The Regents of University of Minnesota

The meeting commenced with acknowledgments regarding campus safety concerns related to ice conditions and statements regarding preventing federal immigration enforcement operations on campus. Discussions included Regent Bergstrom providing context on his personal views shared previously and the administration detailing four key areas of focus in response to current community stress: fostering inclusion and support through healing circles and resource sessions, advancing security measures and offering legal representation, empowering local leaders to support students concerned about in-person learning, and transparent communication of known facts. The board recognized the service of outgoing Vice President for Clinical Affairs and Dean of the Medical School, Dr. Jacob Toller. Formal introductions were made for three new senior leaders: Michael Rodriguez as Chancellor of the University of Minnesota, Morris; Erin Ston as Vice President for Government and Community Relations; and Dr. Michael Davis as Assistant Vice President and Chief of Police. The board approved the minutes and consent report. The President's report summarized ongoing university efforts aligned with the four focus areas, including initiatives to support mental health and food security, such as the expanded Nutritious U food pantry.

The Mission Fulfillment Committee meeting covered the annual report on the state of the university research enterprise. Key discussions focused on research expenditures reaching $1.41 billion for the Twin Cities campus and $1.44 billion systemwide in Fiscal Year 2024, positioning the Twin Cities campus 12th among public research universities nationally. The report highlighted a durable enterprise with significant growth across all major support sources, including a 97% increase in business and industry research expenditures over the last decade. Sponsored award competitiveness was noted, with $1.22 billion competed for in Fiscal Year 2025. Significant discussion centered on technology commercialization (Techcom), noting record performance in US patents, startup creation (26 launched in FY2025), invention disclosures, and licensing deals. Specific examples emphasized interdisciplinary research addressing community challenges, such as dementia research in indigenous and rural communities and agricultural solutions via the Yord Bioscience spinoff company. The committee also addressed federal funding headwinds, noting uncertainty and potential policy shifts impacting future awards, and discussed the trend of the university's national ranking dropping from 8th in FY2015 to 12th, emphasizing the need for continued substantial investment to maintain its top-tier status.

The Litigation Review Committee meeting agenda focused on one primary item: considering a resolution to conduct a non-public meeting to discuss attorney-client privileged matters. The purpose is to obtain legal advice regarding specific University actions and their legal consequences, balancing the Open Meeting Law requirements against the need for absolute confidentiality in discussing litigation strategy in certain matters involving the University of Minnesota.

The Governance and Policy Committee continued its discussion regarding the board's appointment authority related to Division One head coaches and potential adjustments to associated thresholds. Key topics included reviewing the current policy from March 2024, which reserves authority to the board for naming specific positions (including the Director of Intercollegiate Athletics and head coaches for football, men's/women's basketball, men's/women's hockey, and volleyball). The committee largely favored proceeding with a pre-approval option where the President could execute agreements within board-defined parameters, requiring board approval only if parameters are exceeded. Considerations discussed for implementation included defining compensation calculation methods (annual versus total value, including incentives), using market position relative to Big Ten peers as a benchmark, establishing clear policy terms (annually adjusted or fixed), differentiating between initial agreements and amendments, and defining post-approval reporting requirements. Committee members expressed a preference for using market position benchmarks over fixed dollar thresholds due to rapid market changes, though concerns about the potential for percentile benchmarks to inflate costs were raised.

The meeting commenced with the introduction of the student representative. Key discussion points revolved around a period of transition within the leadership, noting the departure of the Vice President and Dean of the Medical School and welcoming the incoming interim executive vice president. The committee reviewed the 2025-2026 work plan, which is designed to be flexible and focuses on operationalizing a new vision for clinical partnerships to serve Minnesota's needs and developing the health sciences fields across the state. A significant portion of the meeting was dedicated to an update on Destination Medical Center (DMC) and its connection to the University of Minnesota Rochester campus expansion. This expansion aims to increase the health and healthcare workforce for Minnesota, especially rural areas, by growing the Rochester campus capacity, which is currently at capacity. The proposed facilities expansion vision includes three parts, contingent on securing investment: expanding lab/classroom space in Discovery Square, creating a central academic building that serves as a campus crossroads and houses the new National Institute for Learning Innovation Research, and developing a student residential and recreational district. Discussions also touched upon securing investment from DMC and discussing remaining city sales tax dollars designated for campus growth.