SWSP System Increase alternative revenue each year. Establish baseline in

2021

Increase each year

Frans / Cramer / Chancellors

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34 DRAFT


(5.3)



Establish new long-term physical master plan for each

campus that serves our community and is updated

regularly.

SWSP System Update long-term physical master plan for each campus. N/AAll

campuses by 2025


Advance innovative financing to support long-term strategic

objectives.SWSP System Establish plan to advance innovative financing to support

long-term strategic objectives by December 2021. N/ABy

December 2021

Frans / Chancellors

Establish land retention, acquisition, and use strategy. SWSP System Establish land retention, acquisition, and use strategy

plan by December 2021. N/ABy

December 2021

Frans / Chancellors

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35 DRAFT




Enhance risk management through innovative technology

and processes.SWSP System Develop enterprise risk management plan by December

2021. N/ABy

December 2021

Frans / Chancellors

Assess and improve campus safety protocols and

organizational structure.SWSP System Create plan to assess and improve campus safety by

December 2021. N/A

By December

2021 Frans / Goh / Chancellors

Engage in continuous improvement practices to promote efficiency in all aspects of operations.

Maroon/Gold SystemInstitute annual reporting effort of continuous improvement

practices systemwide by June 2022. N/A By June 2022


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BOARD OF REGENTS

DOCKET ITEM SUMMARY

Board of Regents February 12, 2021 AGENDA ITEM: 2020 University Performance and Accountability Report

Review Review + Action X Action Discussion

PRESENTERS: President Joan T.A. Gabel

Rachel Croson, Executive Vice President and Provost PURPOSE & KEY POINTS The purpose of this item is to act on the 2020 University Performance and Accountability Report. This annual report provides the Board of Regents with the information needed to fulfill its accountability role. Throughout the year, it is used as a reference guide to the University’s progress toward strategic goals. The report has been condensed to improve readability while retaining the key information and data contained in past editions, and is organized to align with the priorities of the Systemwide Strategic Plan. Final proofreading continued after the Board reviewed the report in December, which resulted in small corrections and adjustments. However, no substantive changes have been made to the report since the Board’s review. BACKGROUND INFORMATION In 2000, the Board approved the creation of the University Plan, Performance, and Accountability Report. In its resolution, the Board noted that it “… holds itself accountable to the public for accomplishing the mission of the University” and that the report was to become the principal annual documentation of that accountability. The first report was published in 2001. The report was codified as a fundamental planning document when the current Board of Regents Policy: Board Operations and Agenda Guidelines was adopted in 2002. In 2018, the Board changed the name to the University Performance and Accountability Report in response to the addition of the Systemwide Strategic Plan as a fundamental planning document in Board policy. It also added the requirement that progress in achieving the goals articulated in the University Progress Card be included as a component of the report each year. PRESIDENT’S RECOMMENDATION The President recommends approval of the resolution related to the University Performance and Accountability Report.


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REGENTS OF THE UNIVERSITY OF MINNESOTA

RESOLUTION RELATED TO

University Performance and Accountability Report

WHEREAS, the president of the University and the Board of Regents (Board) are entrusted with the responsibility in their oversight of the University to be good stewards of the public interest, resources, and facilities; and

WHEREAS, it is the responsibility of the Board, in cooperation with the president, to identify

and analyze the critical issues and challenges confronting the University; assess its operations; and evaluate the performance and success of its colleges and campuses; and

WHEREAS, it was resolved that the University Performance and Accountability Report (Report)

shall publicly demonstrate the University's accountability for progress in reaching its stated goals and objectives; link planning, performance evaluation, and resource allocation at the system and campus/college level; illustrate and analyze longitudinal trends in key areas; provide a means to make comparisons with peer institutions; identify areas for continued work; and include progress made in achieving the goals as articulated in MPact 2025; and

WHEREAS, on the recommendation of the executive vice president and provost, the president

of the University requests the Board accept the 2020 Report. NOW, THEREFORE, BE IT RESOLVED that the Board accepts the 2020 Report as submitted by

the administration.

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1

UNIVERSITY PERFORMANCE AND ACCOUNTABILITY REPORT

2020

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2

The University of Minnesota System is one of the most comprehensive in the nation, with offerings to meet the interests of every student and the changing needs of our society. We’re

proud of our land-grant mission of world-class education, groundbreaking research, and community-engaged outreach, and we are unified in our drive to serve Minnesota.

Five Strong Campuses. One Strong State.

Over the last year, the University of Minnesota has leaned into our strengths and impact to define our future and serve Minnesota and beyond.

We’ve taken important steps to reimagine how we learn, teach, discover, operate, and serve during a global pandemic; redefine the narrative on student mental health; enhance the research and corporate engagement enterprise; cultivate greater efficiency and transparency; and confront tough questions about justice and accountability, including to strengthen engagement with Minnesota’s Tribal Nations. And, through MPact 2025, our new Systemwide Strategic Plan, and through our System Commitments, from students and discovery, to the State, a welcoming culture, and fiscal stewardship—our work comes together, as we seek to honor our nearly 170-year legacy, while navigating new ways to reinvent ourselves.

In these, and so many other ways, from Crookston to Duluth, Morris to Rochester, and to the Twin Cities—we are five campuses strong, working together as one System, to ensure that our best days lie ahead.

LETTER FROM THE PRESIDENT

President Joan T.A. Gabel

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3

STUDENT SUCCESSMeeting all students where they are and maximizing

their skills, potential, and well-being in a rapidly changing world.

Improve Retention and Graduation RatesTo meet our goal to attract, educate, and graduate students who represent the diversity, talent, workforce, and citizenship needs of the future, we will improve retention and graduation rates while closing gaps.

SELECT MPACT 2025 MEASURES

CAMPUSFIRST-YEAR RETENTION RATES (CLASS OF 2024)

FOUR-YEAR GRADUATION RATES (CLASS OF 2020)

SIX-YEAR GRADUATION RATES (CLASS OF 2020)

CROOKSTON 65.5% 48.9% 57.0%

DULUTH 83.6% 46.0% 68.6%

MORRIS 79.9% 50.1% 65.5%

ROCHESTER 82.8% 55.9% 60.7%

TWIN CITIES 93.5% 72.7% 84.5%

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Increase Discovery and ScholarshipTo meet our goal to increase high-impact discovery and scholarship, we will increase year-over-year funding growth for research and industry-sponsored awards.

DISCOVERY, INNOVATION, AND IMPACT

Channeling curiosity and investing in discovery to cultivate possibility and innovative solutions, while elevating Minnesota and society as a whole.

AMONG U.S. PUBLIC UNIVERSITIES IN RESEARCH SPENDING

Ranked 10

IN RESEARCH EXPENDITURES, RESULTING IN AN ESTIMATED $1.5 BILLION ECONOMIC IMPACT

Over $1 billion


Enhance OpportunitiesTo meet our goal to cultivate creativity, collaboration, and entrepreneurial spirit, we will enhance opportunities for new businesses and start-ups, corporate partnerships, and technology commercialization.

Fiscal Year Awards 2020Federal awards comprised 61.1 percent of the research portfolio, with the University’s medical and health sciences research receiving 54.1 percent of awards.

TOTAL MN-IP AGREEMENTS (2019–2020)

73

AWARDS BY SOURCE

AWARDS BY RECIPIENT

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Drive Innovation for Next-Generation Health To meet our goal to drive innovation for next-generation health, we will increase collaborations to serve as a model in health education, clinical training, and new models of care.

Build a Sustainable FutureTo meet our goal to build a fully sustainable future, we will demonstrate state and worldwide leadership in sustainability and environmental teaching, research, and convening power.

27MEDICAL SCHOOL RANKING IN FISCAL

YEAR 2019, UP 7 SPOTS SINCE 2016

$200,391,812IN FUNDING FROM THE NATIONAL INSTITUTES FOR HEALTH IN FY2019

$87.5 MILLION:Awarded by the U.S. Department of Defense to establish, and headquarter on the St. Paul campus, the Bioindustrial Manufacturing And Design Ecosystem, or BioMADE, dedicated to boosting nonmedical bioindustrial manufacturing in the United States. The seven-year award is being matched by more than $180 million in cost sharing from non-federal sources.

Advance Natural Resources and Agro-Food SystemsTo meet our goal to advance natural resources and agro-food systems to elevate human security and potential, we will develop and deploy new techniques and partnerships for smart farming and sustainable food supplies, and natural resources.

MBOLD: The University is proud to join a coalition of statewide food and agriculture leaders aimed at advancing solutions to pressing food and agricultural challenges. Coalition members include General Mills, Target, Cargill, Hormel, Land O’Lakes, among others.


MNTERSECTIONSInspired by Minnesota to improve people and

places at world-class levels.

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Recruit and Retain Diverse TalentTo meet our goal to recruit and retain diverse talent, we will recruit diverse students, faculty, and staff.

COMMUNITY AND BELONGING

Fostering a welcoming community that values belonging, equity, diversity, and dignity in people and ideas.


2019 EMPLOYEE ENGAGEMENT PARTICIPATION RATE

74%

THE PERCENTAGE OF FACULTY OF COLOR HAS INCREASED SYSTEMWIDE FROM 2011 TO 2020

THE PERCENTAGE OF ALL EMPLOYEES OF COLOR HAS INCREASED SYSTEMWIDE FROM 2011 TO 2020

17% 2011

20% 2020

13% 2011

18% 2020

THE PERCENTAGE OF UNDERGRADUATE STUDENTS OF COLOR HAS INCREASED SYSTEMWIDE FROM 2011 TO 2020

15% 2011

27% 2020

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Reduce Student DebtTo meet our goal to reduce financial barriers to student achievement, we will reduce student debt.

$23,609MEDIAN UNDERGRADUATE STUDENT DEBT AT GRADUATION (2018-19 SYSTEMWIDE)

FISCAL STEWARDSHIPStewarding resources to promote access, efficiency,

trust, and collaboration with the state, students, faculty, staff, and partners.


$276 million IN INSTITUTIONAL GIFT AID PROVIDED TO STUDENTS (SYSTEMWIDE)

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UNIVERSITY PROGRESS CARDThis Progress Card has been updated with new data that has become available since July 2020. New measures are under development and were reviewed by the Board of Regents in October 2020. Final measures are expected to be submitted for approval by the Board in February 2021, with the 2021 University Performance and Accountability Report incorporating the new measures more fully. Please see z.umn.edu/progress-card for complete definitions of each measure.

Gold Measures

Entering year Campus 2013 2014 2015 2016 Goal/Year

4-year graduation rate

Crookston 46.2% 45.2% 44.1% 48.9% 45%/2017 cohort

Duluth 40.9% 46.6% 48.6% 46.0% 45%/2017 cohort

Morris 48.9% 49.1% 48.1% 50.1% 60%/2017 cohort

Rochester 60.0% 55.4% 50.0% 55.9% 60%/2017 cohort

Twin Cities 68.4% 71.1% 71.7% 72.7% 65%/2017 cohort

Entering year 2011 2012 2013 2014 Goal/Year

6-year graduation rate

Crookston 58.9% 53.0% 53.2% 57.0% 60%/2015 cohort

Duluth 65.1% 64.9% 66.7% 68.6% 68%/2015 cohort

Morris 64.1% 69.9% 62.8% 65.5% 80%/2015 cohort

Rochester 69.4% 66.4% 65.2% 60.7% 60%/2015 cohort

Twin Cities 80.6% 80.4% 83.2% 84.5% 82%/2015 cohort

Entering year 2013 2014 2015 2016 Goal/Year

4-year graduation rates of Pell-eligible students System 50.9% 53.6% 54.3% 53.7% 54%/2017 cohort

2017–18 2018–19 2019–20 2020–21 Goal

Freshman average ACT Twin Cities 28.4 28.4 28.3 28.0 >28.0

2015–16 2016–17 2017–18 2018–19 Goal/Year

Institutional gift aid System $246M $260M $267M $276M $275M/2021

fy2016 fy2017 fy2018 fy2019 Goal/Year

R&D expenditures Twin Cities $910M $922M $955M $1.013B $900M/2021


Medical School ranking Twin Cities/Duluth 34 33 30 27 Top 20/2021

2015 2016 2017 2018 Goal/Year

Faculty awards (N and Rank: Public Universities) Twin Cities 35 (7th) 27 (7th) 26 (8th) 25 (9th) 35+ (Top 10)/2021

2014 2015 2017 2019 Goal/Year

% Participation, Employee Engagement Survey System 64% 67% 71% 74% 72%/2021


Op Ex—continued progress on $90M System $53.8M $68.4M $79.1M $91.3M $90M/FY19

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Maroon Measures

Strategic Focus Campus Performance Drivers/Outcomes 2014 2015 2016 2017 Goal

Undergraduate Education Twin Cities Twin Cities transfer student

3-year graduation rate 64.6% 63.8% 60.9% 63.5% >65%

2016–17 2017–18 2018–19 2019–20 Goal

Graduate Education

Twin Cities/Duluth

Graduate and professional degrees awarded 5,372 5,236 5,366 4,995 >5,250

2015–16 2016–17 2017–18 2018–19 Goal

Financial Accessibility System Median undergraduate debt at

graduation $24,645 $24,268 $23,635 $23,609

Grow no faster than CPI; Correct for federal/state policy changes

2014 2015 2017 2018 Goal

Inclusive Success Twin Cities

Students of color with a favorable sense of belonging on campus (SERU

survey)58.9% 57.3% 52.3% 49.9%

Match to non-SOC response

(currently 63.1%)

2017 2018 2019 2020 Goal

Serving Minnesota Students

System

Percent of incoming new (and all currently enrolled undergraduate) students who are Minnesota high

school graduates

69.4% (70.6%)

71.3% (70.7%)

70.5% (70.9%)

73.8% (72.2%)

Maintain historical access

2016 2017 2018 2019 Goal

System

Percent of Minnesota high school graduates that elect to attend

college in Minnesota and enroll at the U of M as freshmen

18.8% 19.6% 18.8% 18.6% Maintain historical access

2017–18 2018–19 2019–20 2020–21 Goal

Health Sciences

Twin Cities/Duluth/

Rochester

Enrollment in in-demand health science specialties (Nursing,

Pharmacy, Dentistry)2,075 2,163 2,202 2,277 >2,100

Twin Cities/Duluth/

Rochester

The total combined fall enrollments in the Academic Health Center schools and the AHC Center for

Allied Health

6,176 6,567 6,609 6,864 >6,350

2016–17 2017–18 2018–19 2019–20 Goal

ResearchTwin Cities National public research ranking 8 9 9 10 Maintain top 10

System MN-IP agreements 72 86 103 73 10% annual growth

2016-17 2017-18 2018-19 2019-20 Goal

Land Grant Mission System Public service expenditures $304M $285M $244M $276M >$245M

2012–13 2013–14 2014–15 2015–18 Goal

Academic Excellence

Twin Cities Citations per faculty member 126 124 133 No update >125

2000–05 2005–10 2010–15 2015–20 Goal

System National scholarships awarded to students 31 52 75 65 >80 from

2015–2020

fy2016 fy2017 fy2018 fy2019 Goal

Operational Excellence

System Spending on leadership & oversight vs. mission and mission support (%) 8.5% 8.5% 8.7% 8.8% Decrease over

time

System GSF in poor or critical condition (facility condition assessment) 8.43M 8.50M 8.53M 8.73M Decrease over

time

SystemSustainability—Metric tons of

greenhouse gasses (2008 base level: 703,311)

571,595 584,033 474,742 449,04250% reduction

from 2008 levels by 2021 (351,656)

System Credit rating Aa1 Aa1 Aa1 Aa1 Maintain per Board policy

2007–10 2008–11 2009–12 2010–13 Goal

Athletics Twin Cities Graduation Success Rate (GSR) 91.9% 93.1% 93.7% 93.8% Maintain recent gains

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UNIVERSITY OF MINNESOTA CAMPUSES The U of M System has five distinct campuses— Crookston, Duluth, Morris, Rochester, and Twin Cities—serving all regions of the state. Each campus has unique strengths, enriched by its surrounding communities, and all are focused on meeting the needs of students and the state. Discover more at system.umn.edu/campuses.

Student Enrollment (Fall 2020)Undergraduate 1,754 69%

Non-degree 776 31%

Total Students 2,530

Degrees Awarded (2019–2020)Bachelor’s 443

Numbers of Employees (Fall 2020)Direct Academic Providers 104 40%

Higher Ed Mission Support 57 22%

Intercollegiate Athletics 23 9%

Facilities Related Jobs 22 8%

Organizational Support 52 20%

Leadership 5 2%

Total Employees: 263

Campus Physical Size (2020)Number of Buildings 41

Assignable Square Feet 482,021

Budget Expenditures (FY2020)$42 million

CROOKSTON CAMPUS AT A GLANCE

The University of Minnesota Crookston is known for

its focus on experiential learning and faculty-student

mentorship. The campus is also one of the nation’s pioneers

in online and distance education.

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TYPE SIZE STUDENTS

Institution (in alpha order)

Institutional Control City Size

Highest Degree Offered

Total Enrollment 1

(Fall 2018)

Percent Degree seeking

Undergrads2

Percent Full-time3

Percent In-

state4

Indiana U.–Kokomo Public Small Master’s 3,123 87% 83% 99%

Lake Superior State U. Public Small Doctoral 1,991 94% 89% 88%

Northern State U. Public Small Master’s 3,493 42% 86% 70%

Northwest Missouri State U. Public Small Master’s 6,857 76% 94% 67%

Northwestern Oklahoma State U. Public Small Master’s 1,992 84% 85% 72%

Southwest Minnesota State U. Public Small Master’s 7,167 28% 78% 73%

SUNY Col. of A&T at Cobleskill Public Small Bachelor’s 2,278 98% 92% 91%

U. of Tennessee–Martin Public Small Master’s 7,048 76% 88% 90%

U. of Minnesota–Crookston Public Small Bachelor’s 2,810 65% 63% 70%

U. of Pittsburgh–Johnstown Public Small Bachelor’s 2,600 100% 98% 93%

U. of Wisconsin–Platteville Public Small Master’s 8,955 87% 89% 77%

U. of Wisconsin–River Falls Public Small Master’s 6,135 91% 93% 48%

1Total Enrollment includes non-degree-seeking students. 2Fall 2018 percentage of total enrollment composed of degree-seeking undergraduate students. 3Fall 2018 percentage of degree-seeking undergraduate students who are enrolled full time. 4Fall 2018 percentage of first-time students who are state residents; residency is required reporting biennially in even years. Source: Integrated Postsecondary Education Data System

Comparison Group Institutions For planning and assessment benchmarking, Crookston has identified the following eleven institutions similar in academic program mix, enrollment and student profile, and located in a relatively rural setting.

CROOKSTON CAMPUS

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DULUTH CAMPUS AT A GLANCE

The University of Minnesota Duluth is a highly ranked

medium-sized regional university with a strong emphasis on

the environment and sustainability, and a global reputation

for natural resources and freshwater research.


Graduate & Professional 945 9%

Non-Degree 979 10%


Degrees Awarded (2019–2020)Bachelor’s 2,052 90%

Master’s 239 10%

Doctoral and Professional 1 <1%

Total Degrees 2,292


Fellows,Trainees & Students

in Academic Jobs 228 13%





Leadership 64 4%

Total Employees 1,752


Assignable Square Feet 1,941,163


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Comparison Group Institutions The Duluth campus revised its peer list in recent years to include the following eleven higher education institutions, identified based on their similar academic programs, enrollment, degrees awarded, research activities, and their Carnegie Classification as Master’s Medium Programs.

DULUTH CAMPUS

TYPE SIZE STUDENTS




Total Enrollment1 (Fall 2018)

Percent Degree- seeking

Undergrads2

Percent Full-time3

Percent In-

state4

CA Poly. State U.– San Luis Obispo Public Small Master's 22,013 96% 96% 83%

Col. of Charleston Public Mid-sizePost-

Master's Certificate

10,783 89% 94% 52%

Minnesota State U.– Mankato Public Small Doctorate 14,374 81% 89% 83%

South Dakota State U. Public Small Doctorate 12,104 77% 88% 49%

Southern Illinois U.– Edwardsville Public Mid-size Doctorate 13,281 81% 83% 83%

U. of Mass.–Dartmouth Public Mid-size Doctorate 8,513 78% 88% 91%

U. of Michigan– Dearborn Public Mid-size Doctorate 9,460 74% 75% 98%

U. of Minnesota– Duluth Public Mid-size Doctorate 11,024 83% 95% 86%

U. of North Carolina– Charlotte Public Large Doctorate 29,710 81% 87% 92%

U. of Northern Iowa Public Mid-size Doctorate 11,187 84% 93% 92%

Western Michigan U. Public Mid-size Doctorate 22,562 78% 85% 74%

Western Washington U. Public Mid-sizePost-

Master's Certificate

16,121 93% 92% 84%

¹Total Enrollment includes non-degree-seeking students. ²Fall 2018 percentage of total enrollment composed of degree-seeking undergraduate students. ³Fall 2018 percentage of degree-seeking undergraduate students who are enrolled full time. ⁴Fall 2018 percentage of first-time students who are state residents; residency is required reporting biennially in even years. Source: Integrated Postsecondary Education Data System

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MORRIS CAMPUS AT A GLANCE

The University of Minnesota Morris is a public liberal arts

college where students work closely with faculty and

mentors to shape an education that prepares them for

challenging graduate programs, productive careers, and

deep civic engagement.


Non-degree 96 7%


Degrees Awarded (2019–2020)Bachelor’s 322


Fellows, Trainees & Students

in Academic Jobs 1 >1%





Leadership 13 3%

Total Employees 384




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Comparison Group Institutions The Morris campus has identified the following 15 higher education institutions as its comparison group. These comparable and aspirational peer institutions come closest to aligning with the Morris campus’s distinctive identity as a public liberal arts college.

TYPE SIZE STUDENTS




Total Enrollment 1

(Fall 2018)

Percent Degree- seeking

Undergrads2

Percent Full-time3

Percent In-state4

Albion Col. Private Small Bachelor’s 1,533 99% 100% 66%

Coe Col. Private Small Bachelor’s 1,422 96% 99% 40%

Concordia Col.–Moorhead Private Mid-Size Master's 2,129 94% 100% 69%

DePauw U.* Private Small Bachelor’s 2,156 99% 100% 36%

Gustavus Adolphus Col.* Private Small Bachelor’s 2,241 99% 99% 78%

Kalamazoo Col.* Private Mid-Size Bachelor’s 1,467 99% 99% 64%

Lycoming Col. Private Mid-Size Bachelor’s 1,142 99% 100% 53%

Macalester Col.* Private Large Bachelor's 2,174 99% 99% 18%

Mass. Col. of Liberal Arts Public Small Master’s 1,452 87% 88% 72%

St. Olaf Col.* Private Small Bachelor’s 3,048 99% 100% 42%

St. Mary's Col. of Maryland Public Small Master’s 1,582 97% 97% 92%

SUNY at Purchase Col. Public Small Master’s 4,234 95% 93% 85%

U. of Virginia's Col. at Wise Public Small Bachelor’s 2,065 57% 95% 85%

U. of Maine–Farmington Public Small Master's 2,040 80% 95% 76%

U. of Minnesota–Morris Public Small Bachelor's 1,552 96% 97% 77%

U. of N.C.–Asheville Public Large Master's 3,762 92% 91% 84%

MORRIS CAMPUS

*Aspirational peer institutions1Total Enrollment includes non-degree-seeking students. 2Fall 2018 percentage of total enrollment composed of degree-seeking undergraduate students. ³Fall 2018 percentage of degree-seeking undergraduate students who are enrolled full time. ⁴Fall 2018 percentage of first-time students who are state residents; residency is required reporting biennially in even years. Source: Integrated Postsecondary Education Data System

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ROCHESTER CAMPUS AT A GLANCE

The University of Minnesota Rochester prepares health

sciences professionals and maintains unique collaborations

with world-renowned medical organizations in the

community.

Student Enrollment (Fall 2020)Undergraduate 614 66%

Undergraduate 89 9%

(Nursing partnership programs)*

Graduate and Professional* 211 23%

Non-degree 18 2%

Total Students 932

Degrees Awarded (2019–2020)B.S. (Health Science) 87 60%

B.S. (Health Professions) 30 21%

M.S. & Ph.D. (Biomedical Informatics

and Computational Biology) 28 19%

Total Degrees 145


Fellows, Trainees & Students

in Academic Jobs 6 6%




Leadership 5 5%

Total Employees 95

Campus Physical Size (2020)Number of Buildings (leased) 5



*Students in Biomedical Informatics and Computational Biology, M.B.A., Nursing, and Occupational Therapy programs are registered in partnership programs with degrees awarded by the Twin Cities or Duluth campuses.

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TWIN CITIES CAMPUS AT A GLANCE

The University of Minnesota Twin Cities is the flagship

campus and one of five university campuses in the nation

with schools of engineering, medicine, veterinary medicine,

law, and agriculture all in one campus.

Student Enrollment (Fall 2020)Undergraduate 30,907 60%Graduate & Professional 15,768 30% Non-degree 5,342 10%Total Students 52,017

Degrees Awarded (2019–2020)Bachelor’s 8,056 63%Master’s 3,136 24%Doctoral & Professional 1,619 13%Total Degrees 12,811

Numbers of Employees (Fall 2020)Direct Academic Providers 7,126 31%Fellows, Trainees and Studentsin Academic Jobs 6,132 26%Higher Ed Mission Support 3,910 17%Intercollegiate Athletics 142 1%Facilities Related Jobs 1,211 5%Organizational Support 4,055 17%Leadership 771 3%Total Employees 23,347

Campus Physical Size (2020)Minneapolis No. of Buildings 167 Assignable Sq Ft 12,282,400Saint Paul No. of Buildings 100 Assignable Sq Ft 2,568,708

Budget Expenditures (FY2020)$3.6 billion

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Comparison Group Institutions The Twin Cities campus has identified ten public research universities for primary comparison. While these institutions are among the most similar in size and complexity, the institutions have significant differences that should be considered. The below table shows the variance among the ten schools across type, scope, size, and students.

Notably, the Twin Cities campus comparison group includes the very best public research universities in the United States. In using this peer group as a benchmark, the campus intentionally measures itself against the highest standards in the nation.

1 The U.C. System is the land-grant university of California.2 City size estimates, U.S. Census Bureau, 2010.3 State population in millions, U.S. Census Bureau, 2010.4 The Penn State U. Law School is located on the Dickinson campus.5 The Penn State U. Medical School is located on the Hershey campus.6 Hospital affiliated with but not owned by campus.7 The U. of I. Medical Center is located on the Chicago campus.8 The U. of T. medical programs are located on several campuses.9 Fall 2018 enrollment. Total enrollment includes non-degree-seeking students; undergraduate enrollment includes only degree-seeking stu-dents. Integrated Postsecondary Education Data System.

TYPE SCOPE SIZE STUDENTS


Land Grant

City Size (2)

State Pop. (3)

Institution Includes: Enrollment (9)

Faculty

(10)R&D (11)

ACT 25th-75th

Percentiles

(12)

Percent in-state

(13)Agri.

CollegeLaw

SchoolMed.

School Hospital Under- grad.

Grad. & Prof.

Ohio State U.– Columbus Large 11.5

61,1702,479 $929 28.0-32.3 66%

45,769 14,350

Penn. State U.– University Park Small 12.7 (4) (5) (5)

46,8101,846 $950 23.0-29.1 56%

40,108 6,447

U. of California– Berkeley (1) Mid-

size 37.3 42,501

1,372 $803 30.3-34.3 72%30,845 11,648

U. of California– Los Angeles (1) Large 37.3

44,5371,721 $1,306 29.0-34.4 70%

31,568 12,960

U. of Florida– Gainesville

Mid-size 18.8 (6)

52,2182,065 $929 28.6-33.0 80%

34,564 16,727

U. of Illinois– Urbana-Champaign Small 12.8 (7)

49,7021,768 $678 26.6-32.6 76%

32,974 15,787

U. of Michigan– Ann Arbor

Mid-size 9.9

46,7162,811 $1,676 30.4-34.0 53%

30,079 16,398

U. of Minnesota– Twin Cities Large 5.3 (6)

50,7342,177 $1,013 26.3-31.3 65%

31,451 16,297

U. of Texas– Austin Large 25.1 (8) (8)

51,8321,883 $696 27.0-33.0 89%

40,329 11,028

U. of Washington– Seattle Large 6.7

47,4002,896 $1,426 27.0-34.0 62%

30,905 15,301

U. of Wisconsin– Madison

Mid-size 5.7

43,4631,930 $1,297 27.5-32.3 53%

30,360 11,758

10 Fall 2018 full-time instructional faculty that are tenured/tenure track. Integrated Postsecondary Education Data System.11 Fiscal year 2019 higher education R&D expenditures in millions. National Science Foundation, Higher Education Research Survey.12 Fall 2018 ACT test scores of first-time degree-seeking students; SAT scores were converted to ACT scores using the College Board ACT and SAT Concordance. Integrated Postsecondary Education Data System.13 Fall 2018 percentage of first-time undergraduates who are state residents; residency is required reporting in even years. Integrated Postsecondary Education Data System.

TWIN CITIES CAMPUS

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81.8%81.9%

78.8%79.9% 80.4%

82.0% 83.4% 81.7%83.6% 84.3% 83.6%

50%

60%

70%

80%

90%

100%

2009 2011 2013 2015 2017 2019

79.3%

85.6%

78.6% 78.6%81.9%

73.2%77.3% 76.6%

82.4%79.3%

82.8%

50%

60%

70%

80%

90%

100%

2009 2011 2013 2015 2017 2019

SELECT MPACT 2025 DATA MEASURES IN DETAIL

Source: Office of Institutional Research, University of Minnesota

First-Year Retention Rates of First-Time, Full-Time Undergraduate Students, Classes Matriculating in 2009–2019

TWIN CITIES CAMPUS

69.0%

74.2%77.1%

71.9% 70.4% 68.4%

76.5%73.9%

74.0% 73.6%

65.5%

50%

60%

70%

80%

90%

100%

2009 2011 2013 2015 2017 2019

89.5%90.4%91.0% 90.4%

92.6% 92.7%93.2%93.4%92.9% 93.4% 93.5%

50%

60%

70%

80%

90%

100%

2009 2011 2013 2015 2017 2019

ROCHESTER CAMPUS

CROOKSTON CAMPUS DULUTH CAMPUS

83.2%86.4%

81.4%

88.0%

81.2%80.3%81.4%

81.9%81.8% 80.2%79.9%

50%

65%

80%

95%

2009 2011 2013 2015 2017 2019

MORRIS CAMPUS

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Four-, Five-, and Six-Year Graduation Rates* of First-Time, Full-Time Undergraduate Students, Classes Matriculating in 2006–2016

MORRIS CAMPUS

49.7%51.7%

57.4% 53.2% 53.3% 52.6% 54.5% 49.1% 49.4% 48.1% 50.1%

62.0% 64.0%71.8%

66.3% 67.0%62.3%

68.0%60.9% 63.0% 59.9%

64.4%68.7%

73.5%68.1% 69.1%

64.3%69.9%

62.8% 65.5%

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

4-year graduation rate 5-year graduation rate 6-year graduation rate

DULUTH CAMPUS

30.6% 32.9%37.9% 37.8% 38.5% 39.2% 39.1% 41.0%

47.1% 48.6% 46.0%

54.5%61.0% 61.2% 62.3% 61.0% 61.2% 60.0% 62.6%

65.0% 68.5%59.9%

66.7% 65.5% 66.5% 64.9% 65.2% 65.0% 66.7% 68.6%

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016


37.6% 33.5% 35.5% 34.7%42.5% 44.5% 46.5% 46.2% 45.2% 44.1% 48.9%

51.9%

41.7%50.0% 47.6%

53.6%56.8% 53.0% 52.7% 56.6% 56.9%

54.0%

46.6%

51.7%48.4%

56.7%58.9%

53.0%53.2%

57.0%

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016


CROOKSTON CAMPUS


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TWIN CITIES CAMPUS

50.7% 54.6% 58.7% 59.6% 61.5% 63.7% 65.6% 68.8% 71.4% 71.7% 72.7%

69.8%72.7%

76.0% 75.1% 76.0% 77.7% 78.1% 80.7% 82.8% 82.5%73.4%75.9%

78.8% 77.9% 79.0% 80.7% 80.5% 83.2% 84.5%

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

4-year rates 5-year graduation rate 6-year graduation rate

ROCHESTER CAMPUS

50.0% 51.1% 63.1% 56.4%60.0%

55.4%50.0%

55.9%

60.0% 59.8%

68.5%65.7% 65.2%

59.8%

54.5%

60.0% 62.0%

70.3% 66.4% 65.2%60.7%

2009 2010 2011 2012 2013 2014 2015 2016


Four-, Five-, and Six-Year Graduation Rates* of First-Time, Full-Time Undergraduate Students, Classes Matriculating in 2006–2016 (CONT.)


*Rates include graduates who transferred to another University of Minnesota campus. Graduation rates displayed in peer comparison tables are those reported to the national database (IPEDS), which counts only students who matriculated at and graduated from the same campus. As a result, the rates presented in these figures above may differ slightly from those displayed in the following tables.

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6-year Graduation

Rate Rank

U. of Wisconsin–River Falls 58% 1

U. of Pittsburgh–Johnstown 57% 2

U. of Wisconsin–Platteville 56% 3

Northern State U. 52% 4

SUNY Col. of A&T at Cobleskill 52% 4

Northwest Missouri State U. 51% 6

U. of Minnesota–Crookston 50% 7

Southwest Minnesota State U. 49% 8

Lake Superior State U. 48% 9

U. of Tennessee–Martin 47% 10

Indiana U.–Kokomo 38% 11

Northwestern Oklahoma State U. 31% 12

Comparison Group Average 49% -

Source: Integrated Postsecondary Education Data System (IPEDS)

Graduation Rates: Campuses and Comparison Group Institutions

6-year Graduation

RateRank

CA Poly. State U.–San Luis Obispo 82% 1

Western Washington U. 68% 2

U. of Northern Iowa 67% 3

Col. of Charleston 66% 4

U. of N.C.–Charlotte 64% 5

U. of Minnesota–Duluth 62% 6

U. of Mass.–Dartmouth 59% 7

Western Michigan U. 57% 8

South Dakota State U. 56% 9

U. of Michigan–Dearborn 56% 9

Minnesota State U.–Mankato 49% 11

Southern Illinois U.–Edwardsville 49% 11

Comparison Group Average 61% -

CROOKSTON CAMPUSclass matriculating in 2012

DULUTH CAMPUSclass matriculating in 2012

Source: Integrated Postsecondary Education Data System (IPEDS)

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1st-year Retention

Rate

4-year Graduation

Rate

*U. of Michigan–Ann Arbor 96.9% 80.0%

*U. of California–Los Angeles 96.5% 79.5%

*U. of California–Berkeley 97.0% 76.0%

*U. of Illinois – Urbana-Champaign 92.9% 69.8%

U. of Maryland – College Park 95.2% 69.5%

U. of Minnesota–Twin Cities 93.0% 68.7% (72.7%)1

*Penn. State U.–Univ. Park 93.6% 67.6%

Indiana U.–Bloomington 90.0% 66.8%

*U. of Florida–Gainesville 97.0% 66.7%

*U. of Washington–Seattle 94.8% 66.4%

*U. of Texas–Austin 96.0% 65.7%

Rutgers, State U. of New Jersey– New Brunswick 93.0% 64.7%

*U. of Wisconsin–Madison 95.2% 62.7%

*Ohio State U.–Columbus 94.1% 62.4%

Purdue U.–West Lafayette 92.0% 58.6%

Michigan State U.–East Lansing 92.0% 55.8%

U. of Iowa–Iowa City 85.9% 54.4%

U. of Nebraska–Lincoln 84.0% 41.2%

Source: Common Data Set*Comparison Group Institutions1 Most recent UMTC four-year graduation rate (class matriculating in 2016)

6-year Graduation

RateRank

St. Mary’s Col. of Maryland (P) 77% 1

Concordia Col.–Moorhead (PR) 72% 2

Albion Col. (PR) 70% 3

Lycoming Col. (PR) 67% 4

Coe Col. (PR) 66% 5

Mass. Col. of Liberal Arts (P) 61% 6

SUNY at Purchase Col. (P) 61% 6

U. of N.C.–Asheville (P) 59% 8

U. of Minnesota–Morris (P) 58% 9

U. of Maine–Farmington (P) 58% 9

U. of Virginia's Col. at Wise (P) 44% 11

Comparable Group Average 63% -

Aspirational Peer Average* (PR) 85% -

Source: Integrated Postsecondary Education Data System (IPEDS)*Aspirational peer institutions: Macalester College (91%), St. Olaf College (86%), DePauw University (84%), Gustavus Adolphus College (78%), Kalamazoo College (86%)

TWIN CITIES CAMPUSretention (class matriculating in 2018) and

graduation (class matriculating in 2013) rates sorted by four-year graduation rate

MORRIS CAMPUSclass matriculating in 2012Public = (P) Private = (PR)

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Percent Undergraduate Students of Color by Fall Term, 2011–2020

TWIN CITIES CAMPUS

MORRIS CAMPUS ROCHESTER CAMPUS


11.1%

14.5%13.2% 14.0% 14.7% 15.2% 16.4%

17.4% 18.1%18.4%

0%

5%

10%

15%

20%

25%

30%

35%

40%

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

16.7% 15.8%18.9% 18.8%

20.4%

27.1% 27.9%

32.8%35.7%

39.7%

0%

5%

10%

15%

20%

25%

30%

35%

40%

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

8.0% 8.9% 9.7% 10.7% 11.5% 12.0% 12.6% 13.2% 13.5% 13.8%

0%

5%

10%

15%

20%

25%

30%

35%

40%

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

20.7% 22.3%24.3%

26.3% 27.2%28.2%30.8% 30.2%

35.3%38.2%

0%

5%

10%

15%

20%

25%

30%

35%

40%

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

18.2% 18.4% 19.0%19.6% 20.4%

21.3% 22.5%23.7% 24.8%

26.4%

0%

5%

10%

15%

20%

25%

30%

35%

40%

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

CROOKSTON CAMPUS DULUTH CAMPUS

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BOARD OF REGENTSHonorable Kendall J. Powell, ChairAt-Large RepresentativeElected in 2017Term expires in 2023

Honorable Steven A. Sviggum, Vice ChairCongressional District 2Elected in 2011, 2017Term expires in 2023

Honorable Thomas J. AndersonCongressional District 7Elected in 2015Term expires in 2021

Honorable Richard B. BeesonCongressional District 4Elected in 2009, 2015Term expires in 2021

Honorable Mary A. DavenportAt-Large RepresentativeElected in 2019Term expires in 2025

Honorable Kao Ly Ilean HerAt-Large RepresentativeElected in 2019Term expires in 2025

Honorable Michael D. HsuCongressional District 6Elected in 2015Term expires in 2021

Honorable Mike O. KenyanyaAt-Large RepresentativeElected in 2019Term expires in 2025

Honorable Janie S. MayeronCongressional District 5Elected in 2019Term expires in 2025

Honorable David J. McMillanCongressional District 8Elected in 2011, 2017Term expires in 2023

Honorable Darrin M. RoshaCongressional District 3Elected in 1989, 2015, 2017Term expires in 2023

Honorable Randy R. SimonsonCongressional District 1Elected in 2018Term expires in 2021

Brian SteevesExecutive Director and Corporate Secretary600 McNamara Alumni Center200 Oak Street S.E.University of MinnesotaMinneapolis, MN 55455

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SENIOR LEADERSJoan T.A. GabelPresident

Rachel CrosonExecutive Vice President and Provost

Michelle BehrChancellor, University of Minnesota Morris Mike BerthelsenVice President for University Services

Lendley BlackChancellor, University of Minnesota Duluth

Lori J. CarrellChancellor, University of Minnesota Rochester

Mark CoyleAthletics Director

Chris CramerVice President for Research

Myron FransSenior Vice President for Finance and Operations

Michael GohVice President for Equity and Diversity

Bernard GulachekVice President and Chief Information Officer

Mary Holz-ClauseChancellor, University of Minnesota Crookston

Ken HorstmanInterim Vice President for Human Resources

Gail KlattAssociate Vice President for Internal Audits

Matt KramerVice President for University Relations

Boyd KumherChief Compliance Officer

Lisa LewisPresident and CEO of the University of Minnesota Alumni Association

Doug PetersonGeneral Counsel

Kathleen SchmidlkoferPresident and CEO of the University of Minnesota Foundation

Jakub TolarDean of Medical School and Vice President for Clinical Affairs

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BOARD OF REGENTS

DOCKET ITEM SUMMARY

Board of Regents February 12, 2021 AGENDA ITEM: Comprehensive Public Safety Review Findings and Recommendations


PRESENTERS: President Joan T.A. Gabel Cedric Alexander, CL Alexander Consulting LLC PURPOSE & KEY POINTS The purpose of this item is to discuss the University’s plan for addressing recommendations outlined in a report titled University of Minnesota, Twin Cities Review and Recommendations to Strengthen UMPD Alignment with Campus Community Expectations and Values. That report is included in the docket. There are a number of recommendations that the administration intends to implement immediately, as follows:

Equipping University of Minnesota Police Department (UMPD) officers with body cameras (pending public hearing and approval by Board of Regents);

Continuing regular meetings with the mayors of Minneapolis and St. Paul to keep communication lines open and to coordinate, as needed, on public safety issues;

Purchasing and distributing the Rave Guardian™ campus safety app to all students, faculty, and staff; and

Transitioning Department of Public Safety/UMPD oversight to Senior Vice President for Finance and Operations Myron Frans’ portfolio.

Additional recommendations require further consideration and analysis. To more closely examine and implement recommendations, the University will establish an advisory group called M Safe Implementation Team, which will include students, faculty and staff as suggested in the report. The M Safe Implementation Team will consider and analyze the report’s recommendations, and consult with University governance groups, other key stakeholders, and community partners. It will then provide a final action plan to the Senior Vice President for Finance and Operations, the University of Minnesota Police Chief, and the newly formed University Senate Campus Safety Committee, for consideration. These additional recommendations will be presented to the Board at a later date for information or approval, as needed. Regular updates to the Board will be provided during the interim.


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BACKGROUND INFORMATION In September 2020, the President announced a plan to conduct a comprehensive review of public safety on and around the Twin Cities campus to identify ways in which the values, practices and experiences of the campus community aligned with those of the UMPD. The review was also intended to identify areas where the University could make improvements to bring community expectations and UMPD actions closer together. CL Alexander Consulting, led by Dr. Cedric Alexander, an expert in law enforcement with over 40 years in public safety, was selected to conduct the review. Alexander met with more than 200 University community members representing more than 30 organizations and groups. These conversations, along with input from live and written submissions, additional research, and analysis, led to recommendations to further align UMPD and the campus community it has served for many years.

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P R E P A R E D B Y C L A L E X A N D E R C O N S U L T I N G , L L C

UNIVERSITY OFMINNESOTA

UNIVERSITY OF MINNESOTA, TWIN CITIES

REVIEW AND RECOMMENDATIONS TO

STRENGTHEN UMPD ALIGNMENT WITH

CAMPUS COMMUNITY EXPECTATIONS AND

VALUES

“When any part of the American family does not feel like it is being treatedfairly, it is a problem for all of us.” The President’s Task Force on 21st Century Policing Final Report

SUBMITTED JANUARY 2021

Photo provided by Canva:January 2021.

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Report to Strengthen UMPD Alignment with UMN Expectations

P R E P A R E D B Y C L A L E X A N D E R C O N S U L T I N G , L L C

Photos provided by the University of Minnesota; used with permission January 2021.

TABLE OF CONTENTS

ABOUT CL ALEXANDER CONSULTING LLC

ACKNOWLEDGEMENTS

CHARGE TO CL ALEXANDER CONSULTING LLC

GLOSSARY

EXECUTIVE SUMMARY

METHODOLOGY

KEY STAKEHOLDER MEETINGS, INTERVIEWS, WRITTEN SUBMISSIONS

INTRODUCTORY STATEMENT

OVERVIEW

FACTORS IMPACTING UMPD RELATIONSHIP WITH UMN CAMPUS COMMUNITY

INCREASING ALIGNMENT BETWEEN UMPD AND UMN CAMPUS COMMUNITY

RECOMMENDATIONS AND ACTION STEPS

PILLAR 1: STRENGTHEN TRUST AND LEGITIMACY

PILLAR 2: EMBRACING PROCEDURAL JUSTICE

PILLAR 3: DIFFERENTIATE AND REALIGN POLICING RESPONSIBILITIES

PILLAR 4: ENGAGE UMN CAMPUS COMMUNITY IN UMPD TRAINING

PILLAR 5: MEASURE OUTCOMES AND IMPACTS THAT MATTER TO ALL

PILLAR 6: USE OF EQUIPMENT AND TECHNOLOGY

PILLAR 7: COMMUNITY ENGAGEMENT IN ACCOUNTABILITY AND

TRANSPARENCY

PILLAR 8: ROLE OF UMN AS A LEADER FOR ADDRESSING POLICE &

SOCIETAL REFORMS

CONCLUSION

ATTACHMENTS

#1-STAND ALONE VERSION OF RECOMMENDATIONS AND ACTION STEPS

#2 UMN CRIME DATA FOR 2018-2020

#3 UMPD TRAINING AND EDUCATION

3

3

4

5

6

9

9

11

11

24

31

31

31

34

36

38

40

41

42

44

46

47

47

54

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Cedric L. Alexander Psy.D. is a law enforcement expert with

over 40 years of experience in public safety. He has appearedon national media networks to provide comment on police-

community relations and as a CNN law enforcement analyst haswritten numerous editorials including “How to Build a SensitiveCop;” “Police and Communities of Color Need to Build Trust;”and “Attacks on Police are an Attack on Community.” He has

served as Deputy Commissioner of the New York State Divisionof Criminal Justice Services, Deputy Mayor of Rochester, New

York, and as an assistant professor and former practicingpsychologist at the University of Rochester, School of Medicine,Department of Psychiatry, Rochester, New York. He also served

as the Deputy Chief Operating Officer and Director of PublicSafety for DeKalb County Georgia. He is a former National

President for the National Organization of Black LawEnforcement Executives (NOBLE). He has lectured on police

stress and burnout and currently trains on topics of implicit andexplicit bias, management and leadership, centered around 21st

Century Policing. He is the author of The New Guardians:Policing in America's Communities for the 21st Century and In

Defense of Public Service: How 22 Million Government WorkersWill Save Our Republic.

ACKNOWLEDGEMENTS

The CL Alexander Group would like to acknowledge the hundreds of students, parents, alumni, faculty,staff and administration as well as UMPD officers and leaders who shared their experiences, stories,insights, hopes and fears during interviews, focus groups and meetings; who submitted writtencomments, draft resolutions and recommendations to inform and create an inclusive andcomprehensive view of the challenges and opportunities facing the Twin Cities and the unique aspectsof the UMN campus system.

A summary of the listening sessions are provided in the report. All meetings and listening sessionswere conducted by Dr. Cedric Alexander with support from the CL Alexander Consulting team.

The observations and recommendations in this report are the responsibility of CL Alexander ConsultingLLC based on over 40 years of law enforcement expertise, national leadership in policing venues andcurrently as a national commentator on police reform efforts nationwide.

ABOUT CL ALEXANDERCONSULTING LLC

P R E P A R E D B Y C L A L E X A N D E R C O N S U L T I N G , L L C P A G E 3


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The University of Minnesota, Twin Cities (“UMN”) contracted with CL Alexander ConsultingLLC for the consulting services of Dr. Cedric Alexander. Dr. Alexander is a consultant withexperience in helping government entities and community groups address issues of safetyincluding fostering dialogue over matters of security, social justice, policing, andpolicymaking. Dr. Alexander will assist the University in facilitating conversations withstudents, faculty, and staff regarding the interaction of the University’s Police Departmentwith the University campus community.

Dr. Alexander has been charged by the University to meet regularly with student and facultyrepresentatives as well as members of the University of Minnesota Police Department(UMPD). He will organize and facilitate broader conversations and meetings betweenstakeholder groups. His work and timeline will be coordinated with the University, which willinclude weekly meetings to review progress of the ongoing consulting work. Dr. Alexanderwill assist in developing and drafting recommendations for the University based uponinformation gathered during the consulting engagement.


CHARGE TO CL ALEXANDER CONSULTING LLC



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"Our l iabilities have

increased , which is why

we need to increase

sales and reduce

overhead costs ."

GLOSSARY

ABLEBFSABIPOCBSAC COGSCIGS CPTEDDCoPDPSFCC GSCHEAPRIACLEALGBTQ+MPDMSANOBLEOEDPSECCPSGSCCSCCSDS UMAAUMNUMPD


Active Bystandership for Law EnforcementBlack Faculty and Staff AssociationBlack, Indigenous and People of ColorBlack Student Action CommitteeCouncil of Graduate StudentsCouncil of International Graduate StudentsCrime Prevention Through Environmental DesignDiversity Community of PracticeDepartment of Public Safety (within the UMN, not state function)Faculty Consultative CommitteeGender and Sexuality CenterHigher Education Asset Preservation and Replacement fundingInternational Association of Campus Law Enforcement AdministratorsLesbian, Gay, Bi-sexual, Trans-gender, Queer, PlusMinneapolis Police DepartmentMinnesota Student AssociationNational Organization of Black Law Enforcement ExecutivesOffice of Equity and DiversityPublic Safety Emergency Communications CenterProfessional and Graduate Student GovernmentSenate Consultative CommitteeStudent Cultural CentersStudents for a Democratic SocietyUniversity of Minnesota Alumni AssociationUniversity of Minnesota, Twin CitiesUniversity of Minnesota Police Department





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https://www.law.georgetown.edu/innovative-policing-program/active-bystandership-for-law-enforcement/

https://myaccount.umn.edu/lookup?SET_INSTITUTION=UMNTC&UID=bfsa

https://www.thebipocproject.org/

https://www.facebook.com/Black-UMN-Student-Action-Committee-111800410570691/

https://cogs.umn.edu/

https://sites.google.com/umn.edu/cigsumn/about-us

https://www.cpted.net/

http://dcop.umn.edu/

https://publicsafety.umn.edu/

https://usenate.umn.edu/committees/faculty-consultative-committee-fcc

https://diversity.umn.edu/content/gender-equity

https://www.minnstate.edu/system/finance/facilities/capitalbudget/pdf/Operating-Instructions-for-HEAPR-_-July-2018-Update.pdf

https://www.iaclea.org/

https://twin-cities.umn.edu/news-events/u-m-lgbt-friendly

https://www.minneapolismn.gov/government/departments/police/

https://www.msa.umn.edu/

https://noblenational.org/

https://diversity.umn.edu/

https://directory.umn.edu/public-safety-emergency-communications-center

https://innovation.umn.edu/gradsehd/who-we-are/

https://usenate.umn.edu/committees/senate-consultative-committee-scc

https://mcae.umn.edu/student-resources/student-cultural-centers

https://umnsds.wordpress.com/tag/university-of-minnesota/

https://www.umnalumni.org/s/1867/18/home.aspx?gid=2&pgid=61

https://twin-cities.umn.edu/

https://directory.umn.edu/police-department


EXECUTIVE SUMMARY


The University of Minnesota, Twin Cities (“UMN”) seeks to provide a safe and secure environment forstudents, faculty, staff and administration through the University of Minnesota Department of PublicSafety (“DPS”) and University of Minnesota Police Department (“UMPD”). For many universitystakeholders, crime is a growing concern on and near the campus. The breakdown in relationshipsbetween the UMPD and the UMN campus community is also a significant concern.

The key challenge facing the UMN campus community and the UMPD is the tension between thosewho see the police as protectors who help to ensure their safety and those who fear the police andview the presence of law enforcement as a threat to their physical safety and civil rights. This reportseeks to understand both concerns and to find proactive solutions to both.

A campus policing agency should be very different from an urban city police department. Policingstyles and tactics are not the same. UMPD is not the Minneapolis Police Department (“MPD”), they arefocused on the UMN Twin Cities campus, have far fewer complaints and use of force incidents. ButUMPD is viewed as being closely tied to MPD, their uniforms and vehicles are very similar, and UMPDdoes some policing off campus in nearby neighborhoods.

In the wake of the death of George Floyd, there have been a wide range of responses including calls todefund the police, disband the police, demilitarize the police, and reimagine policing. This provides thebroader UMN campus community an opportunity to co-create and envision a philosophy and practiceof policing and the provision of public safety that is more widely shared.

Public safety and community safety go hand in hand. Community engagement that is inclusive andtruly offers a voice for all segments of the UMN campus community on an ongoing basis in defininghow they want to be policed is the foundation for improved alignment between UMPD and theconstituencies they serve. Strengthening the mechanisms that build trust and communication, problemsolving and shared ownership are essential.

The UMPD has evolved over the years into a department that aims to establish national best practicesin their standards of policy and practice, having used the Task Force on 21st Century Policing andCampaign Zero’s “8 Can’t Wait” program to implement policies and practices aimed at improving trustand legitimacy. Yet, according to many campus stakeholders who reflected on the role or UMPD duringthe listening sessions, there are areas of nonalignment, particularly for marginalized populations.

UMPD actions and community engagement efforts have not yet achieved the level of alignment desiredbetween UMPD and the UMN campus community more broadly. There is a strong desire to re-imagineand co-create the future of UMN campus policing philosophy and practice to ensure that ALL campuscommunity stakeholder groups feel they are being fairly and equitably treated and policed.

1 President’s Task Force on 21st Century Policing. 2015. Final Report of the President’s Task Force on 21st CenturyPolicing. Washington, DC: Office of Community Oriented Policing Services, Retrieved January 3, 2021,https://cops.usdoj.gov/RIC/Publications/cops-p311-pub.pdf.2 8 Can't Wait. (n.d.). Retrieved January 03, 2021, from https://8cantwait.org/.

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Recommendations:The recommendations and action steps were developed based on the consultative listening sessions,a review of the University of Minnesota Police Department and of best practices nationwide. They aredesigned to help the UMPD and the UMN campus community develop a platform to co-create agenuinely shared philosophy of public safety and practice of policing.

Recommendations fall into those that should be implemented by UMPD and those that involve UMNand campus community stakeholders. The following pillars and recommendations summarize the majorareas of focus:

● PILLAR 1: STRENGTHEN TRUST AND LEGITIMACYo Establish a mechanism responsible for implementation of recommendationso Create a committee or mechanism to address historical traumao Re-imagine policing for UMN, Twin Cities

● PILLAR 2: EMBRACE PROCEDURAL JUSTICEo Fully implement internal and external procedural justice practiceso Review UMPD stops, arrests and complaints o Establish an Active Bystandership for Law Enforcement program (ABLE)

● PILLAR 3: DIFFERENTIATE AND REALIGN POLICING RESPONSIBILITIESo Develop a clear MOU for UMPD role in contiguous neighborhoodso Develop a differentiated response using mental health and other serviceso Review UMPD staffing levelso Align recruitment and hiring practices to co-created policing structure

● PILLAR 4: ENGAGE UMN CAMPUS COMMUNITY IN UMPD TRAINING o Develop joint scenario-based training exercises with UMN stakeholderso Engage UMN campus community members in UMPD trainingso Post UMPD training contento Add trauma-informed care to training requirements


EXECUTIVE SUMMARY


● PILLAR 5: MEASURE OUTCOMES AND IMPACTS THAT MATTER TO ALLo Develop new measures for procedural justice outcomeso Officers to provide their cards to people involved in every interaction o Audit police performance periodicallyo Create an open forum for UMN campus community to process UMPD feedback

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● PILLAR 6: USE OF EQUIPMENT AND TECHNOLOGYo Demilitarize UMPDo Expand Blue Phone systemo Deploy body worn cameraso Use ID desks instead of security stopping individualso Conduct lighting review of campuso Ensure all officers have less than lethal weapons optionso Implement a ‘virtual escort’ safety appo Test new apps to improve service for those with mental health conditions and disabilities

● PILLAR 7: COMMUNITY ENGAGEMENT IN ACCOUNTABILITY AND TRANSPARENCYo Make the UMPD complaint process more accessibleo Review community engagement systems for transparency and accountabilityo Implement critical incident review mechanism to identify system changes

● PILLAR 8: ROLE OF UMN AS A ROLE MODEL ADDRESSING POLICE AND SOCIETY REFORMS

o Review UMN criminal justice programmingo Utilize UMN internal assets to help advise UMN effortso Provide national leadership and engagement on co-creating campus policing


EXECUTIVE SUMMARY


(The recommendations and action steps with explanatory text can be found on page 31. A summaryof the pillars, recommendations and action steps, without commentary or findings is provided inAttachment #1 as a stand-alone resource.)


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METHODOLOGY


CL Alexander Consulting LLC, led by Dr. Cedric Alexander, conducted a scan and assessmentbetween the end of September and the first half of December 2020. The assessment was done inconsultation with the Board of Regents and the administration under the leadership of UMN PresidentJoan Gabel.

Scanning and Assessment (Sept. 29-Dec. 12, 2020)Dr. Alexander facilitated a comprehensive set of listening sessions supported by CL AlexanderConsulting staff members. The exercises produced the following results:

● Conducted over 70 meetings, calls, and interviews with diverse University stakeholders o Held second and third meetings with groups that needed more time for more people to process and provide input

● Met with and listened to over 200 individuals and 30+ organizations and stakeholder groups● Reviewed written submissions and draft resolutions● Conducted a review of traditional and social media● Conducted a review of relevant UMPD policies, practices, and training● Researched best practices from other universities and emerging best practices in police reform and racial equity● Reviewed crime trends affecting the UMN Twin Cities campus

Review and Analysis (Oct. 15-Dec. 30, 2020)Interviews, meetings and articles identified common themes, data, problems, barriers, and solutions orsuggestions for actions that UMN and UMPD can implement. The review and analysis focused on thefollowing areas:

● Reviewed the full continuum of responses for problems and solutions to address the roleand function of UMPD in today’s environment, post-George Floyd● Updated the research on the latest evidence-based solutions for recommendations● Developed resources to support the effort to implement recommendations● Analyzed effective crime reduction strategies while addressing concerns about increasingUMPD footprint

Recommendations and Report (Dec. 1-Jan. 20, 2021)The recommendations found in this report seek to reflect both the input from the listening sessions andthe review of best practices and emerging solutions addressing the trust and legitimacy of policingnationwide with specific focus on higher education.

● Development of the major themes or pillars for the UMN response framework ● Validation of preliminary draft of recommendations● Final report with recommendations and action steps

Key Stakeholder meetings, interviews, written submissions

Between September 29-December 12, 2020, Dr. Cedric Alexander met either in person, by virtualplatforms, teleconference or submitted written input with over 200 individuals in 70+ meetings in thefollowing key stakeholder groups:

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P R E P A R E D B Y C L A L E X A N D E R C O N S U L T I N G , L L C P A G E 1 0

METHODOLOGY


Total number of meetings- 70+ a. Meetings with Administration/Staff- 38 b. Meetings with Faculty- 7 c. Meetings with students- 18 d. Meetings with UMPD- 5 e. Meetings with Alumni- 2

30+ Key Stakeholder Groups including examples such as:● Black Faculty & Staff Association (BFSA)● Chancellors (Twin Cities, Morris, Rochester, Crookston and Duluth campuses)● Chief Clark & Public Safety Command Group● Civil Service Consultative Committee (CSCC)● Council of International Grad Students● Deans (Twin Cities)● Disability Issues Committee● Diversity Community of Practice and Equity Lens Policy Committee● Equity, Access, & Diversity (EAD)● Faculty Consultative Committee (FCC)● Graduate & Professional Student Government Leadership● International Student & Scholar Services (ISSS)● Minnesota Student Association (MSA)● Minoritized and Indigenous Faculty Group● Office for Equity & Diversity Leadership● Office for Student Affairs Unit Leads● Office of Student Affairs Leadership● Office of the General Counsel● OSA Student Mental Health Committee● Professional & Administrative Consultative Committee (PACC)● Professional Student Govt● Social Concerns (SoCON)● Sociology of Law, Criminology and Deviance faculty● St. Paul UMN campus representatives● Student Cultural Centers● Students for a Democratic Society (SDS)● UMN Board of Regents● UMPD frontline officers● University of MN Alumni Association Affinity Network Leaders● University of MN Alumni Association Board of Directors● University Research and Outreach Center (UROC)● University Senior Leadership Team

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INTRODUCTORY STATEMENT

The goal of this report is to provide a roadmap for the UMN campus community and UMPD to ensurethe safety and wellbeing of all the students, faculty and staff that they serve. Over 70 listening sessionswith more than 30 groups on campus, including UMPD provided a wide range of perspectives. Theanalysis from more than 200 participants takes into account that respondents are reflecting their ownknowledge, experience and perceptions.

OVERVIEW

The murder of George Floyd was a catalyst for many communities and law enforcement agenciesacross the country to re-examine their assumptions and expectations about the role of law enforcementagencies in providing fair and equitable public safety for all segments of the population. Nationally,communities have begun asserting their right to determine the type of policing they want. Thismovement to democratize policing is empowering the dialogue between local governments, lawenforcement agencies and all components of society, especially those most marginalized, to jointlyshape the future of policing in the 21st Century.

Because it is part of the wider Minneapolis and St. Paul communities, the University of Minnesota, TwinCities (“UMN”) was particularly affected by the aftermath of George Floyd’s death. The University ofMinnesota Police Department (“UMPD”) was involved in responding to related protests on campus andin the City of Minneapolis. President Gabel cancelled the UMN contract with the Minneapolis PoliceDepartment (“MPD”) to provide special event support. The University also indicated that the UMPDwould “limit their involvement with Minneapolis police to joint patrols and investigations that directlyenhance the safety of our community or that allow us to investigate and apprehend those who put ourstudents, faculty and staff at risk.”

UMPD also came under scrutiny for their response to protests on campus and off campus. A UMNregents board member reported being present during a protest on campus last summer when, “UMPDcame out dressed pretty heavily at the end of a peaceful protest. That was the escalation. It wasstudents chanting at a brick wall. Once UMPD officers came out and there became a confrontation Iwas genuinely scared something would happen.”

Regardless of the University’s actions, the effects of UMPD’s prior relationship with MPD appear to besignificant and enduring. A faculty member from the Sociology of Law, Criminology, and Devianceprogram noted, “Honestly, it was a gut punch to realize that some of our own were involved in thishorrific killing and then we watched them on the video...

3 Guerry, Matthew. ‘UMN cuts ties with Minneapolis police in light of George Floyd case.’ Twin Cities Pioneer Press.May 28, 2020. https://www.twincities.com/2020/05/28/umn-cuts-ties-with-minneapolis-police-in-light-of-george-floyd-case/.4 UMN regents. Listening Session. November 18, 2020.

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5 Sociology of Law, Criminology, and Deviance Program. Listening Session. November 3, 2020. 6 Rinelli, Alyssa. ‘UMN taps Obama task force member for review of campus police.’ Minnesota CampusCorrespondent, September 24, 2020. https://www.campusreform.org/?ID=15731.7 Ibid 8 UMAA Board of Directors. Listening Session. November 19, 2020.

Professors are questioning themselves as teachers and they took this personally. It is making themreexamine what they teach and how they teach. They are making some curriculum changes.”

In order to ensure alignment between the UMN campus community and UMPD and to improve theprovision of policing services more generally, the University asked Dr. Cedric Alexander, formerPresident of the National Organization of Black Law Enforcement Executives (NOBLE) and formerchief of police in Rochester, New York and head of public safety for Dekalb County, Georgia, to assessthe public safety landscape on the UMN campus through the lenses of “security best practices,impacts of race, social justice, training and policing, and policymaking." The University indicatedthat the assessment and recommendations should also “consider where our police departmentvalues and practices and our campus community’s values and experiences are aligned, andwhere we can make improvements to bring expectations and actions even closer to eachother."

Based on this charge, Dr. Alexander convened and met with diverse stakeholders from across theUniversity to discuss a series of questions exploring the current status of policing and public safetywithin the UMN system and how UMN should relate to surrounding jurisdictions.

UMN campus community concerns about public safetyTwo major concerns emerged from the listening sessions and the review of the UMPD. The firstconcern is that of the increasing amount of crime on campus and in the immediate neighborhoodssurrounding UMN. Numerous interviewees expressed concern about physical harm to themselves ortheir property. The belief among these community members is that crime is increasing, especiallyrelated to assaults, burglaries, and robberies. UMPD and comments from the listening sessionsidentified the need for increased visibility and presence of officers on campus and the immediatelysurrounding neighborhoods. Here crime is seen as the threat and expanded police presence is seen asthe solution.

Throughout the listening sessions parents, alumni, faculty, and staff raised concerns about theincreasing crime alerts from robberies to car thefts. Several examples include:



● A University of Minnesota Alumni Association (“UMAA”) board member and UMN parent noted that, in terms of safety, their college student is nervous and asked for pepper spray to protect themselves. The individual went on to share that their student has seen six different incidents of assaults, often at the close of a bar when students are approached by criminals, punched, and subsequently have their cell phones, wallets or other personal items taken.

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● Numerous University stakeholders shared examples of fear of the growth in crime on and near campus. They shared concerns that UMPD is not present enough on campus, students hardly ever see UMPD officers on campus. There is no visible presence of campus police on foot or bicycle patrols which would elevate police visibility and build relationships and decreases incidents of crime. University stakeholders affirmed that it does not feel safe walking at night with all of the robberies that have occurred and when they get crime alerts, they are frequently hours after the incident and lack necessary details to ensure the reader’s safety. The escalation of crime on and or near campus has created grave concerns across all stakeholders, especially with, as reported by some on campus, the use of guns to effectuate the crime.

The second significant concern reported is that many students, faculty, and staff members fear beingharmed by police, viewing the UMPD as a threat to their physical safety and civil rights. TheseUniversity stakeholders expressed concerns about the threat that police pose to Black, Indigenous,People of Color (“BIPOC”), Lesbian, Gay, Bisexual, Transgender, Queer, Plus (“LGBTQ+”),undocumented students, international students and individuals with disabilities and mental healthconditions. For many in the UMN campus community, the police are seen as the problem, not thesolution. They perceive that the more police presence on campus, the greater the risk of harm to thesepopulations. For these community members, police interactions are associated with trauma and, asthey reported, can result in emotional and/or physical harm.

Deepening the divided perspectives on campus was a strong viewpoint that expanding UMPDpresence was not the solution to making everyone in the UMN campus community feel safe. In fact,many of those in the listening sessions had a counter-balancing call to go so far as to eliminate apolice presence on the UMN campus, or at the very least, to cut back funding and redirect it into adifferentiated response model that would address mental health crisis calls with non-law enforcementfirst responders trained to address mental health situations. Additionally, many stakeholders felt thatthe university should also invest in treatment and support.

Addressing the tensions between ‘police as the solution’ and ‘police as the problem’ is the principalissue that this report will seek to address through our recommendations to the University President andBoard of Regents. This opposition between public safety and law enforcement practices/ presence/response is not unique to UMN during this critical time in history. It must be addressed by anyinstitution or City facing these challenges in order to address public safety as a community driven entityboth in its services and practices. Addressing these challenges requires an inclusive approach toensure that all aspects of the UMN campus community are heard and feel supported as the Universitymaps its own course to re-imagine public safety.


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About UMPDThe UMPD is a part of the Department of Public Safety (“DPS”) within the UMN structure. The DPSconsists of UMPD, University Security, and the Public Safety Emergency Communications Center(“PSECC”). UMPD currently has 55 law enforcement officers and staffs 3-4 officers per shift for bothTwin Cities campuses combined. In addition, University Security provides ‘Advisors’, informal securitywho offer safe escorts and monitor buildings. The PSECC manages 911, dispatch functions andmonitoring cameras.

UMPD -55 officers total (Command staff, special assignments, 42 are patrol officers)

University Security-Building patrols and escorts, 10 Advisors averaging 2 per night shift-10 Advisors for Health Science District

PSECC-2 dispatchers per shift, 2-3 camera monitors per shift

DPS Annual Response– 20-25K calls for UMPD and University Security response– 100K calls to 911 and PSECC– Monitoring Center– 4,000 cameras, 5,000 access points, 30K alarms calls, system-wide responsibility

DPS added dedicated investigators to three priority areas, sexual assault, mental health and biascrimes. Each of these dedicated investigators focuses on being responsive and available to all campuscommunity members. In addition, they provide personal service to members of marginalized groupsand are able to focus on well-rounded resolutions with our many campus partners.

Community engagement effortsOne of UMPD’s efforts to build stronger relationships with all campus community stakeholders isthrough the Community Engagement Team (“CET”) which is made up of UMPD officers. UMPDleadership shared that the CET participates in special events, meets with parents, faculty, students andstaff groups to share crime prevention ideas, and in an effort to build open lines of communication andtrust with all University stakeholders.

9 Report by Chief Clark to the Board of Regents meeting in December 2020.10 Additional information provided to CL Alexander Consulting by Chief Matt Clark on January 12, 2021.

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Examples of CET activities 2018-2020

Types of Presentations ○ Active Threat/ “Run, Hide, Fight” ○ General and Focused Safety Presentations ○ Zoom distance meetings ○ Parent Orientation (First Year/Transfer) ○ International Student and Scholar Service Safety Presentation

Other Events ○ International Student and Scholar Service Resource Fair ○ Late Night Breakfast ○ National Night Out ○ Ronald McDonald House/Cooks For Kids/ Donations ○ Restorative Justice Meetings ○ Gopher Plunge ○ Homecoming Week Events ○ Farmer’s Market ○ Summer Camp Presentations ○ Family Relocation Assistance ○ Student Orientation Safety Video ○ Toys for Tots ○ Nerf Games ○ Welcome Week Trivia ○ Welcome Week Leadership Training ○ PEACE Mentoring Events ○ Cops ‘N Coffee ○ Cops ‘N Cones ○ Coffee Stops ○ Safety Walk-Throughs

11 UMN Department of Public Safety. DPS 21st Century Policing Practices. October 19, 2020.

In 2018 and 2019, over 500 community engagement-related events were recorded, with the CETmeeting with more than 50 student groups.

Agency Partnership Eventso Badges for Baseballo Menudo 5ko Welcome Back Studentso Hmong Prep Academyo K-9/Motorcycle demo summer campso Wounded Warrioro Special Olympics: Law Enforcement Torch Run, LETR Final Leg, Polar Plunge, Gopher Plungeo Drive Sober, DWI Roadshow with MN DPSo SPPD Youth Engagement Gopher Sports

Initiativeso ISSS Internship (International Students)o Secure TCF Bank Funding for Coffee Stopso Social Media Alignment (Facebook/Instagram/Twitter-UMN public safety)o Self Defense Workshopso Bicycle safety camps (Como/CTC Housing)o Bicycle Donation (FreeBike4Kids)o Target and Blue Grant Acquisition Homecoming and Bike Camp Items)o Theft Prevention Campaigno Stay Alert, Stay Safe Campaigno Lights On Campaigno Bait and Device Deployment/Maintenanceo National Latino Police Officer Association- International Conference

The CET also manages UMPD’s social media presence, sharing regular updates and alerts to improveawareness and public safety.

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UMPD training recordDepartment sponsored training includes 36-55 hours per year per officer. This does not include off-sitetrainings. A detailed list of UMPD training requirements, state mandated trainings and optional trainingsthat UMPD has engaged in are provided in Attachment #4.

State mandated training was provided in thefollowing topics:

• Use of Force• Crisis Intervention• Conflict Management • Implicit Bias • Community Diversity

UMPD provided training includes: • Fair and Impartial Policing • Procedural Justice

Crime data for UMN and immediate vicinityDuring a meeting with various UMN Deans, it was observed that the St. Paul and MinneapolisCampuses are vastly different. Most of the increase in crime is on the Minneapolis Campus and thatdue to the unique footprint of the campus it can be very challenging to draw a boundary between whatis the surrounding community and what is campus. It was noted in the interviews that most of theUniversity leadership and UMPD staff feel UMPD and City Police have worked well together despitethe geography, that often causes confusion between the campus boundary and community boundary. University leadership noted:

“…. the greatest challenge is the border of the campus to off campus. With MPD facing majorreductions in its officer ranks, this leaves off campus less covered. UMN students living off campus,[85% of them - 43,000], still feel like they are 'part' of campus and don't understand what UMN isresponsible for vs. Minneapolis. Yet, expanding the University's border of responsibility would be bothcomplicated and expensive.”



Chart 1. CET Social Media Presence.

• Mental Health Crisis Training for First Responders• Active Diffusion Strategies• Forensic Experiential Trauma Interviewing• Force and De-escalation• Mental Health and Emotional Wellness for Law Enforcement• True North Constitutional Policing• Medical Training

12 Data provided by UMPD during Board of Regents meeting in December 2020.13 UMN Deans. Listening Session. October 28, 2020.14 Ibid.

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“A crime data analysis was conducted by the UMN Director of Clery Compliance in the Office of theGeneral Counsel to compare UMN crime data in comparable cities with similar universities in an urbancontext, comparable university officer staffing rates and crime rates, and Clery Act crime data thatincludes university campus and immediately surrounding neighborhoods [as designated by the CleryAct]. FBI UCR crime data and Clery Act data were used to compile the following three charts. Note:The Clery Act is a federal law that aims to provide transparency around campus crime policy andstatistics.

Crime data provided in Table 1 compares the victimization rates for crime in the cities that surroundsimilar universities. This table demonstrates that the Twin Cities have a comparatively higher rate ofcrime than most of the comparison university cities. That higher crime rate demonstrates the impact ofcrime on the neighborhoods surrounding the UMN Twin Cities campuses. The data used in Table 1 isbased on FBI UCR data from 2016.

Table 1. Comparison of crime and victimization rates in communities surrounding universities(2016 FBI UCR crime data).



15 Clery Center: At the Heart of Campus Safety. Retrieved on January 14, 2021 from https://clerycenter.org/policy-resources/the-clery-act/.16 Crime analysis performed by the Director of Clery Act Compliance for UMN using FBI crime data, Clery Act Data,comparing City, University and Clery Act Geographic areas [campus and surrounding neighborhoods as mandated bythe Clery Act] and submitted to the CL Alexander Consulting on January 14, 2021.

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Table 2. UMN staffing and crime data in comparison to other major universities (2018 data)



“The data in Table 2 shows that UMN has the highest number of students per officer ratio compared to15 other universities of comparable size. The table also shows the crime rate based on violent crimes,property crimes and a combined average ratio of crimes experienced by students as reported to allsources on campus [beyond UMPD, other offices also receive reports of crime that are included in theUniversity crime data]. UMN has one officer for every 1,166 students and a combined crime ratio of 1student out of every 21 students who experience some kind of crime on campus.

The additional data on crime in and around the UMN campus is provided in Attachment #2. Table 7 inAttachment #2 uses the Clery crime data [includes neighborhoods immediately adjacent to theuniversity]. UMN is highest for robberies across the comparison schools and ranks higher overall forcrime based on averages across types of crime.

Feedback from a meeting with the Diversity Community of Practice (“DCoP”) speaks to the importanceof improving communications with the UMN campus community, not only on sharing crime alerts asrequired by the Clery Act, a consumer protection program designed to require transparency aroundcampus crime policy and statistics, but also the need to provide updates on what happened to thosecrimes. University stakeholders shared, what is often a struggle for campuses nationwide, there is aneed to address campus safety more urgently than the Clery Act emails and texts often provide.Stakeholders said that, these electronic warnings were good, but students, staff, faculty need moreinsight into what is being done to make the campus a safe place to be. They stressed that althoughthey might learn of a crime in progress or an investigation underway, there is rarely any update on thesituations leaving many to wonder what happened, was it resolved, is the area now secure.Stakeholders felt that perhaps using social media or the UMPD website to, “close the loop" on thesituations would help to alleviate campus community safety concerns.

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In addition, questions were raised about the use of race as an identifier in mandated public crimealerts. UMN does not use racial descriptors for the crime alerts. As noted on the UMN website:

“It is the University’s practice to not publish the race of a suspect in SAFE-U e-mail and textnotifications. SAFE-U notifications are not intended to identify a suspect, but to alert students, faculty,and staff of danger, and enable the campus community to make informed decisions about how toprotect themselves from the occurrence of similar crimes.”

Status of UMPD use of force and public complaintsThe UMPD publishes the annual use of force data that covers the full range of use of force actions. Inaddition, the number of public complaints filed with UMPD Internal Affairs.

Table 3. Public internal affairs complaints 2018-2020

The number of public complaints filed with Internal Affairs is very low. Based on the number of lessthan positive experiences shared during the listening sessions, there seems to be a disconnectbetween what many UMN campus community stakeholders are experiencing or perceiving about theirinteractions with UMPD. This may also indicate the need to look at the complaint process andstrategies to improve dialogue and feedback to UMPD.

This data may also suggest that UMPD is being mistaken for actions of MPD and other nearbyjurisdictions. It may be important to dig deeper when developing new uniform and vehicle requirementsfor UMPD.

Table 4. UMPD use of force data 2018-2020

Based on the data in Table 3 the total number of incidents is fairly low given the number of citationsand arrests and calls for service during the same time frame.

17 University of Minnesota. Safe Campus, Emergency Notifications. Retrieved January 14, 2021, from https://safe-campus.umn.edu/emergency-notifications18 Ibid.19 UMPD data provided by Chief Matt Clark to CL Alexander Consulting on January 12, 2021.



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Table 5. UMPD citations and arrests 2016-2020


20 Ibid.21Ibid.22 OMS Measurement Solutions. 2018. UMPD Comprehensive Report 2018

The number of citations and arrests represents both on-campus and off-campus data.

Table 6. Location of UMPD calls for service 2019-2020


The percentage of calls for service off-campus and on-campus demonstrates the level of effort thatUMPD is committing to answering first responder calls that are the jurisdiction of MPD.

UMPD 2018 satisfaction survey UMPD has conducted a satisfaction survey since 2001. Compared to the last survey in 2015, theoverall ratings increased for 18 out of 29 survey items in 2018. The following are a few examples ofitems that had the highest mean rating since the beginning.

● Quality of interactions with students, staff and faculty● Fairness and consistency in enforcing the law● Respectfulness of privacy and confidentiality● Quality of interactions with persons from diverse ethnic and cultural backgrounds● Public outreach and education

UMPD perspective and recommendationsChief Matt Clark submitted six goals and recommendations for the DPS on October 19, 2020 to theBoard of Regents. They include the following: 1. Goal: Support a safety-based direction by focusing on legal and ethical standards as opposed to decision making through a lens of competing operational directions and political influences. Lessen risk and improve safety by establishing a clear chain of command and decision-making process for emerging threats, safety issues and concerns, to ensure timely decisions and direction.

Recommendation: Realign the reporting structure by removing the Department of Public Safety from University Services. Improve decision making and direction for campus safety by directing the Chief of Police to report to a senior administrator who is a direct report to the UMN President. Cost: $0

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2. Goal: Remove barriers that distract from the efficient management of safety infrastructure processes. Improve public safety operations, response and planning by supporting public safety professionals in the managing of safety initiatives, critical safety systems and responding to safety concerns; create pathways for empowering public safety experts in system-wide systems.

Recommendation: Realign physical campus safety infrastructure, investment and planning under the Department of Public Safety and a senior UMN administrator. Improve focus, direction and planning for safety operations and functions on campus with a clear decision-making process and management of essential safety systems. Cost: $0

3. Goal: Ensure UMPD meets professional standards for documenting police actions and activities. Ensure that the campus community is informed on police incidents and campus leadership is prepared and able to readily responds to concerns through greater video evidence of police incidents

Recommendation: Purchase, deploy and support a body worn camera program for UMPD officers, University Security personnel and Traffic Enforcement members. Cost: $140,000

4. Goal: Ensure campus is adequately covered by first responders who are able to manage multiple calls for emergency services and provide a visible presence to deter crime. Meet the minimum standard for campus police services when compared to all other BIG 10 campus police departments.

Recommendation: Staff UMPD at 71 officers to allow for a minimum of 5 officers on-duty at all times. Cost: $123,000 x 13 officers= $1,600,000.

5. Goal: Improve safety for the campus community by providing greater safety services along the campus borders and just off campus. These areas are traditionally higher crime locations and are commonly traveled by campus community members.

Recommendation: Invest in blue phone 911 call stations equipped with video cameras along the campus border and just off campus. Ensure these cameras are constantly monitored and the campus border is frequently patrolled by DPS staff. Purchase and promote a campus safety and escort phone app. Cost: $1,300,000 Blue Phone System, Cost: $60,000x 5 operators = $300,000, Cost: $10,000 Rave Safety App

6. Goal: DPS needs to continue to grow strong leaders to support legitimacy in the community. These leaders need to understand university dynamics, the diverse community and changes to the public safety and law enforcement profession.

Recommendation: DPS should invest in a robust succession plan and leadership strategy. Hiring, promoting and supporting a competent and diverse set of leaders will benefit the department and campus community. DPS needs to support command positions through appropriate salaries, training and command structure. Cost: TBD

In his request to the Board of Regents, Chief Clark laid out a rationale to expand staffing to allow for 5officers on duty for every shift instead of the 3-4 officers now available. Several comments fromlistening sessions bear out a concern regarding the limited visible presence of UMPD officers oncampus and the increasing level crime.

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UMPD StrengthsDPS has added dedicated investigators to three priority areas, sexual assault, mental health and biascrimes. Each of these dedicated investigators is specially trained and focuses on being responsive andavailable to all campus community members. They are also able to work closely with members ofmarginalized groups and work with strategic partnerships to develop balanced solutions to persistentproblems on campus.

Table 7. Mental health cases handled by the Behavioral Consultation Team 2018-2020.

On mental health issues, UMPD works with the Behavioral Consultation Team to address mentalhealth situations on campus. In addition, one officer has received additional training on how to manageand de-escalate mental health calls for service. BCT reports that mental health cases have tripled overthe last several years.

Table 8. Sexual assault cases handled by UMPD 2018-2019.


Sexual assaults on campus have also been a priority for UMPD. In partnership with the GenderSexuality Center (GSC) and the Office of Equity and Diversity (OED), UMPD has reviewed thelanguage in their investigative approach to sexual assault and is available on the DPS website. Inaddition, UMPD has hosted trainings on Forensic Experiential Trauma Interviewing. This trainingbrought in a multidisciplinary group of people. The audience included police investigators, patrolofficers, counselors, and advocates.

UMPD has implemented a number of Crime Prevention Through Environmental Design (CPTED)solutions that reduce the use of armed officers through the use of cameras for surveillance (BluePhones), securing buildings using controlled access, improving lighting, creating bike paths and othertraffic changes. UMPD is proposing to add to those by expanding the Blue Phone network, securingmore buildings on campus, and testing a new safety app (virtual escort).

UMPD role in neighborhoods surrounding campusOne of the requests from the UMPD, is to address the question of UMPD’s role and responsibilities forthe neighborhoods in immediate proximity to the UMN campus. Chief Clark wants recommendationsand guidance from UMN regarding taking calls off campus. “The University needs to be clear. What isthe policy; give me the direction. Are we going to accept the liability or not?”

23 Ibid.24 UMN Department of Public Safety. DPS 21st Century Policing Practices. October 19, 2020.25 UMPD data provided by Chief Matt Clark to CL Alexander Consulting on January 12, 2021.26 UMN Department of Public Safety. DPS 21st Century Policing Practices. October 19, 2020.27 Gelb, M., Staff, T., & News, C. (2020, November 27). Myriad Ways to Reduce Violence Without Police: Report.Retrieved December 28, 2020, from https://thecrimereport.org/2020/11/25/myriad-ways-to-reduce-violence-without-police-report/ 28 Chief Matt Clark. Interview. December 2, 2020.

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29 UMPD front line officers. Listening Session. November 19, 2020.30 Ibid.31 Ibid.32 Ibid.

In the past, UMPD officers have taken calls from Minneapolis Police Department. For instance, 2ndprecinct had a situation that tied up all of their officers for a couple of hours. UMPD began takingpriority 1 calls for service off campus for MPD. UMPD believes they do a good job at balancingMinneapolis calls for service with campus responsibility. It is extremely difficult for UMPD to turn a blindeye to calls for service in Minneapolis, especially for priority 1 calls.

Regarding the UMPD challenge with policing the UMN campus perimeter and the crime that goes onadjacent to the university, one of the officers noted, “We responded to that hotel which is way outsideof our perimeter... a person with a gun... shots at the hotel. That’s the reason why our cops respondedto that, because Minneapolis did not have anyone. Our responsibility is our campus community. I amso shocked we have not been involved in a shooting, especially the last year… because we are takingmore violent calls that Minneapolis can’t respond to. UMPD does a good job of perimeter control andkeeping the bad things from coming in.”

UMPD listening sessionDuring listening sessions with UMPD, officers expressed pride in the fact that they are recognized as“a real police department” with this chief [Chief Matt Clark]. The front-line officers described thatcommunity engagement is much more challenging than six months ago, people have left the table.Officers also described an uptick in harassment while doing simple traffic stops. “People are jumping toconclusions as to why we are stopping people and trying to get involved.” There has been a real shiftsince the George Floyd incident by the campus toward UMPD, before they were liked. Now they ordertheir food online before they go to pick it up to avoid being exposed to the public. “No more ‘we loveyou, thank you for what you do.”

Officers felt that in terms of community, it’s hard to make a lasting impact because they [the students]don’t live there long enough or stay there long enough.

The listening sessions were meant to be a platform to air all viewpoints about how best to improvepolicing as it is experienced on the UMN campus. In addition to the concerns expressed through therest of the report, there were also many comments of support for the overall performance of UMPD. Anumber of participants in the listening sessions noted that the police are a key to keeping theUniversity of Minnesota campus safe and that the UMPD is well trained and is sensitive to the uniquenature of the campus.



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This section addresses the factors that impact the current status of the relationship between the UMPDand the UMN campus community based on feedback from the listening sessions, interviews andshared documents. It is important to note at the beginning of this section that the examples shared aremeant to provide insight into the areas of nonalignment between the experiences of students, alumni,parents, faculty, staff and administration and UMPD. They reflect the direct knowledge andexperiences of many of those who participated in the listening sessions and the perceptions, feelingsand concerns of others who may have observed or heard experiences from their peers or colleagues.

It is also important to acknowledge that in addition to the concerns raised about the nonalignment ofthese examples between UMPD and key stakeholder groups within the UMN campus community,there is also a strong body of support for the UMPD and the importance of maintaining the safety of allmembers of the UMN campus community. It is possible for both viewpoints to be true at the same timeand goes back to the initial finding that there is a real disparity between those who view police as aprotector and those who view and experience the police as the ones they need to be protected from.

Based on the charge for this report and concerns raised during the listening sessions and interviews,the following section addresses:

● UMPD ties to MPD● The militarization of UMPD● Understanding and acknowledging historical trauma● Examples of Nonalignment of UMPD with UMN campus community● Importance of officer interactions with University campus community

Numerous concerns were raised throughout the assessment about the influence and impact of theMPD on UMPD culture and the practice of policing on the UMN campus. Contributing factors to thecloseness between MPD and UMPD that came up during discussions include the following:

● Staffing—A number of UMPD officers and chiefs have come from MPD. ● Proximity—UMN Twin Cities campus is bordered by the City of Minneapolis. UMPD is technically responsible only for campus locations. But in the past, UMPD has responded to requests for back up or support involving a wide range of calls for service at the request of MPD in the bordering streets and neighborhoods of the university. ● Large-scale events—Prior to George Floyd’s death, the Minneapolis Police Department (MPD) was contracted by UMN to provide additional security at large-scale events on campus. ● Multi-agency response to protests, mass gatherings on campus—MPD and other nearby law enforcement agencies have responded to calls for assistance from UMPD to events such as Somali Night. ● Similar uniforms and vehicles—UMPD and MPD uniforms and vehicles are similar and it is difficult for the public to differentiate or tell them apart.



FACTORS

IMPACTING UMPD

RELATIONSHIP WITH UMN

CAMPUS COMMUNITY

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The arming of MPD and UMPD with military grade weapons, vehicles, tear gas and other weapons ofwar raised great alarm among UMN campus community groups. Many questions were raised duringthe listening sessions about the need to eliminate the possession and use of military equipment andtactics by police, period. The presence of such equipment and the use of a hard enforcement presencewas viewed as a key component of escalation in the level of violence during protests by MPD inMinneapolis and very nearly on UMN’s campus based on UMPD’s hardened response.

Numerous student groups, including the Student Cultural Centers and MSA advanced resolutions orproposals that; (1) Direct UMPD to divest from any equipment acquired as military surplus; (2) Fundingfor UMPD to acquire military-grade equipment be redirected to OED [Office of Equity and Diversity]; (3)Office for Internal Audit shall create a UMPD equipment inventory and recommend further divestmentof military equipment; (4) President, OED and other stakeholders create guidelines for gradualdisarmament of UMPD, to be implemented by U-Services.

Feelings from those who provided statements and interviews around the disarmament of the UMPDfelt that the use of military equipment, especially assault rifles, by the UMPD has aided in suppressingcommunity voices and in intimidating the UMN student body on multiple different occasions. Fromintimidating students at a peaceful protest to assisting MPD officers in defending the third precinct,there is a consensus that there should be no reason why a University-funded police force would needmilitary equipment. Many student groups and faculty are calling for the removal of all assault rifles,armor, batons, tear gas, rubber bullets, stun grenades, long-range acoustic devices, and riot helmetsfrom the University of Minnesota property.

Faculty have suggested that UMN facilitate a discussion of appropriate weapons for the UMPD withthe broader campus community. Reflecting on the voices of concern that have been raised arounddisarming the UMPD and what that might mean for emergency incidents such as a campus shooter.This conversation could address, as the FCC suggests, a better understanding of why certain weaponsare necessary and it may identify why others, such as semiautomatic or automatic weapons may beexcessive. The FCC shared concern that many students, faculty, and staff are looking for action fromUniversity leadership and the UMPD, to have these public dialogues that would also include data fromexperts in the field to create an academic understanding of the tools necessary for campus safety in anurban community such as Minneapolis.

Uniforms and vehicles were also identified during many of the listening sessions as a concern. Mostwere concerned that the UMPD appeared to be too militaristic or overly menacing. In addition, UMPDofficers are difficult to distinguish from other nearby law enforcement agencies, including MPDbecause their uniforms and vehicles look very similar. This causes confusion over which lawenforcement agency a student or faculty member is dealing with.



The militarization of UMPD

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33 Advocacy Summary provided by SSCC and MSA to Dr. Alexander.34 Letter from the FCC and SCC submitted to CL Alexander Consulting.

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Throughout the listening sessions, concerns were raised by students, faculty, staff, and theadministration about the reality and impact of historical trauma on how policing is viewed today. TheMinoritized and Indigenous faculty raised the importance of addressing the impact of colonization andrace on the current discussion of police reform as it relates specifically to UMN. They shared that forthese community stakeholders, mitigating the harm of more than 500 years of indigenous displacementand death and the impact of slavery over the last 400 years must be the foundation of reform. Facultyalso noted that policing has been all about protecting settlers at the expense of indigenous people.This is the culture of policing and how it has trickled down to the present day. Their feeling is that UMNcannot talk about police reform until there is talk about the culture of indigenous people and issuesresulting from colonization. This is a continuing historical and a contemporary issue for indigenouspeople. This University was founded by a land grant from lands taken from the indigenous people ofMinnesota.

As part of that process, Minnesota Student Association (“MSA”) participants recommended that UMPDand the University need to have a truth telling process documenting the ways in which they'vecontributed to systemic racism and white supremacy, since the University is a land-grant institutionfounded in 1850. American policing is a system that is rooted in enforcing Jim Crow laws and BlackCodes. Understanding police reform requires recognizing systemic failures embedded within theinstitution of policing itself.

Another suggestion was for UMPD to look at the University of Wisconsin at Madison PoliceDepartment statement posted on their website acknowledging the impact of historic racism on thecurrent challenges facing policing today and their commitment to engage in that discussion with theircampus community.



Understanding and acknowledginghistorical trauma

Examples of Nonalignment of UMPDwith UMN campus community

UMPD has already taken significant steps to implement nationally recognized, forward-lookingpractices aimed at improving the performance of police and enhancing the relationship betweencommunity and police, based on the findings of the UMN DPS 21st Century Policing Practices Report,including:

● Created a scorecard using the 100+ recommendations and action steps from the Task Force on 21st Century Policing. ● Addressed the criteria recommended by Campaign Zero’s 8 Can’t Wait. ● Established a Community Engagement Team that meets with a wide range of campus groups and participates in numerous campus and community events. ● Trained in de-escalation, implicit bias, procedural justice, cultural sensitivity, use of force, crisis intervention and mental health, fair and impartial policing, and True North Constitutional Policing.

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35 Minoritized and Indigenous Faculty. Listening Session. October 1, 2020.36 Ibid.37 Minnesota Student Association (MSA). Listening Session. September 30, 2020. 38 A Message from UWPD. (n.d.). Retrieved December 28, 2020, from https://equity.uwpd.wisc.edu/.39 21st Century Policing Report. (n.d.). Retrieved October 16, 2020, fromhttps://www.stpaul.gov/departments/police/21st-century-policing-report.

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But those efforts appear not to have yet resulted in a strong sense of trust and legitimacy in asignificant portion of the UMN campus community. In fact, things are reportedly more challenging nowthan in the recent past, especially since the death of George Floyd. The listening sessions detailednumerous individual examples that have disrupted the communication and working relationships withUMPD.

Several themes emerged in the review of the listening sessions that are summarized here and will beaddressed in the recommendations and action steps to bring greater alignment between UMPD andthe greater UMN campus community.

Note: It is important to again state that examples shared here are meant to provide insight into theareas of nonalignment between the experiences of students, alumni, parents, faculty, staff andadministration and UMPD. They reflect the direct knowledge and experiences of many of those whoparticipated in the listening sessions and the perceptions, feelings and concerns of others who mayhave observed or heard experiences from their peers or colleagues.

The major events that have undermined student trust in UMPD include Somali Night 2018 and UMPDresponse to protests on campus and in Minneapolis since the death of George Floyd. Severalexamples of those and related experiences are shared here.

● Somali Night 2018 was an on-campus event where numerous police cars including MPD responded to a fight that broke out at the event. Students reported that they felt the response targeted them because they were Somali and was excessive. While a review of all video of the event with the organizers of the event showed that no force was used, no takedowns and did not show police brutality, students said that the presence and actions of the officers was experienced by students as extremely threatening.

● Students and a university official discussed a reportedly peaceful student protest with a small group of 100 people on campus. As the students were disbanding at curfew, the UMPD came in full armor with batons and shields. They [students] decided to leave the protest, but as they were trying to leave, police stood there in a line with their batons. Administration leadership also observed the military gear and behavior of the UMPD in this situation and found it concerning.

● On May 29, 2020 Students for a Democratic Society held a peaceful protest against police brutality and rally in honor of George Floyd. They marched down to the UMPD office. UMPD emerged in riot gear and openly carrying assault rifles and batons. They believed UMPD was there to intimidate them and blocked them from leaving. There were roughly 500 students at this protest.

● Student observers reported being on the I-35W bridge during the time of the semi-truck incident, when they saw the MPD pepper spraying people trying to flee the bridge and UMPD officers were blowing kisses and mocking students.



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40 Cultural Centers and Commuter Connection and Student Organizations who Historically Serve Black or AfricanAmerican Students. Listening session. September 30, 2020. 41 UMN student leader. Interview. October 1, 2020.42 President’s Cabinet. Listening session. October 15, 2020.43 Students for a Democratic Society (SDS). Listening session. November 12, 2020. 44 Minnesota Student Association (MSA). Listening session. September 30, 2020..

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● On November 4, 2020, a protest related to the election led to the protestors closing I-94, resulting in a response from the Minnesota State Police. UMPD officers responded to the scene where over 600 protestors were arrested. Students were upset to see UMPD officers present as part of the protest response.

Concerns about UMPD behavior during interactions with UMN campus community members includeda number of examples such as:

● Comments from the Diversity Community of Practice which included, “Campus police do not appear to be concerned about safety, and are sometimes condescending, blaming, and judgmental instead of helpful, useful, or focusing on reducing harm. It seems like they are more interested in protection of property and behavioral control than safety for people, particularly for the most marginalized.”

● UMPD showing up to a student event, (50-60 students at this event) majority students of color, in 4-5 squad cards just to see what was happening. They pulled up on the grass close to the students. This event was supervised by staff at the University and not just students who were present at this event.

● Numerous examples of racial profiling that involved University Security stopping BIPOC faculty, staff and students to check their ID and question their presence in their own work spaces, when that does not happen to their white colleagues.

● Several individuals shared personal examples of being targeted by police on the UMN campus. In terms of safety issues, black employees reported being pulled over on campus by campus police and questioned as to why they are on campus and whether or not they work there.

● A BIPOC faculty member stated that she has been treated very poorly by the police as a student and then as a faculty member. But she believes that this is an opportunity to reimagine what public safety looks like.



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45 Students for Democracy (SDS). Listening session. November 12, 2020.46 Diversity Community of Practice (DCoP). Listening session. September 29, 2020.47 UMAA Affinity Network Leaders. Listening Session. Held November 11, 2020. Note: this event occurred 4-5 yearsago.48 UMN Deans. Listening session. November 11, 2020.49 Black Faculty and Staff Association (BFSA). Listening Session. October 1, 2020.50 Faculty Partners and Key Constituent Group. Listening Session. October 1, 2020.

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● An African American alumnus leader stated that he had been targeted a number of times on campus. He was in Walgreens on campus and 10 cop cars came and thought he was trying to rob Walgreens because he was wearing a black hoodie. He also indicated that black athletes are often stopped on campus for things like not wearing a helmet, not having a license plate on their moped as compared to his Caucasian classmates who were rarely stopped.

● Faculty recommended that there should be some kind of explicit statement regarding how known implicit bias will be addressed in routine UMPD and security officer encounters. When a person of color is approached, what purposeful steps will the officer take to address this known inclination to be suspicious? A white faculty member notes that “I've passed security officers several times in the evenings and weekends (pre-COVID) and never once been asked why I was in the building.”

● Faculty and administration representatives expressed concern about the breakdown in the relationship between students and the UMPD in several meetings. From their perspective, students don’t appear to be open to talking to or working with UMPD and UMPD has been reported by students as being difficult to communicate with over the last several months. Discussions with leadership suggested that perhaps monthly meetings between UMPD and student groups could help to clear the air on a regular basis.

● LGBTQ+ advocates on campus shared more general information about the significantly higher rates of arrest and incarceration for LGBTQ+ populations. They called for ongoing education and training for UMPD officers, with particular focus on intersections between race and ethnicity with gender identity, gender expression and sexual orientation. In addition, from an institutional level: A policy on UMPD interactions with transgender, gender non-conforming, and nonbinary community members; and closer coordination between campus constituencies that prevent and respond to hate crimes, sexual violence reports, bias incidents, and related safety issues.

● A graduate student and student senator noted that most issues are centered around race and policing, but he pointed out that 50% of police involved shootings involve people with disabilities.

Immigration concerns were also raised by students, faculty and staff.

● Numerous concerns were raised about the role of UMPD and the Immigration Response Team, working with ICE. Students and faculty asked the question for both international students and undocumented students. People are afraid to call the police because of potential immigration issues. What are the policies regarding dealing with non-citizens on campus? “For instance, undocumented students being stopped by the police, what are UPMD’s policies regarding these interactions with undocumented students. Undocumented students should know that if a police officer stops me to ask a question about something, that it will not turn into me getting deported.”



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51 UMAA Affinity Network Leaders. Listening Session. Held on November 11, 2020.52 Faculty Consultative Committee. Personal Interview with Dr. Alexander.53 bid.54 EAC and SoCON. Listening Session. Held on October 1, 2020.55 Faculty Constituents and Key Partners. Listening Session. Held on October 1, 2020.56 Ibid.

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Student stories provide very specific examples of officer behavior that illustrate their concerns aboutdisparate policing and unnecessarily traumatizing students in ways that do not meet the standards ofthe four procedural justice principles of treating people with dignity and respect, giving citizens a voiceduring encounters, being neutral in decision making, and conveying trustworthy motives.

● Armed police arrived at a class in progress in Blegen Hall, blocked all entrances to the classroom, and removed a student. Police and university officials did not communicate with the students, the instructor, or the department chair before or after the event. The show of force traumatized students and the instructor, who is a person of color. In a subsequent meeting Chief Matt Clark was reported to be dismissive of a request to develop protocols for police actions in campus buildings.

● Examples of students with disabilities having negative experiences with UMPD during interactions were shared during listening sessions. Some students reported feeling intimidated, not listened to, and threatened. One student said they, “would have wanted police to ask how they were feeling and hear what they had to say to determine their state of mind.” More training in mental health issues was recommended.

● It was reported that in 2018, Campus Security officers, who patrol residential halls and knock on the bathroom doors to check on welfare of the students, found an unwell female student in the bathroom early in the morning who would not come out of the stall due to fear. UMPD was called and demanded that this student come out of the bathroom. The female student only had a long shirt on and she requested that she be able to put on pants. UMPD would not let her (put any pants on) and insisted on questioning this female student who felt extremely uncomfortable.” There were no female officers on the scene.

● A female UMN student of color described a traumatic encounter when she was singled out of a group of 4, where the other students were white, crossing the street at an unmarked intersection. Her negative experience with how she was treated by officers was extremely traumatizing and in the end the charges against her were found not to have any standing and were dropped.



Importance of officer interactionswith University campus community

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57 Ibid.58 OSA Student Mental Health Committee Listening Session. September 30, 2020.59 UMAA Affinity Network Leaders. Listening Session. November 11, 2020.60 Personal Letter from a UMN student to Dr. Cedric Alexander.

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There are two very divergent views and reactions to policing within the UMN campus community. It isclear from the statements provided during the listening sessions, that the tension is between the fear ofcrime and a fear of the police. The UMN administration is seeking to bring greater alignment betweenthe UMPD and all of the UMN campus communities. The assessment identified the following goals:

GOALS: Based on the series of interviews and listening sessions conducted by Dr. Cedric Alexanderduring September-December, the following aspirations or goals were expressed by students, staff,faculty and UMPD.

1. Maintain safe learning and work environments by reducing and responding to crime on campus and the surrounding neighborhoods.2. Reestablish genuine open lines of communication between UMPD and campus organizations (students, staff, faculty) to co-create the kind of policing to be delivered by UMPD.3. Increase the positive interactions with police experienced by all UMN campus community stakeholders, particularly those that report areas of concern such as BIPOC, LGBTQ+, homeless, international, undocumented, mental health conditions and disabled populations.4. Improve community and officer safety and wellness through integrated service delivery.5. Increase alignment between UMPD and the broader UMN campus community through bystandership training, procedural justice, effective de-escalation training and tactics, supervision and accountability.6. Demonstrate UMN leadership in police and societal reforms to address systemic racism as an institution, mobilizing their assets and strengths.

RECOMMENDATIONS AND ACTION STEPS

The following recommendations and action steps reflect input from students, faculty, staff,administration and UMPD. Many ideas were shared, including drafts of resolutions andrecommendations. These were reviewed, analyzed and summarized by the CL Alexander Consultingteam. They are focused on action steps that can be taken to significantly improve the alignmentbetween the expectations of the community with the performance of UMPD.


INCREASING ALIGNMENT BETWEEN UMPD

AND UMN CAMPUS COMMUNITY


The breakdown in communication and the straining of relationships between the UMPD and thestudents, faculty, staff and administration of UMN Twin Cities, particularly since the death of GeorgeFloyd, is negatively impacting the ability of campus community to trust the actions of UMPD. Eventssuch as the Somali Night in 2018 and other major demonstrations and protests during 2020 arecompounded by the past and current individual experiences of BIPOC, LGBTQ+, international, andthose with disabilities or mental health conditions when interacting with the police.

PILLAR 1: STRENGTHEN TRUST AND LEGITIMACY


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While UMPD is implementing a number of evidence-based practices from training to controlled buildingaccess, to community engagement efforts, the dissatisfaction expressed reflects that there is still workto be done to bring UMPD into closer alignment with the entire UMN campus community.Strengthening trust and legitimacy is based on how people are treated. Procedural justice providespractical tools for officers to use in every interaction they have. The four principles of procedural justiceare defined as 1) being fair in processes, 2) being transparent in actions, 3) providing opportunity forvoice, and 4) being impartial in decision making can bring meaningful change to police encounters withthe UMN campus community.

1.1 Recommendation: Form or adapt an existing platform that reports directly to the President to be responsible for implementation of the recommendations in this report and to serve as a way to reimagine and co-create how the UMN community wants to be policed, what it should be and what it is not, and to get the input from all sectors and affected communities, especially the perspectives of all groups that experience disparate policing outcomes.

1.1.1 Develop a campus-wide philosophy of policing/public safety through broad and open input that examines all the options from decreasing police functions, to restructuring, to expanding UMPD to address crime increases.

1.1.2 Engage the academic and research assets of the UMN campus community to support this effort and to create a community of practice that addresses police reform efforts and the broader efforts of UMN to address systemic racism in all its aspects.

1.1.3 Develop a Sanctity of Life standard that assures that everyone makes it home alive at the end of the day.

1.1.4 Although UMPD use of force complaints are low, study and adopt examples of best practices like the Camden County Police Department ICAT program and their six use of force principles that reduced citizen complaints against officers. Tactics: slow down, move back, take cover, assess, communicate, find alternative solutions.

1.1.5 Develop a formal review of options to demilitarize UMPD and eliminate the presence and use of military grade weapons, vehicles, and other resources.

1.1.5.1 Address the idea of ‘unarmed’ policing approach and what is the right level of weaponry for use by UMPD that fits the purpose and philosophy of policing for UMN..1.5.2 Differentiate UMPD from other law enforcement agencies by changing their uniforms.

1.1.6 Conduct a review of UMPD policies and practices through an inclusive, consultative process to reduce risks to all (officers and campus community).



61 Retrieved December 28, 2020, fromhttps://cops.usdoj.gov/html/dispatch/042015/a_new_procedural_justice_course.asp).62 The United States Conference of Mayors. Report on Police Reform and Racial Justice. August 2020. Retrieved onJanuary 20, 2021 //www.usmayors.org/wp-content/uploads/2020/08/20.55.USCM_.PoliceReform.Report.MEC_.pdf.pdf.63 Camden UOF Policy. (n.d.). Retrieved December 28, 2020. https://www.policingproject.org/camden.64 Guiding Principles on Use of Force [PDF]. (2016). Washington, D.C.: Police Executive Research Forum.Retrieved December 28, 2020. https://www.policeforum.org/assets/30%20guiding%20principles.pdf.

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1.1.7 Increase transparency in UMPD Standard Operating Procedures/General Orders by posting them online.

1.1.8 Conduct a review of current immigration enforcement practices and clarify the role of UMPD with non-citizens on campus based on the new philosophy of policing being developed.

1.1.8.1 Issue a statement outlining the UMN approach to immigration issues for non-citizens on campus and the approach UMPD will take, how students, faculty and staff can safely seek support from UMPD as needed.

1.2 Recommendation: Create a dedicated Committee with the responsibility for processing historical trauma related to slavery and colonialism as it relates to the history of UMN and the broader issues of systemic racism.

1.2.1 Develop and issue an admission of historical trauma and commitment to address systemic racism as an organization (UMN and UMPD/DPS) (see U of Wisconsin Madison example ).

1.3 Recommendation: Address the unique needs of all UMN campus community stakeholders, particularly those reporting particular concerns such as BIPOC, international, undocumented, students, LGBTQ+, and those with disabilities or mental health conditions as an intentional part of the reimagining policing and strengthening UMN’s broader efforts to address institutional and historical racism.

1.3.1 Convene each of the student cultural centers, international and undocumented students, BIPOC, LGBTQ+, and those with disabilities or mental health conditions and the faculty, staff and groups that advise them to develop a specific set of recommendations for actions by UMPD and UMN to increase their ability to function in a safe and healthy environment.

1.3.2 Present the recommendations to the formal body designated to implement the recommendations of this report to the President. Include progress on adoption of approved recommendations in a report to the President on a quarterly basis.

Findings: Many in the UMN campus community are concerned about crime on and near campus, andmany are concerned about the negative experiences that many of the students, faculty and staff havewhen interacting with UMPD officers. The issue is how people feel they are being treated. Experienceswhere people feel intimidated, threatened, disrespected, or profiled deeply undermines UMPDrelationships with the people they serve. The experiences faced by different populations within theUMN campus community emerged throughout the listening sessions and were reported, not just bypeople from within these populations but were also validated by their peers, faculty and staff. Whitestudents and faculty indicated that while they may not have personally experienced negativeinteractions with UMPD or had negative experiences on campus, they have observed thoseexperiences with their peers and colleagues and also want to see them addressed.



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The examples shared in this report provide a picture of the types of specific concerns raised byinternational, undocumented, LGBTQ+, and students experiencing disabilities or mental healthconditions in addition to previous examples from BIPOC communities. Some of these issues gobeyond policing to include the broader UMN culture as experienced by these populations.

Students shared that international students have a hard time expressing their experience with racism-specifically they do not know or have vocabulary, experience, or histories to talk about this. Wheninternational students try to bring up issues of racism, they are shut down and are being told that theydo not have enough history to talk about it at this moment. Their thoughts and feelings are oftenminimized. It is easy to target international students because they do not speak up. There is confusionabout their rights here and fear of reporting situations that could involve the police.”

Recommendations from the international students included the need for a clear representative forinternational students at the office of Equity and Diversity Department to address International Studentneeds and to have an officer or expert in UMPD who can address or help international studentsregarding misdemeanor or legal issues that they could face, a safe place for them to speak. In the pastthere was a liaison for Korean students in UMPD.

Procedural justice is based on four central principles. According to Lorraine Maserolle in Legitimacy inPolicing: “treating people with dignity and respect, giving citizens a voice during encounters, beingneutral in decision making, and conveying trustworthy motives.” Research demonstrates that theseprinciples contribute to relationships between authorities and the community in which (1) thecommunity has trust and confidence in the police as honest, unbiased, benevolent, and lawful; (2) thecommunity feels obligated to follow the law and the dictates of legal authorities; and (3) the communityfeels that it shares a common set of interests and values with the police.

According to Tom Tyler in Psychology of Procedural Justice and Cooperation, the public is especiallyconcerned that authorities are fair, this is more important than the actual outcome. That messagecame out loud and clear during the listening sessions. Tyler goes on to note that procedurally justpolicing is not the same as traditional deterrence policing, which emphasizes compliance as theprimary function—usually through formal punishment. 66 Council for International Graduate Students. Listening Session. Held on November 4, 2020.67 International Graduate Student Group. Listening Session. Held on November 4, 2020.68 Lorraine Mazerolle, Sarah Bennett, Jacqueline Davis, Elise Sargeant, and Matthew Manning, “Legitimacy inPolicing: A Systematic Review,” Campbell Systematic Reviews 9 (2012): 1.69 Tom R. Tyler,Jonathan Jackson, and Ben Bradford, “Psychology of Procedural Justice and Cooperation,” inEncyclopedia of Criminology and Criminal Justice, ed. G. Bruinsma and D. Weisburd (Berlin: SpringerVerlag, 2014):4014–4033.70 Ibid.71 Ibid.




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2.1 Recommendation: Establish a code of behavior/philosophy of policing using the internal and external procedural justice principles of fairness, voice, transparency and impartiality that emphasizes sanctity of life and the difference between a philosophy of deterrence and compliance vs. procedurally just policing which is a shared commitment to a law-abiding community.

2.1.1 UMPD should fully train, implement, supervise and measure procedural justice practices and their impact on the quality and fairness of officer interactions with the UMN campus community, especially for those populations with higher risk of negative interactions in the past.

2.1.1.1 Implement a practice that every officer provides a card with contact information by which a community member can provide immediate feedback on officer behavior.

2.1.2 Conduct a review of UMPD stops, arrests and complaints to assess the equity, or differences of the impact and outcome of UMPD policing practices in order to identify areas for increased alignment with the philosophy of policing.

2.1.3 Study and implement an Active Bystandership for Law Enforcement (“ABLE”) initiative to help police officers stop unnecessary harmful behavior by fellow officers for use by UMPD and offer as a training resource to other law enforcement agencies in Minnesota.

Findings: The National Initiative for Building Trust and Justice has a briefing on Procedural Justice thatlays out the following, “Policing based on formal deterrence encourages the public’s association ofpolicing with enforcement and punitive outcomes. Procedurally just policing, on the other hand,emphasizes values that police and communities share—values based upon a common conception ofwhat social order is and how it should be maintained—and encourages the collaborative, voluntarymaintenance of a law-abiding community. Research indicates that this latter approach is far moreeffective at producing law-abiding citizens than the former risk-based deterrence model. This makesintuitive sense—people welcome being treated as equals with a stake in keeping their communitiessafe, as opposed to being treated as subjects of a justice system enforced by police who punish themfor ambiguous, if not arbitrary, reasons.”

Recommendations relevant to procedural justice from a meeting with the Student Cultural Centersincluded suggestions that UMPD should speak in a tone where the students could feel safe and[should] ask how they can be of service. The students also wanted UMPD to interact with students inmore situations where nothing is happening, to build a more positive relationship. They also wantedUMPD to have proper training; bias training; and training how to deal with individuals with disabilities;training on how to talk to people.


72 United States Conference of Mayors. Report on Police Reform and Racial Justice. Retrieved on January 17, 2020from https://www.usmayors.org/issues/police-reform/sanctity-of-life/.73Active Bystandership for Law Enforcement (ABLE). (n.d.). Retrieved December 28, 2020.https://www.law.georgetown.edu/innovative-policing-program/active-bystandership-for-law-enforcement/.74 National Initiative for Building Community Trust and Justice. 2015. Procedural Justice. Community-Oriented Trustand Justice Briefs. Washington, DC: Office of Community Oriented Policing Services.75 Student Cultural Centers. Listening Session. Held on November 17, 2020.


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Graduate students recommended that the police would benefit from being more engaging and morepatrolling on campus. Even walking up to students and saying hello would help. Body language isimportant as well and the interactions from police with students should be genuine.

A faculty member cited The 21st Century Policing Task Force which strongly recommended startingpolice interactions by saying, “I am approaching you because…” and it’s been shown to grow mutualsafety through mutual trust, but it’s not always common practice. Starting interactions, and making acasual, everyday practice of “Smile and say hi” sounds may sound trite, but it’s well-documented toreduce arousal and to improve safety for all parties. University of California Irvine PD has had positiveoutcomes from this practice.



76 Graduate Student Group. Listening Session. Held on September 30, 2020. 77 Key Faculty Partners and Key Constituents. Listening Session. Held on November 9,2020.


Reimagining policing and co-creating more responsive and integrated systems to achieve a newdefinition of public safety present exciting opportunities to dig deeper into what the UMN campuscommunity philosophy of policing is. Differentiating and realigning police responsibilities to fit theunique needs and context of a large campus community requires an interactive and inclusive designthinking process.

As part of this discussion, the role and relationship of UMPD to the MPD, UMPD functions in policingoff-campus neighborhoods contiguous to the campus, and responding to broader events off campusrequire clarification and formal agreement between UMN and Minneapolis and St. Paul.

3.1 Recommendation: The President of UMN should work directly with the mayors of Minneapolis and St. Paul to clearly establish the roles and responsibilities for policing the neighborhoods that are contiguous to UMN campuses and facilities and the role of UMPD in responding the calls for service there.

3.1.1 Include Metro Transit and other contiguous police agencies in the discussion.3.1.2 Develop a formal operating memorandum of understanding that clarifies if and when UMPD officers are to respond to incidents off-campus and under what parameters.3.1.3 UMPD should use the same on-campus policing style when policing adjacent campus neighborhoods [as defined by the Clery Act], i.e. bike patrols, walking beats, etc.3.1.4 Coordinate crime prevention and problem-solving efforts with MPD and St. Paul Police Departments (“SPD”) in surrounding neighborhoods.

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3.2 Recommendation: As part of revisioning the role of UMPD on the UMN campus, take a holistic systems approach to defining the roles for UMPD and ways to better link with and integrate more appropriate responses to social issues such as mental health, welfare checks, domestic violence, sexual assaults, disabilities and homeless situations through an integrated Community Safety or Community Response Team.

3.2.1 Establish a study group under the newly charged body to take on the implementation of these recommendations to research, design and recommend a Community Response Team approach that integrates all available resources for student services, mental health, substance abuse, mediation and other services.3.2.2 Design a strategy using existing resources to test new ways to divert dispatch and 911 calls to more appropriate responders building on the Behavioral Consultation Team approach already in place. 3.2.3 Launch a multi-jurisdictional teaming approach with policies, procedures, training, monitoring and evaluation measures, and leadership support.3.2.4 Require emergency contact information for all students, staff and faculty to improve alternative responses to calls for service and welfare checks.

3.3 Recommendation: Complete an analysis and review of UMPD staffing needs to address the revised levels of programming and response to crime on campus as the community safety response team is being designed and implemented.

3.3.1 Address the request for additional officers from UMPD based on the redesign of the policing philosophy, tactics, policies and practices.3.3.2 Examine the current use of civilians in University Security and make recommendations to improve their impact and effectiveness as an alternative to fully armed officers.

3.4 Recommendation: Align hiring practices and diversity recruitment strategies to fit the revised policing model and newly clarified roles and responsibilities for UMPD officers and staff.

3.4.1 Include UMN campus community representatives in the design of the hiring criteria and in the selection process for new hires.3.4.2 Require newly hired officers to intern with different student groups as part of their onboarding probationary period.3.4.3 Ensure that the field training officer program (FTO) is realigned to match the renewed philosophy of policing for UMPD.

Findings: There were many suggestions for ways to create a more integrated community safetyresponse that diverts calls for mental health, disabilities, substance abuse, and homelessness to moreappropriate systems and organizations, but to do so in close collaboration and coordination with DPS(which includes dispatch and UMPD).




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One participant shared that, “If you got rid of all the functions of the UMPD except the night escortprogram, and put their funding into policies that actually made our campus safe, such as housing andenrolling the UMN homeless population, and creating evidence-based moderation management drugand alcohol rehabilitation programs at Boynton and needle exchanges, our campus would be manytimes safer.”

Many University stakeholders felt drawn to the idea of collaborating in the reimagining effort andsuggested that UMN provide an opportunity for the campus community to engage with potential policeofficers as part of the hiring process.

A letter to the editor from a student suggested investing in restorative and transformative justice, mentalhealth, and student advocacy services as an alternative, and expanding the work of the BehaviorConsultation Team.”


Engaging the community being served in the development and delivery of training helps to create abridge for understanding and cooperation. Using scenario-based training, where real life examplesfrom the experience of the community and policing agency provide opportunities for learning, growthand alignment of values. Transparency about training helps to build trust with the community.

UMPD has participated in many training opportunities in all the right topics, the key is integratingmeasures that capture and demonstrate the application of the training in practice within the agency.Those include topics such as de-escalation, use of force tactics, constitutional policing, proceduraljustice, anti-bias training, diversity and cultural sensitivity, and mental health. Some of the trainings arestate mandated and the remainder are a commitment by UMPD to improve the quality of policing oncampus.

A number of the anecdotes shared by listening session participants address the concern about thelevel of trauma experienced by many members of the UMN campus community. Officers need to beaware of how they both cause trauma and trigger trauma in their behavior. So, combining the fullimplementation of procedural justice with a strong trauma-informed care approach can help officers toaddress this major area of nonalignment in how they interact with the UMN campus community incarrying out their responsibilities.



78 Diversity Community of Practice. Listening Session. September 29, 2020.79 Diversity Community of Practice. Listening Session. October 30, 2020.80 La Cassee, M. (2020, June 24). Letter to the Editor: What We Mean By Defund UMPD: Investing in Prevention, NotPunishment. Retrieved January 04, 2021, from https://mndaily.com/239732/opinion/lte-5ef3a992170d2/

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4.1 Recommendation: Develop scenario-based training events that involve UMPD and students/faculty/staff that highlight the challenges and experiences on both sides to improve the culture and practice of policing and behavior on campus and in surrounding neighborhoods.

4.1.1 Use examples shared by the UMN campus community about ways they don’t want to be policed for joint scenario-based table top exercises between UMPD and the UMN campus community.

4.2 Recommendation: Engage students, staff and faculty in regular UMPD scenario-based training exercises as part of existing training modules or newly developed trainings for UMPD.

4.2.1 Engage with the UMN campus community in the design and delivery of all trainings for UMPD where appropriate.

4.3 Recommendation: Increase transparency in training by sharing the core components of each training module received by UMPD online, where it doesn’t violate the safety of officers.

4.4 Recommendation: Add trauma-informed care to training requirements, sensitize officers to understand how their behavior creates trauma, exacerbates or triggers past trauma and how to police in more healthy ways.

Findings: Training came up as part of the solution many times during the listening sessions with callsfor implicit bias training, procedural justice, cultural sensitivity, and de-escalation training. The reality isthat UMPD has undergone all those trainings and more. The challenge will be to incorporateaccountability and oversight to ensure they are fully realized within the culture of the organization. Oneof the specific recommendations related to training was to make public the training content that UMPDhas been trained on, so that the campus community can see what the expectations are for officerbehavior and performance.

One strong example of how to integrate new behaviors to change the culture of an organization is theCamden County Police Department. In 2013 they adopted Sanctity of Life as their policing philosophymeaning that everyone goes home alive at the end of the shift, officers and the community they serve.There were six basic principles. They trained the officers, trained their supervisors, and used bodyworn cameras to monitor the behavior of officers by their supervisors. As soon as supervisors identifieda situation where an officer did not follow the new principles or could have done better, supervisorsbrought in the officer individually. Showed them the body camera footage, and discussed ways in whichthey could have made other choices or decisions. They then practiced the new behavior using theirvirtual reality simulator using examples similar to the situation they were trying to correct or improve.



81 Graduate Student Town Hall meeting. Listening Session. Held on November 4, 2020.

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Photos provided by the University of Minnesota; used with permission January 2021.Photos provided by the University of Minnesota; used with permission January 2021.

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It is not enough to measure reductions in crime alone, UMPD also has to evaluate how their policingmethods affects the communities they serve. A new culture of policing means measuring andmonitoring new behaviors and the impact on the quality of police community interactions.Accountability and transparency are essential to reestablishing trust with the community being served.That means that the community should have easy access to information about the performance ofofficers and the overall department on priority areas such as procedural justice, de-escalation, implicitbias, and disparate policing. They should also have a clear and simple process to file complaints with aconsistent and responsive system in place for processing and learning from complaints filed as a formor organizational quality assurance and improvement.

5.1 Recommendation: Assess the perceptions and experiences of all UMN campus community members of UMPD interactions, particularly international students, undocumented students, BIPOC, LGBTQ, mental health and disabled populations to monitor areas for improvement.

5.1.1 Identify and document better ways to measure the experiences of all campus community members and provide quarterly reports to the new oversight body responsible for implementing the recommendations of this report.

5.2 Recommendation: Officers provide their cards to everyone they interact with to provide feedback on how the interaction went with a system that tracks, monitors, analyzes and corrects behavior.

Based on new practices and policies, Camden County Police Department dramatically reducedcomplaints about use of force. Part of that shift was to emphasize a new policing approach calledIntegrating Communication, Assessment, and Tactics (ICAT) that requires officers to slow down, backoff, take cover, and look for alternative solutions to de-escalate situations. Their scenario-basedtraining emphasizes and practices how to use critical thinking skills, tactics, and communication toresolve each situation more safely and successfully from a community and policing perspective. Butthey credit careful supervision to ensure full integration or the training into the behavior of officers asthe key to their success.



82 Captain Kevin Lutz, Camden County Police Department. Sworn testimony before the Minnesota Task Force onPolice Involved Deadly Force Encounters. Held on September 28, 2019.

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5.3 Recommendation: Conduct a periodic audit of police performance to monitor disparate policing outcomes and the nature of police community interactions.

5.4 Recommendation: Create a regular forum where students, staff and faculty can process negative and positive experiences with the Department of Public Safety generally and UMPD specifically. Use these forums as a way to identify areas for problem solving and proactive response by the University and DPS.

Findings: Traditionally, police spend a lot of time and energy in measuring crime and the impact oftheir efforts to reduce crime. In addition, it is important to measure how the community feels about theway it is being policed. This gets at the dissatisfaction of communities within the broader campuscommunity that do not experience policing the same way, who experience policing as traumatic andthreatening.

Listening sessions called for significant changes in the quality of police community interactions. Thatrequires an additional set of measures that get at how police behavior is being experienced by thecommunity they serve. UMN has assets within its faculty and programs to help facilitate a dialogueabout best practices in measuring community satisfaction with their interactions with officers. Thisactivity should be integrated into the overall responsibility of the body set up to implement therecommendations of this report.


The militarization of policing nationally has been an area of concern for communities most impacted bypolicing practices. The listening sessions brought this issue up across all University stakeholders asdiscussed earlier in this report. The proposed body organized to implement these recommendations ischarged to conduct a dialogue about the nature and necessity of armed police officers on campus aspart of the overall philosophy of policing discussion going forward.

UMPD has sought to decrease reliance on armed officers through the use of safer crime preventionstrategies such as Crime Prevention Through Environmental Design (“CPTED”). The use of equipmentand technology through increased surveillance using cameras such as the Blue Phone system,securing buildings through controlled access, increasing lighting, and make changes to traffic andparking are all examples of effective environmental changes that makeUMN safer without the use ofofficers. A number of specific technology and equipment solutions are proposed to be expanded oradded by UMPD.

6.1 Recommendation: Demilitarize the UMPD, eliminate all military grade weapons, vehicles, ammunition, tear gas, except under certain conditions that will be determined through this review process.




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6.2 Recommendation: Expand the Blue Phone system and video monitoring to increase safety while reducing the need for expanded UMPD presence and footprint.

6.3 Recommendation: Deploy the use of body cameras to increase accountability, provide documentation of events, and identify areas for corrective training for officers.

6.4 Recommendation: Use ID center/help desks instead of security to manage building access, and eliminate the risk of disparate treatment.

6.5 Recommendation: Conduct lighting review and Crime Prevention Through Environmental Design (CPTED) assessment of UMN campus locations and contiguous neighborhoods to help reduce crime.

6.6 Recommendation: Ensure officers have less-lethal alternatives and are trained to use them.

6.7 Recommendation: Implement a safety app that can act as a ‘virtual escort.’

6.8 Recommendation: Consider testing new apps that allow the voluntary sharing of personal information by students with special needs, disabilities, mental health conditions, or other situations that would be improved by the police responding to calls that involve them with the correct information about their conditions or situations, including emergency contacts.

Findings: Suggestions from the listening sessions included the use of body worn cameras , expandingthe key cards limiting external access to buildings, and improved lighting.

A caveat about body worn cameras is that the cost extends beyond the purchase of equipment andstorage of video to the cost of managing the video, requests for video and the appropriate redactionsfor protected privacy (i.e., within people’s homes), and preparation of video evidence for use in court.

PILLAR 7: COMMUNITY ENGAGEMENT IN ACCOUNTABILITY AND TRANSPARENCY



83 Deans Group. Listening Session. Held on November 11, 2020.84 Ibid.85 Undergraduate Student Government. Listening Session. Held on September 30, 2020.

There is a wide continuum of models for community engagement in accountability and transparency oflaw enforcement agencies. A number of different alternatives were proposed by students, staff, andfaculty during listening sessions to get at the ability of UMN campus community stakeholders at theuniversity to have a mechanism to review police conduct complaints, and have input into hiringdecisions, policies, practice, equipment and budgets. The determination of the best communityengagement model for UMN should be developed through a consultative process.

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7.1 Recommendation: Review the UMPD complaint process to determine if it needs to be more accessible, transparent, and productive, to identify ways to hold individual officers accountable and improve the UMPD overall performance through changes to policy and practice.

7.2 Recommendation: Form a study group as part of Pillar 1A to review the current accountability structures for UMPD and Department of Public Safety (DPS) and recommend alternatives for greater accountability and transparency in addressing UMN campus community complaints and concerns.

7.3 Recommendation: Develop a Critical Incident Review process similar to Sentinel Event Reviews conducted in transportation and medicine to identify systemic issues that need to be corrected to prevent similar future incidents.

7.3.1 Conduct critical incident (SER) reviews to learn from critical events such as Somali Night 2018 to identify and address systemic barriers to improve policing outcomes, prevent similar situations and improve community alignment.

Findings: Participants in the listening sessions want the police to be held accountable formisbehavior, for causing harm, for officer created jeopardy, for intimidation and unnecessary traumacaused in the performance of their duties. The idea of citizen oversight is a long held standard practicein the United States. The ability to provide transparency in the review of citizen complaints about policebehavior is a proven strategy to respond to community concerns. There are many different models andalternatives for citizen involvement that protect officer rights while ensuring accountability to the publicthey serve. A number of alternatives were raised during the listening sessions. This is in addition tointernal affairs processes.

● There was a call to, “Create a transparent process for complaints related to interactions with diverse members of the community that respects legal requirements but also allows for those impacted to feel heard. Report annually on UMPD’s diversity data and climate issues.” If people want to file a complaint against the UMPD, they have to speak to a supervisor at the department, which is intimidating.”

● University stakeholders suggested that reports [complaints] filed with UMPD should be publicly accessible if requested by the person reporting and the committee described above should be able to speak on what happens with cases and reports that are swept under the rug by UMPD. There needs to be greater accountability for UMPD members, reports and calls from students aren't taken seriously.” Students report that this information is public, but that they need to file the state equivalent of a FOIA request (Minnesota Data Practices Request Act).This is a concern for privacy because UMPD will know who put in the request.”



86 The Diversity Community of Practice. Listening Session. Held on October 30, 2020.87 SDS and BSAC. Listening Session. Held on September 30, 2020.88 Al-Mdinah Cultural Center. Meeting. November 17, 2020.89 Graduate Town Hall. Listening Session. November 4, 2020.

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● Repeatedly, CL Alexander heard concerns about the idea of police accountability board. The City of Minneapolis accountability board includes police officers. They didn’t want the police to be on the accountability board for the University.

UMN has the opportunity to step into a leadership role in higher education as a result of their closeproximity to the death of George Floyd and the impact that has had on their own experience with howcommunities want to be policed. There are deeper underlying issues of systemic racism that havebecome more evident in 2020 as a result of the protests over the deaths of Breonna Taylor, AhmaudArbery and George Floyd. The COVID pandemic has revealed disparities across many systems aswell. UMN can step into this experience in a way that takes the institution to a new level of alignmentwith its own values.

UMN has a host of internal assets that can be leveraged to help the University on this journey fromfaculty to programs, to the UMN campus community itself.

8.1 Recommendation: Develop a working group to engage assets within the UMN system to rethink criminal justice training and education, and other areas, to identify ways to reduce and eliminate institutional/systemic racism such as health, education, housing, employment, etc.

8.2 Recommendation: Use the UMN criminal justice related programs and minority and indigenous diversity groups to identify and promote evidence-based best practices in police reform and broader community involvement.

8.3 Recommendation: Participate in national forums or associations to promote higher education reforms in policing on campuses.

Findings: During a meeting with Deans, they noted that UMN is a system of campuses. What would itlook like to approach policing as a system, instead of focusing on just one campus? “The idea that justone police department or city is experiencing a problem is a part of the issue - we are not approachingthis as an institutional/systemic issue with policing itself. How can we, as the University of Minnesota,rethink public safety in a (University) systemic way that positively impacts us all?

Another perspective expressed that is relevant to the broader vision of UMN is to approach this entireexercise as a way to keep people out of trouble, to make changes that make it easier to abide by thelaw. “Instead of arresting people for biking through the mall, creating bike lanes through themall.Instead of dealing with noise complaints because the freshmen are partying again, consulting withacoustic engineers on future dorm constructions, and using HEAPR [Higher Education Asset



PILLAR 8: ROLE OF UMN AS A LEADER FOR ADDRESSING POLICE & SOCIETAL REFORMS

90 SDS and BSAC. Listening Session. September 30, 2020.91 UMN Deans. Listening Session. October 27, 2020.

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Preservation and Replacement] funds to modify existing dorms to have better acoustic properties.Instead of arresting people for [defecating] at the train station, putting a public bathroom at the Eastand West Bank platforms. Instead of constantly giving engineering student project group memberstraffic tickets for parking illegally near Keller Hall/Shepherd Labs/Mechanical Engineering, reserving aparking space in those areas specifically for student project groups. Not only would these policies justbe better for the campus community, but they would also save us money in the long run. It is so muchcheaper to just have a parking space "reserved for engineering student project group pick up/drop off"than to have a traffic patrol officer.”



92 Diversity Community of Practice. Listening Session. September 29, 2020.

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R P R E P A R E D B Y C L A L E X A N D E R C O N S U L T I N G , L L C P A G E 0 5


CONCLUSION

The charge for this report was to identify ways to improve the alignment of the UMPD with the broaderUMN campus community. The assessment involved over 70 listening sessions and interviews withmore than 30 key stakeholder groups. The major finding of that assessment is the acknowledgementthat a significant portion of the UMN campus community experiences policing as the threat, not crime.BIPOC, LGBTQ+, international and undocumented students, and those with disabilities and mentalhealth conditions experience police encounters from both a sense of historical trauma and currenttrauma that must be recognized, understood and addressed by changes in how UMPD officers engagewith civilians in every situation and interaction.

UMPD meets the standards of being a professional organization and has been trained in critical topicssuch as implicit bias, procedural justice and de-escalation. The challenge comes in fully integratingthose practices and principles so that all the community experiences interactions with officers as apositive experience, there to serve and protect, not to be protected from.

The purpose of the recommendations and action steps is to identify specific strategies to bring greateralignment to UMPD relationships within the broader UMN campus community through a cooperativepartnership with the key stakeholders.

UMN has the opportunity to emerge as a national leader by addressing the historical and systemicissues in a holistic way that commits to inclusion, continued learning, accountability and transparency inachieving progress of a more unified community that provides a safe and supportive environment for all.

The key to success in implementation of the recommendations and action steps is to ensure the highestlevel of accountability and support through a dedicated representative body that reports directly to thePresident of the University. Creating a quarterly accountability report card that updates theadministration and the entire campus community on progress toward each of the recommendations willhelp to keep the energy, focus and commitment of resources necessary for this journey.



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ATTACHMENTS

#1-STAND ALONE VERSION OF RECOMMENDATIONS AND ACTION STEPS

This attachment provides a distilled version of the recommendations and action steps to make themmore accessible for review, analysis and implementation purposes.

PILLAR 1: STRENGTHENING TRUST AND LEGITIMACY

1.2 Recommendation: Form or adapt an existing platform that reports directly to the President to be responsible for implementation of the recommendations in this report and to serve as a way to reimagine and co-create how the UMN community wants to be policed, what it should be and what it is not, and to get the input from all sectors and affected communities, especially the perspectives of all groups that experience disparate policing outcomes.

1.2.1 Develop a campus-wide philosophy of policing/public safety through broad and open input that examines all the options from restructuring police function, to restructuring, to expanding UMPD to address crime increases.

1.2.2 Engage the academic and research assets of the UMN campus community to support this effort and to create a community of practice that addresses police reform efforts and the broader efforts of UMN to address systemic racism in all its aspects.

1.2.3 Develop a Sanctity of Life standard that assures that everyone makes it home alive at the end of the day.

1.2.4 Although UMPD use of force complaints are low, study and adopt examples of best practices like the Camden County Police Department ICAT program and their six use of force principles that reduced citizen complaints against officers. Tactics: slow down, move back, take cover, assess, communicate, find alternative solutions.

1.2.5 Develop a formal review of options to demilitarize UMPD and eliminate the presence and use of military grade weapons, vehicles, and other resources.

1.2.5.1 Address the idea of ‘unarmed’ policing approach and what is the right level of weaponry for use by UMPD that fits the purpose and philosophy of policing for UMN.1.2.5.2 Differentiate UMPD from other law enforcement agencies by changing their uniforms.



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1.2.6 Conduct a review of UMPD policies and practices through an inclusive, consultative process to reduce risks to all (officers and campus community).

1.1.7 Increase transparency in UMPD Standard Operating Procedures/General Orders by posting them online.

1.2.8 Conduct a review of current immigration enforcement practices and clarify the role of UMPD with non-citizens on campus based on the new philosophy of policing being developed.

1.2.8.1 Issue a statement outlining the UMN approach to immigration issues for non-citizens on campus and the approach UMPD will take, how students, faculty and staff can safely seek support from UMPD as needed.

1.3 Recommendation: Create a dedicated Committee with the responsibility for processing historical trauma related to slavery and colonialism as it relates to the history of UMN and the broader issues of systemic racism.

1.3.3 Develop and issue an admission of historical trauma and commitment to address systemic racism as an organization (UMN and UMPD/DPS) (see U of Wisconsin Madison example).

1.4 Recommendation: Address the unique needs of all UMN campus community stakeholders, particularly those reporting particular concerns such as BIPOC, international students, LGBTQ+, and those with disabilities or mental health conditions as an intentional part of the reimagining policing and strengthening UMN’s broader efforts to address institutional and historical racism.

1.4.1 Convene each of the student cultural centers, international students, BIPOC, LGBTQ+, and those with disabilities or mental health conditions and the faculty, staff and groups that advise them to develop a specific set of recommendations for actions by UMPD and UMN to increase their ability to function in a safe and healthy environment.

1.4.2 Present the recommendations to the formal body designated to implement the recommendations of this report to the President. Include progress on adoption of approved recommendations in a report to the President on a quarterly basis.


2.2 Recommendation: Establish a code of behavior/philosophy of policing using the internal and external procedural justice principles of fairness, voice, transparency and impartiality



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that emphasizes sanctity of life and the difference between a philosophy of deterrence andcompliance vs. procedurally just policing which is a shared commitment to a law-abidingcommunity.

2.2.1 UMPD should fully train, implement, supervise and measure procedural justice practices and their impact on the quality and fairness of officer interactions with the UMN campus community, especially for those populations with higher risk of negative interactions in the past.

2.2.1.1 Implement a practice that every officer provides a card with contact information by which a community member can provide immediate feedback on officer behavior.

2.2.2 Conduct a review of UMPD stops, arrests and complaints to assess the equity, or differences of the impact and outcome of UMPD policing practices in order to identify areas for increased alignment with the philosophy of policing.

2.2.3 Study and implement an Active Bystandership for Law Enforcement (“ABLE”) initiative to help police officers stop unnecessary harmful behavior by fellow officers for use by UMPD and offer as a training resource to other law enforcement agencies in Minnesota.


3.3 Recommendation: The President of UMN should work directly with the mayors of Minneapolis and St. Paul to clearly establish the roles and responsibilities for policing the neighborhoods that are contiguous to UMN campuses and facilities and the role of UMPD in responding the calls for service there.

3.3.1 Include light rail and other contiguous police agencies in the discussion.

3.3.2 Develop a formal operating memorandum of understanding that clarifies if and when UMPD officers are to respond to incidents off-campus and under what parameters.

3.3.3 UMPD should use the same on-campus policing style when policing adjacent campus neighborhoods [as defined by the Clery Act], i.e. bike patrols, walking beats, etc.

3.3.4 Coordinate crime prevention and problem-solving efforts with MPD and St. Paul Police Departments (“SPD”) in surrounding neighborhoods.

3.4 Recommendation: As part of revisioning the role of UMPD on the UMN campus, take a holistic systems approach to defining the roles for UMPD and ways to better link with



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and integrate more appropriate responses to social issues such as mental health, welfarechecks, domestic violence, sexual assaults, disabilities and homeless situations through anintegrated Community Safety or Community Response Team.

3.4.1 Establish a study group under the newly charged body to take on the implementation of these recommendations to research, design and recommend a Community Response Team approach that integrates all available resources for student services, mental health, substance abuse, mediation and other services.

3.4.2 Design a strategy using existing resources to test new ways to divert dispatch and 911 calls to more appropriate responders building on the Behavioral Consultation Team approach already in place.

3.4.3 Launch a multi-jurisdictional teaming approach with policies, procedures, training, monitoring and evaluation measures, and leadership support.

3.4.4 Require emergency contact information for all students, staff and faculty to improve alternative responses to calls for service and welfare checks.

3.4 Recommendation: Complete an analysis and review of UMPD staffing needs to address the revised levels of programming and response to crime on campus as the community safety response team is being designed and implemented.

3.4.1 Address the request for additional officers from UMPD based on the redesign of the policing philosophy, tactics, policies and practices.

3.4.2 Examine the current use of civilians in University Security and make recommendations to improve their impact and effectiveness as an alternative to fully armed officers.

3.4 Recommendation: Align hiring practices and diversity recruitment strategies to fit the revised policing model and newly clarified roles and responsibilities for UMPD officers and staff.

3.4.3 Include UMN campus community representatives in the design of the hiring criteria and in the selection process for new hires.

3.4.4 Require newly hired officers to intern with different student groups as part of their onboarding probationary period.

3.4.3 Ensure that the field training officer program (FTO) is realigned to match the renewed philosophy of policing for UMPD.



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3.4.5 Recommendation: Develop scenario-based training events that involve UMPD and students/faculty/staff that highlight the challenges and experiences on both sides to improve the culture and practice of policing and behavior on campus and in surrounding neighborhoods.

4.5.1 Use examples shared by the UMN campus community about ways they don’t want to be policed for joint scenario-based table top exercises between UMPD and the UMN campus community.

4.6 Recommendation: Engage students, staff and faculty in regular UMPD scenario-based training exercises as part of existing training modules or newly developed trainings for UMPD.

4.6.1 Engage with the UMN campus community in the design and delivery of all trainings for UMPD where appropriate.

4.7 Recommendation: Increase transparency in training by sharing the core components of each training module received by UMPD online, where it doesn’t violate the safety of officers.

4.8 Recommendation: Add trauma-informed care to training requirements, sensitize officers to understand how their behavior creates trauma, exacerbates or triggers past trauma and how to police in more healthy ways.



5.5 Recommendation: Assess the perceptions and experiences of all UMN campus community members of UMPD interactions, particularly international students, undocumented students, BIPOC, LGBTQ, mental health and disabled populations to monitor areas for improvement.

5.5.1 Identify and document better ways to measure the experiences of all campus community members and provide quarterly reports to the new oversight body responsible for implementing the recommendations of this report.



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5.6 Recommendation: Officers provide their cards to everyone they interact with to provide feedback on how the interaction went with a system that tracks, monitors, analyzes and corrects behavior.

5.7 Recommendation: Conduct a periodic audit of police performance to monitor disparate policing outcomes and the nature of police community interactions.

5.8 Recommendation: Create a regular forum where students, staff and faculty can process negative and positive experiences with the Department of Public Safety generally and UMPD specifically. Use these forums a way to identify areas for problem solving and proactive response by the University and DPS.


6.1 Recommendation: Demilitarize the UMPD, eliminate all military grade weapons, vehicles, ammunition, tear gas, except under certain conditions that will be determined through this review process.

6.3 Recommendation: Expand the Blue Phone system and video monitoring to increase safety while reducing the UMPD presence and footprint.

6.3 Recommendation: Deploy the use of body cameras to increase accountability, provide documentation of events, and identify areas for corrective training for officers.

6.4 Recommendation: Use ID center/help desks instead of security to manage building access, and eliminate the risk of disparate treatment.

6.8 Recommendation: Conduct lighting review and Crime Prevention Through Environmental Design (CPTED) assessment of UMN campus locations and contiguous neighborhoods to help reduce crime.

6.9 Recommendation: Ensure officers have less-lethal alternatives and are trained to use them.

6.10 Recommendation: Implement a safety app that can act as a ‘virtual escort.’

6.8 Recommendation: Consider testing new apps that allow the voluntary sharing of personal information by students with special needs, disabilities, mental health conditions, or other situations that would be improved by the police responding to calls that involve them with the correct information about their conditions or situations, including emergency contacts.



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PILLAR 7: COMMUNITY ENGAGEMENT IN ACCOUNTABILITY/TRANSPARENCY

67.1 Recommendation: Review the UMPD complaint process to determine if it needs to be more accessible, transparent, and productive, to identify ways to hold individual officers accountable and improve the UMPD overall performance through changes to policy and practice.

7.4 Recommendation: Form a study group as part of Pillar 1A to review the current accountability structures for UMPD and Department of Public Safety (DPS) and recommend alternatives for greater accountability and transparency in addressing UMN campus community complaints and concerns.

7.5 Recommendation: Develop a Critical Incident Review process similar to Sentinel Event Reviews conducted in transportation and medicine to identify systemic issues that need to be corrected to prevent similar future incidents.

7.5.1 Conduct critical incident (SER) reviews to learn from critical events such as Somali Night 2018 to identify and address systemic barriers to improve policing outcomes, prevent similar situations and improve community alignment.

PILLAR 8: ROLE OF UMN AS A LEADER ADDRESSING POLICE & SOCIETALREFORMS

8.1 Recommendation: Develop a working group to engage assets within the UMN system to rethink criminal justice training and education, and other areas, to identify ways to reduce and eliminate institutional/systemic racism such as health, education, housing, employment, etc.

8.2 Recommendation: Use the UMN criminal justice related programs and minority and indigenous diversity groups to identify and promote evidence-based best practices in police reform and broader community involvement.

8.4 Recommendation: Participate in national forums or associations to promote higher education reforms in policing on campuses.



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#2-UMN CRIME DATA FOR 2018-2020

Calls for service on and near UMN campuses

Minneapolis campus 2020 year-to-date

Crime Trends

St. Paul Campus 2020 year-to-date

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#2-UMN CRIME DATA FOR 2018-2020

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93 University of Minnesota Department of Public Safety, 21st Century Policing Practices,” October 19, 2020.


Table 9. Clery Act crime data comparison across universities.

#3 UMPD TRAINING AND EDUCATION

Training and Education

Train Officers to Address a Growing Variety of Challenges

DPS consistently mandates training to staff members to ensure they aretrained in the latest techniques and tactics to provide the best public safetyservices possible. The department has monitored key issues affecting ourcommunity to develop training and improve employee skills. In 2018, the MNPOST Board (Police Officers Standards and Training) released new policelearning objectives to address officer interactions with individuals with mentalillness crises, address diversity, and de-escalation skills. When theseobjectives were released, the department had many of these trainingrequirements and practices in place. The department currently promotes and

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provides instruction in Fair and Impartial Policing, Procedural Justice, and LawEnforcement Active Diffusion Strategies.

1. MN POST Mandated In-service Training Objectives ○ In-service Use of Force Learning Objectives ○ Crisis Intervention and Mental Illness Crises In-Service LearningObjectives ○ Conflict Management and Mediation In-Service Learning Objectives ○ Implicit Bias, Community Diversity, Cultural Differences In-ServiceLearning Objectives

Fair and Impartial Policing ○ Instructor Training in 2016 ○ Department training in 2016 ○ All new officers receive training during orientation

Procedural Justice through the Center for Public Safety and Justice (CPSJ) ○ Instructor Training in 2018 ○ Department training in 2018 ○ All new officers receive training during orientation

First Responders and Mental Health Crisis through People Incorporated ○ Department training in 2019

Law Enforcement Active Diffusion Strategies Training ○ Instructor training in 2019 ○ Department training October 2020 ○ Added to new officer Use of Force training

The department believes hosting training is not only beneficial to area lawenforcement partners but also our community partners. Offering training to amultidisciplinary audience allows for consistent information between groupsand collaboration.

In 2017 and 2019, the department hosted Senior Special Agent (Retired)Russell W. Strand. Mr. Strand presented a one-day training on ForensicExperiential Trauma Interviewing. This training brought in a multidisciplinarygroup of people. The audience included police investigators, patrol officers,counselors, and advocates.

In early February 2020, the department hosted a Threat Assessment SystemsTraining. Participants gained an understanding of the threat assessmentprocess that included the history and background of threat assessment, threatassessment research principles, risk factors, and behavioral indicators. Inaddition, there was a discussion of the concepts and advantages of acommunity-based, multidisciplinary threat assessment system, teamdynamics, threat assessment process, and management principles. Theaudience included members of threat assessment teams across the state.




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Members from the University of Minnesota’s teams were in attendance.

2. Additional TrainingAll Officers are enrolled with PATROL Online through theLeague of Minnesota Cities. Training topics include:

○ Force and De-escalation ○ Mental Health ○ Emotional Wellness for Law Enforcement ○ Training on timely issues affecting Law Enforcement

True North Constitutional Policing

The Minnesota POST Board has approved this training for five (5) credit hours,in partial satisfaction of the requirements of Minn. Stat. § 626.8469, relating tothe following learning objectives: Recognizing and Valuing CommunityDiversity and Cultural Differences to Include Implicit Bias Training: Objectives1, 2, and 3 inclusive; and Conflict Management and Mediation: Objectives 1(A)and (B); 2(C) and (D), and 3(D).

○ Completed by all UMPD personnel in 2020

Preventing and Responding To Sexual Misconduct

○ Completed by all DPS personnel in 2019

3. Combating Implicit Bias, Verbal Defense, and Influence

All University Security employees receive training to enhance theireffectiveness as DPS and University representatives. Employees complete a 4hour Combating Implicit Bias course led by UMPD. This course prepares employees to recognize their own racial andcultural biases and to limit the role these biases play in shaping their actions.The course includes instructor-led dialog which explores scenarios common tosecurity employees. Employees also complete a 5.5-hour Verbal Defense andInfluence course led by University Security trainers. This course, which usesmaterials published by Vistelar, provides employees with a general frameworkfor making public contacts in addition to strategies for de-escalation. Thecourse includes instructor-led dialog which explores scenarios common tosecurity employees.

4. PSECC Training

Prior to hire, The PSECC requires completion of a training program that meetsthe standards of the National Emergency Number Association (NENA) or theAssociation of Public-Safety Communications Officials (APCO) for 911Telecommunicators. These standards require training on various 911technologies, call classification and processing, the Incident Command Photos provided by the University of Minnesota; used with

permission January 2021.

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System (ICS), and liability issues. After hire, new team members thencomplete additional training that is specific to the University systems andenvironments.

Since it is impossible to be too good or too knowledgeable regarding any taskor subject, after completing on-the-job training PSECC team members areencouraged to practice, to be prepared, and to plan for the next level of theircareers. This includes participation in advanced call-processing training onsubjects such as active assailant, crisis negotiation, and tactical dispatch.




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BOARD OF REGENTS

DOCKET ITEM SUMMARY

Board of Regents February 12, 2021 AGENDA ITEM: Report of the Committees


PRESENTERS: Regent Kendall J. Powell PURPOSE & KEY POINTS Pursuant to Board of Regents Policy: Board Operations and Agenda Guidelines, “The Board conducts business through meetings of the Board and its committees…. [and] Committees provide recommendations for action by the Board. Typically, standing committees have the following responsibilities:

Recommend action on matters where the Board has reserved authority to itself as outlined in Board of Regents Policy: Reservation and Delegation of Authority and other Board policies;

Provide governance oversight on topics within the committee’s purview; Review and make recommendations on relevant new and existing Board policies; Receive reports on policy-related issues affecting University departments and units; Receive information items (e.g., status reports on current issues of concern and

administrative searches); and Review other items placed on the agenda by the Board chair in consultation with the

president and Board vice chair.”

BACKGROUND INFORMATION Current committee chairs:

Audit & Compliance Committee – D. Rosha Finance & Operations Committee – D. McMillan Governance & Policy Committee – J. Mayeron Litigation Review Committee – R. Beeson Mission Fulfillment Committee – T. Anderson


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February 2021 - University of Minnesota Board of Regents

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