A. Provide a quality curriculum with a solid liberal arts foundation for each field of study to prepare students for rich, full lives, productive careers, and civic leadership.

B. Expand and strengthen the University’s commitment to research and creative activity, both as a means of enriching the learning environment and as a driver for economic development.

C. Serve the people of North Dakota, the region, the nation, and the world more effectively through applied and basic research, cultural experiences, and economic development programs as well as through a comprehensive array of educational offerings.

D. Improve the campus climate for living and learning

E. Optimize and stabilize enrollment to achieve the desired number and mix of students appropriate to the University’s mission

F. Optimize the use of information technology to improve student learning, research, and the administration of the University

G. In support of all of the above, ensure that the University has a well-prepared, enthusiastic faculty and staff, first-rate physical facilities, an adequate financial resource base, and an appropriate, efficient organizational structure

In this section, specific goals, action strategies, and appropriate indicators and measures of success are identified. The described goals are expressed in measurable terms so that they can be tracked.

Each of the following sections were derived from recommendations arising out of the task groups asked to give focused consideration to a specific priority/action area(s) and to recommend goals, objectives, and action strategies to be pursued University-wide. It should be noted that each of the organizational units of the University has developed and published unit strategic plans showing how they will address each priority/action area.

The extensive array of courses and programs available at UND in its undergraduate, graduate and professional schools and colleges provides opportunities for students to achieve their personal educational goals. At the same time, extra-curricular and co-curricular activities complement formal academic work undertaken in classrooms, laboratories, studios and libraries. This mix of experiences is designed to help achieve a set of common educational goals for all UND students.

• Table 3: Goals for All Students

GOAL 1: A strong General Education curriculum serves as a coherent and substantial foundation for undergraduate majors at UND.

Indicators of success:

• High performance of students on national exams.AA6,7
• All co-curricular and extra-curricular programs address General Education goals.
• The effectiveness of the overall General Education program and the individual courses in the General Education inventory are continuously evaluated and changes made as necessary.
• Surveys of graduates and employers indicate high degrees of satisfaction with UND education.EEA4; AA8,9,17
• Advisors in co-curricular programs, and in all majors, regularly assist students to make connections within the General Education curriculum and between the General Education curriculum and their majors.
• Every major includes curricular strategic elements designed to reinforce and further develop skills inculcated in the General Education curriculum.
• Program accreditation achieved and sustained. AA10
• High annual number of national awards and fellowships (for example, Truman, Fulbright).

University-wide action strategies/objectives:

1. Develop ways and means of measuring the "value-added" impact of general education in light of general goals for students (Table 1) and revise the General Education curriculum as data indicate. (VPA,US/Ongoing)

2. Track success of academic departments by ensuring that goals and objectives of our General Education Program are explicitly built into courses for majors. (VPA,IR/Ongoing) EEA2; FLC2

3. Retain all current program accreditations; seek and secure where available unqualified accreditation for currently unaccredited programs. (VPA/Ongoing) AA10

4. Fund expansion of academic service units, such as the libraries, to support new courses and to enhance access to information. (P,VPA/Ongoing)

5. Continuously evaluate General Education courses; improve or eliminate as necessary. (VPA/Ongoing) Explore ways and means of providing/requiring advising before students register for courses each semester. (VPA,VPS/AY'02)

6. Establish in all co-curricular and extra-curricular programs purpose/mission statements addressing their respective connections to general education objectives. (VPA/F'01)

7. Establish minimal entry and exit proficiency standards for all programs with respect to the use of computers and other information technology tools. (VPA,VPS,D/AY'02)

8. Consider establishment of a University-wide student fellowship officer/advisor. (P,VPA,VPS/F'01)

9. Establish criteria and identify at least six nationally distinctive academic programs of excellence, for example, Aerospace - based on recent designation by the Federal Aviation Administration. (VPA,MD/AY'02)

10. Ask each department and/or school and college to consider establishing external advisory councils. (VPA/AY'02) EEB2

GOAL 2: A comprehensive outcome-based plan for assessment of student learning is fully implemented at the University level and in each department.

Indicators of success:

• High performance of graduates on national and professional licensure exams. AA7

• Assessment plans in place and implemented.

• Curricular offerings are systematically refined and teaching improved based on assessment information.

• Program accreditation achieved and sustained.

University-wide action strategies/objectives:

1. Ensure that assessment plans are in place and working. (VPA,MD/Ongoing)

2. Collect and analyze academic program assessment data. (VPA,MD/Ongoing)

3. Make changes in curriculum as indicated by regular assessment activities. (VPA,MD/Ongoing) EEB8

4. Document teaching (learning) effectiveness more thoroughly and take more seriously in faculty personnel decisions. (VPA,MD,US/Ongoing)

5. Assess departmental and campus resources needed to implement effective assessment. (VPA,MD/Ongoing)

6. Sustain rigorous program of evaluation of graduate programs. (VPA/Ongoing)

GOAL 3: All graduates of UND have experiential or service learning as part of their education.

Indicators of success:

• Definition of experiential learning agreed upon by
• Provost/Dean/Chairs/Faculty.
• Exit surveys and/or tracking by registrar indicate that all students graduate
• with experiential learning on transcript.
• All departments have designated experiential learning requirements.

University-wide action strategies/objectives:

1. Develop and offer a course or courses with substantial experiential or service learning components in each undergraduate academic program. (VPA,MD,US/Ongoing)

2. Include questions about experiential and service learning opportunities on exit surveys of graduates. (VPA,IR/Completed)

3. Note experiential and service learning courses on transcripts. (VPA,R/AY'02)

4. Analyze national trends in experiential learning and service learning and determine the current status of these at UND as a basis for designing a comprehensive program. (P,MD/Completed)

5. Assign responsibility for coordinating implementation of a general experiential learning requirement to a specific individual in the Provost's Office. (VPA/F'01)

6. Establish partnership with the American Humanics organization in establishing a social service-learning certification program for students. (VPA/Underway)

GOAL 4: The UND curriculum effectively prepares graduates for lives in a diverse, complicated, and interdependent world.

Indicators of success:

• Increased percentage of UND students studying abroad for at least one semester and of international students studying at UND.

• Increased National Student Exchange participation.

• Increased number of UND faculty studying and teaching abroad.

• Increased number of visiting faculty from abroad.

• Academic programs clearly reflect a commitment to the importance of multiculturalism and globalization.

• UND is acknowledged as a Center of Excellence for educational programs and services for American Indians.

University-wide action strategies/objectives:

1. Increase by 25 to 50 percent the number of UND students studying abroad for at least one semester and by 2005 increase by 25 to 50 percent the number of international students studying at UND. (VPA,VPS) (See also Priority Action Area E.)

2. Increase the number of UND faculty teaching and studying abroad and the number of visiting faculty from other countries by 10 percent each year. (VPA/Ongoing)

3. Strengthen and expand the number and variety of programs and services to American Indian students on campus and to American Indian citizens in the region, with the goal of being acknowledged as the leading university in the U.S. for educational programs and outreach activities for American Indians. (VPA,VPS, AIPC/Ongoing)

4. Sustain the Nordic Initiative and relationship with the American College of Norway. (VPA/Ongoing)

5. Strengthen the International Programs Office to provide support for foreign students and faculty and to expand study-abroad opportunities for faculty and students. (VPA/Underway,ongoing)

6. Join and actively participate in the National Student Exchange. (VPA,VPS/Completed,ongoing)

7. Review and refine curricula, as appropriate, to reflect a commitment to the importance of multiculturalism and globalization, addressing necessary actions to ensure that research and scholarship on international topics are considered appropriately within each discipline. (VPA,US/Ongoing)

8. Explore feasibility of establishing a UND program base in Central Asia. (VPA/Ongoing)

9. Expand UND's worldwide reach through partnership with the "Worldview" organization in Norway and Sri Lanka. (VPA/Underway,ongoing)

10. Secure a license to operate in and interact with Cuba to explore and develop educational/other exchange programs. (VPA/Completed,ongoing)

11. Develop School of Business program in Shanghai in cooperation with University of Shanghai for Science and Technology and explore other "Exchange Agreements" throughout the world. (VPA,P/Ongoing,underway)

12. Consider more flexibility in evaluating qualifications of foreign students in the admissions process, (VPA, VPS/Ongoing)

GOAL 5: The University has a quality faculty.

Indicators of success:

• High number of teaching and research awards and recognition. EEC4

• Percentage of faculty having terminal degrees exceeds 75 percent.

• All departmental tenure, promotion, and annual performance appraisals address the expectation that faculty will be teacher-scholars able to model lifelong learning for students. EEC6

• Students highly rate faculty as facilitators of learning.

University-wide action strategies/objectives:

1. Reach the 20th percentile of the AAUP faculty salary scale by 2005 and the 40th percentile by 2010. (P,MD) EEB1

2. Continue to improve a faculty reward structure reflecting the expectation of involvement in teaching, research and service. (VPA,MD/Ongoing) EEB1

3. Survey graduates on the quality of instruction. (VPA,MD,R/Ongoing)

4. Provide students with the opportunity to evaluate every course, providing feedback for instructional improvement to faculty and to departmental chairpersons. (VPA,MD/AY02)

5. Implement new Board policy requiring at least an annual written and face-to-face performance review of each faculty and staff member. (VPA,MD/AY02)

6. Facilitate the systematic nomination of faculty for national awards and recognition. (VPA,MD/Ongoing)

GOAL 1: The University community, particularly its administrative leadership, affirms and lives up to its commitment to research and creative activity.

Indicators of success:

• All faculty are scholars engaged in research and creative work.

• Cabinet-level promotion and coordination of research and scholarly activity.

• Existence of unquestionable Centers of Excellence.

• High level of external funding for research. AA11; FA28

• High annual number of national awards and recognitions.

University-wide action strategies/objectives:

1. Establish an Office for Vice President for Research with a staff and budget, appoint a highly-qualified vice president via an inclusive national search. (VPA,URC/F'01)

2. Establish criteria for identifying centers of excellence. (VPR,VPA,MD,URC)

3. Identify at least six centers of research excellence by July 2002. (URC,VPR,MD)

4. Establish a permanent University Research Council. (P/FY'01)

5. Seek broad recognition of the principle that leadership is key. The University needs an aggressive collaborative model of leadership that supports entrepreneurs and visionaries such that the research enterprise thrives on new, idea-driven, even risky approaches. (All/Ongoing) EEC6, FLA2

GOAL 2: UND achieves $100 million in annual external funding ($80 million for research), 2006.

Indicators of success:

• Increased number of grant proposals submitted. AA11

• Increased percentage of successful proposals. AA11

• Increased per annum cumulative dollar value of successful proposals. AA11

• Increased per annum cumulative dollar value of indirect cost recovery to support research.

• Increased number of externally supported collaborative research projects. AA11

University-wide action strategies/objectives:

1. Establish at least six Centers of Excellence in the research realm by July 2002. (VPR,MD,URC)

2. Identify and remove impediments to research and creative activity on an ongoing basis. (VPR,MD,URC/Ongoing)

3. Expand infrastructure (research facilities, equipment, support personnel, library holdings) to support increased research activity. (P,VPR/Ongoing)

4. Encourage collaborative (cross-unit and with external organizations) research projects. Begin by identifying potential collaborations. (VPR,MD,URC/AY'02) EEC3; ED1; EED1

5. Establish incentives including a base seed money fund of at least $500,000 per year to encourage research productivity. (P/Ongoing) EEC4
6. Fill open positions with individuals with high potential for creativity and performance in the area of research and other forms of scholarship. (VPA,MD,P/Ongoing)

7. Help sustain and strengthen the "EPSCoR" Program in partnership with other State institutions. (VPR,VPA,MD/Ongoing) EEC4

8. Ask all departments to make sure that criteria for tenure, promotion, and annual reviews address the expectations of active, high-quality research and creative activity. (VPA,MD/AY'02) FR13; EEC6

GOAL 3: UND achieves "Doctoal/Research Universities - Extensive" Carnegie classification by 2006.

Indicators of success:

• Carnegie reclassification achieved.

University-wide action strategies/objectives:

1. Increase number of doctoral students by 5 to 10 percent each year toward target of 60 doctoral graduates per year. (VPA,VPS,MD)

2. Increase number of graduate stipends by 20 percent each year until target of 60 is reached. (VPA)

3. Increase grant-funded GRAs by 10 to 20 percent each year between 2001 and 2006. (VPA,VPR,MD)

4. Add five new doctoral programs by 2005. (VPA)

5. Explore concept of multi-disciplinary "graduate research institutes" within the Graduate School. (VPR,URC/F'01)

6. Maintain competitive graduate student stipends. (VPA/Ongoing)

7. Establish vigorous graduate-student-recruiting program. (VPA,VPS/AY'02)

GOAL 4: UND is the regional leader in the number of research, creative activity, and scholarship experiences available to undergraduates.

Indicators of success:

• Increased number of research experiences for undergraduates.

• Increased number of undergraduates engaged in research or scholarly projects and creative activities.

University-wide action strategies/objectives:

1. Provide credit-bearing, senior-level opportunities for students to engage in extended research, creative, or scholarly projects (for example, senior theses). (VPA)

2. Double the number of grant-funded research experiences for undergraduates (REUs) by 2005. (VPA,VPR,MD)

GOAL 5: Where appropriate UND links research and creative activity to the economic development in and for the people of North Dakota.

Indicators of success:

• Increased annual number of UND partnerships. AA5

• Increased annual number of UND spin-off start-up companies.

• Increased annual number of patents and licenses.

• Increased annual number of Technology Park tenants.

• Increased number and trend of high-tech jobs in the region.

University-wide action strategies/objectives:

1. Increase strategic partnerships between UND and external public and private entities (for example, businesses, foundations, agencies) by 10 percent a year beginning in 2001. (VPR,VPA,VPS) AA5

2. Increase effort to develop the University's Technology Park so that it reaches capacity by 2008. (VPR,VPA)

3. Explore new, effective ways of providing both financial and nonfinancial support for start-up companies established by faculty, staff, and students. (VPR/Ongoing)

4. Consider establishment of an Economic Development Advisory Council to work with the University Research Council. (VPR,URC/AY'02) EEC3
5. Sustain business-incubator, entrepreneurship, and Small-Business Innovation Research programs. (VPA/Ongoing)

6. Review and refine UND's policy on "intellectual property." (VPR,VPA,MD/AY'02)

7. Sustain and enhance UND-related foundations, such as the Energy and Environmental Research Center Foundation, dedicated to this research goal. (P,C/Ongoing)

8. Explore new or enhanced multi-disciplinary areas of research/scholarship that can be based upon established programs. For example, consider an airline/transportation industry policy center, a water resource management center, a rural health policy center. (VPA,MD/Ongoing)

GOAL 6: The University is widely and generally recognized as a leading research university. Faculty throughout the University are celebrated for their creativity and recognized for contributions to the advancing edgeof knowledge in a wide variety of fields.

Indicators of success:

• Increased local, regional, and national coverage of UND "research" and "scholarship."

• Increased number of major outside speakers and visiting artists, benchmarked to FY'00 number of speakers. Through departmental planning and reporting, track increase in outside speakers participating in departmental seminar series.

• Increase in national and regional professional conferences or meetings at UND.

• "Research and Scholarship" link established and regularly updated on both the UND page and the Alumni Association page. National recognition of Web site achieved.

• Increased support and partnership of private companies, government agencies, and other research universities with UND on research and creative activities.

University-wide action strategies/objectives:

1. Enhance communication mechanisms used to promote the research and scholarship strengths of UND. For example, consider publication on research and creative work of faculty, a "UND Research" Web site, and other means. (VPR,UR/Underway,ongoing)

2. Consider holding annual faculty scholarship recognition event. (P,VPR/AY'02)

3. Ask all colleges, schools, departments, and centers to identify potential professional conferences to be held in Grand Forks, or elsewhere in North Dakota, in partnership with other institutions. (VPA,MD,P/AY'02)

4. Establish partnership mechanisms and funding for major outside speakers to promote research and scholarship activity at UND (examples: UND Foundation, Grand Forks Region Economic Development Corporation). (P/AY'02)

5. Work with civic and university leaders to enhance infrastructure (for example, hotels and air-service) in order to improve UND's ability to attract national and regional professional conferences and meetings. (P/Ongoing)

6. Establish a "Research and Scholarship" link on UND's home page and on that of the UND Alumni Association. (UR/F'01)

7. Participate in an annual research and development conference to help the private sector and federal, state, and local leaders better understand the opportunities afforded to North Dakota by university research efforts. (VPR,URC,MD/Ongoing)

GOAL 1 : The University is recognized throughout North Dakota and the region as a primary source of public cultural and arts programming and enrichment.

Indicators of success:

• Positive trend in number of endowed lectureships and attendance.

• Positive trend in listeners of Northern Lights Public Radio.

• Positive trend in listeners of Prairie Public Radio.

• Positive trend in viewers of Channel 3 TV.

• Positive trend in locally-originated programs on Channel 3.

• Positive trend in richness of programs at the Chester Fritz Auditorium and other UND facilities.

• Positive trend in number and quality of visiting artists.

• Positive trend in number and quality of exhibits at the North Dakota Museum of Art.

• Positive trend in number and quality of music and art programs (on campus, summer camps, outreach, others) for elementary and secondary school students

• Positive trend in tours by UND choirs, theater and other arts groups.

• Positive trend in numbers of Burtness Theatre patrons.

University-wide action strategies/objectives:

1. In cooperation with the Convention and Visitors Bureau, establish and participate in a Culture and Arts Coordinating Council to optimize the uses of the Chester Fritz Auditorium, Burtness Theatre, the Alerus Center, the Engelstad Arena, the Empire Arts Center, and other facilities throughout the region. (P/AY'02)

2. Expand the staffing of Northern Lights Public radio to allow program enrichment and to enable the station to become more self-supporting and to serve as a link for UND to Prairie Public Radio. Build additional programming into TV Channel 3 and explore ways of connecting UND programs to statewide Public Radio and television networks. (P,VPS/Ongoing)

3. Establish a systematic program whereby theater, band, orchestral music, and art groups perform/exhibit throughout North Dakota and the region and continue to host school choral and band programs on campus. (VPA,VPS/Ongoing)

4. Increase marketing efforts to build participation in campus events. (VPA,UR,SG/Ongoing)

5. Sustain strong annual Writers Conference and Faculty Lectureship Programs. (VPA/Ongoing)

6. Continue publication of a high-quality annual President's Report and other periodicals such as UND Dimensions and the North Dakota Quarterly, and explore other ways of showcasing UND's ventures. (P,UR/Ongoing) EED5

7. Establish an annual public lecture program. (VPA/AY'02)

8. Highlight and market the Chester Fritz Library as a public service resource. (VPA,UR/Ongoing)

9. Increase the number of endowed lectureships to 12 by the year 2010. (VPA,MD,Fo)

10. Continue to publish UND Serves North Dakota: A county-by-county summary. (UR,MD/Ongoing) EED5

11. Sustain relationship with the North Dakota Museum of Art. (VPA,P/Ongoing)

12. Consider development of an American Indian art program within the Art Department. (VPA/Underway)

GOAL 2: The University offers a full array of accessible, affordable degree programs and continuing education programs addressing both the regions need for particular kinds of graduates and for educational opportunities.

Indicators of success:

• Increased number of program offerings addressing regional employment needs (particularly technical programs). ED3

• Increased non-traditional student enrollment. AA21

• Low tuition vs national/regional levels vs. median North Dakota family income. FA15

• High enrollments and increasing number of graduate and undergraduate degree programs available evenings and on weekends. AS2; AA20

• Increased number of degree programs and courses available over the

• Internet and via other distance modalities. AS2

• Regional needs regularly assessed. ED3

• New programs added; waning programs eliminated or phased out. EED4
• Increasing number of programs offered at distant sites in cooperation with other institutions. AS2

• Large and increasing number of people served via continuing education programs. AS2; AA15; AA22

• Large and increasing number of individuals and companies served via workforce training programs. AS2; AA1; AA15

• State and regional educational attainment remains high and is increasing.

• High rate of employment and graduate school placement of graduates. AA4

University-wide action strategies/objectives:

1. Offer at least 10 undergraduate degree programs in the evening or on weekends (all courses needed made available after 5 p.m. over a 6-year period) beginning in the fall of 2001. (VPA,C/Underway) AS2

2. Establish and sustain formal program-to-program articulation agreements with all community colleges within 250 miles by the end of the 2002 school year. (VPA/Ongoing) AS2; ED6; AS4; AS11; FLB2

3. Increase number of summer program offerings for pre-college students, particularly academic programs, and for non-traditional students. (VPA,VPS/Ongoing) AS2; FLB3

4. Make faculty contracts more flexible, allowing, for example, part of the academic year "load" to be carried in the summer. (VPA/AY'02)

5. Assess regularly and systematically through ongoing strategic planning continuing education program needs (particularly in technology areas). (VPA,VPS,MD) FLC2; EEB2

6. Offer at least six degree programs over the Internet by 2005. (VPA,VPS,MD)

7. Increase number of people served via continuing education programs by 5 percent each year through 2010. (VPA,VPS,MD) AS2

8. Consider expanded range of lifelong learning program for senior citizens/retired persons. Market summer programs to those former North Dakotans and others who spend winters out of state. (VPA,VPS/Ongoing) AS2

9. Establish a UND Speakers Bureau. (VPA/AY'02)

10. Consider the establishment of a re-entry center and career counseling for non-traditional students in conjunction with evening-weekend programming. (VPS/AY' 02)

GOAL 3: The University is a leading force in the economic development of North Dakota, western Minnesota and the Upper Midwest.

Indicators of Success:

• Newspaper editorials and surveys continue to show that the University's role in economic development is widely recognized.

• Upward trends in economic development.

• Growing numbers of University faculty, staff, and students engaged in applied and basic research projects affecting positive economic development.

• Increasing numbers and higher quality of partnerships with business and industry.AA5

• Increasing numbers of people served via continuing education/workforce training programs. AA1

• Positive feedback as to quality of workforce training/continuing education programming increasing. AA2; AA16

• Federal dollars for the support of research and development approaching target. EED1

• Upward trend in enrollment in entrepreneurship programs. AA3

University-wide action strategies/objectives

1. Increase externally supported research and development and other externally funded activity to the level of $100 million annually by 2006. (See also Priority Action Area B.) (VPs,MD) EED1

2. Expand research participation opportunities for students in conjunction with experiential learning initiative (increase varies with department). (VPR,VPA) EEC5

3. Strengthen planning and working relationships with local development organizations throughout all of North Dakota and western Minnesota with the goal of improving the local and state economy and fostering quality of life factors in the region. (VPA,VPR/Ongoing) ED2

4. Expand cultural and arts outreach programming to reach all parts of North Dakota and western Minnesota on a systematic basis. (VPA/Ongoing)

5. Establish cooperative relationships between the Chester Fritz Auditorium, the Empire Arts Center, the Alerus Center and the Engelstad Arena to help optimize Grand Forks as a culture, arts and entertainment destination. (See Goal 1.)

6. Sustain and strengthen an already proven workforce training program in partnership with Lake Region State College, and involving UND's business incubator, Center for Innovation, Small Business Development Center, and Technology Park programs. (VPA,VPS) ED9; EED6

7. Expand internal partnerships creating additional synergy. (VPR,VPA,MD/Ongoing)

8. Expand social service degree program capacity. (VPA/Ongoing)

9. Establish a permanent entrepreneurship program in the College of Business and Public Administration. (VPA/Completed) EEB3; ED4

10. Provide and require experiential learning opportunities for all students. (See also Priority Action Area B.)

11. Strengthen and publicize the Chester Fritz Library's business and economic resources. (VPA/Ongoing)

12. Appoint vice president for research. (See also Priority Action Area B.)

13. Develop and sustain degree programs needed in North Dakota and the Upper Midwest. (VPA,VPS,MD/Ongoing) EEB10; AS3

GOAL 4: The University offers a wide array of public service programs improving the human condition, particularly that of North Dakotans and the people of the Upper Midwest.

Indicators of success:

• Substantial number and quality of public service programs in place.

• Substantial number of students engaged in service learning programs.

• Substantial number of degree programs with service-learning requirements or opportunities.

• Upward trend in formal partnerships with public service agencies.

• Faculty/staff reward system reflects credit for involvement in public service activities.

• Surveys indicate that faculty and staff recognize that public service involvement is part of the reward system.

• Public service needs continuously assessed through strategic planning.

• A substantial array of programs serves American Indian people.

University-wide action strategies/objectives:

1. Consider the establishment of a public service center with a small staff and a telephone hotline to permit the brokering of connections between regional needs and University expertise and to coordinate culture and arts outreach. (P,C/AY02)

2. Explore ways and means to enhance programs serving American Indian people. (AIPC,VPA,VPS,MD/Underway)

3. Partner with State of North Dakota, the Social Security Administration and U.S. Postal Service to bring government services to low-density populations throughout North Dakota and eventually elsewhere via the Internet. (VPA, Dean, College of Business and Public Administration/Underway)

4. Mount an on-going public information and marketing campaign featuring UND as an organization committed to helping meet the needs of its constituents. (UR,MD,VPS/Ongoing)

5. Improve Web-site utility and access. (See also Priority Action Area F.)

6. Ask academic departments to explore ways of better integrating teaching, scholarship, and public service. (VPA/AY02)

7. Publish a UND directory of experts. (UR/AY02)

8. Review and modify, as appropriate, all University policies to ensure that they are public-service friendly. (C/Ongoing)

9. Sustain North Dakota "Bus Tour" for new faculty and administrative staff; consider development of a parallel Grand Forks-East Grand Forks orientation tour. (VPS,UR,MD/F '01)

10. Define criteria for and designate seven distinctive public service programs as centers of excellence, such as Rural Health and the Conflict Resolution Center. (VPA,VPS,MD/AY'02)

11. Continue to publish UND Serves North Dakota: A county-by-county summary. (UR/Ongoing) EED5

GOAL 1 : Students, faculty, staff, alumni and the public find the UND campus to be a hospitable place, one with which they are proud to be associated.

Indicators of success:

• The University provides an array of services (including the library) to its students, faculty, staff, alumni, and the public that are regularly assessed as positive in meeting their needs.

• A high degree of alumni giving.

• A high degree of alumni loyalty as measured by participation in alumni events, referral of students by alumni, and feedback support - as well as by financial support.

• A high level of campus and community participation in campus events.

• Faculty/staff/student retention rates are high.

• More opportunities for career advancement realized.

• Surveys of students, faculty and staff indicate goal achieved.

University-wide action strategies/objectives:

1. Convert the former Carnegie building into a University Welcome Center. (VPF,VPS/By end AY'04)

2. Develop a wellness program for the campus community, including an appropriate physical facility. (VPS,VPF,MD/01-05)

3. Regularly assess quality of services via surveys and use results to improve campus services. (IR/Annual)

4. Provide support for spouses seeking employment. (VPF,VPA,UR/Ongoing)

5. Secure funding to renovate the Memorial Union to improve social interaction between and among all elements of our campus community. (VPF/Underway)

6. Modernize and upgrade all campus signage to make the campus more user-friendly. (VPF/01-05)

7. Secure funding to build and operate as a base for American Indian Programs an American Indian Cultural Center. (P,AIPC,Fo/AY'04)

8. Provide continuing education to all university personnel in supervisory roles on the effective handling of personnel issues, complaints, and grievances. (GC/AY'02 and Ongoing)

9. Support and enhance programs that promote campus safety. (VPF/Ongoing)

10. Sustain a broad array of professional development and training opportunities for staff and faculty. (P,VPA,VPS,VPF,MD,US,SS/Ongoing) EEB6; FLA5

11. Consider the establishment of a standing "Campus Climate" oversight committee. (P/F'01)

12. Enhance existing services for students and employees with disabilities to enable their full participation in the University community. (VPS,VPF/Ongoing)

13. Sustain program of awards and recognition of achievement regarding, for instance, the Faculty and Departmental Awards for Excellence in Teaching, Research and Creative Activity; the Chester Fritz Distinguished Professorships; and the Staff Meritorious Service Awards). (VPA,VPF,MD/Ongoing) ED10

14. Enhance support services for students, faculty and staff of color and encourage their full participation in the University community; also seek support of the Chambers of Commerce in making the cities of Grand Forks and East Grand Forks optimally welcoming to students, faculty, and staff, especially as this relates to the need for enhanced diversity. (VPA,VPS,MD/Su,F'01)

15. Ask units to ensure that each has an appropriate rewards and recognition program for faculty, staff and students. (VPs,MD/FY'01) ED10

16. Ensure that library facilities are user-friendly, including services that can be accessed remotely. (VPA,VPR,MD,L/Ongoing)

17. Consider organizing annual campus open house and tour programs for the public. (C/F'01)

18. Explore feasibility of building and operating a UND Faculty Club and/or consider re-establishing the "Centennial Dining Room" that existed in the UND Memorial Union. (P/AY'02)

GOAL 2: The University community has a rich and vibrant array of artistic, intellectual and popular pursuits that strengthen cultural life, deepen experience and understanding of pluralism, stimulate interaction among indiduals, and build the foundations for a strong community.

Indicators of success:

• Impressive published list of annual offerings.

• Vibrant cultural, arts, and intercollegiate athletic programs is sustained.

• High level of public, student and staff participation in campus activities.

University-wide action strategies/objectives:

1. Put in place a mechanism that will generate new events programming on campus, and will better coordinate and market new and existing academic, cultural, and entertainment events. (VPA,VPS/SuF'01)

2. Improve arts/entertainment calendar/marketing. (VPA/Su,F'01)

3. Partner with community entities to jointly program ventures at such facilities as the Alerus Center and the Empire Arts Center. (VPA/Su,F'01)

4. Encourage physical development of the campus proper and the "University Village" on the Bronson Property in a way that facilitates social interaction to enhance the total University experience for students. (VPF/Ongoing)

5. Dedicate and open the new Engelstad Arena (October 2001) and inaugurate the Alerus Center era in football. (All/F'01)

6. Create and enhance opportunities, activities and events which promote greater appreciation and respect for diversity and for persons of color. (VPA/Ongoing)

7. Establish an endowed lectureship series such that noteworthy lectures and similar programs occur year-round. (VPA,MD/Ongoing)

GOAL 3: The University reflects diversity and promotes respect and appreciation for cultural pluralism, human rights, and differences of opinion.

Indicators of success:

• Student body profile enhances regional diversity.

• Faculty-staff profile enhances regional diversity.

• Progress made in minority faculty, staff, student recruitment and retention.

University-wide action strategies/objectives:

1. Consider reactivation of President's Advisory Council on Diversity, and provide it with funds and authority to provide leadership. (P,C/F'01)

2. Consider the establishment and funding of a "standing" campus-climate committee (possibly combined with item 1, above). (P/F'01)

3. Develop a more inclusive and targeted recruitment process to increase diversity in administrative, staff, and faculty applicant pools. (C/Ongoing)

4. Sustain President's Advisory Council on Women. (P)

5. Acknowledge and respond to the issue of the divisive nature of the Fighting Sioux athletic nickname and logos by eliminating negative effects and by finding additional ways of providing support to Native American people and eliminating racism. (P/Ongoing)

6. Sustain and enhance the campus Conflict Resolution Center as a means of providing conflict management education on and off campus, conducting research in conflict management. (P,C/Ongoing)

7. Facilitate campus-wide discussions, forums, workshops, seminars and training sessions on topics of diversity which promote respect for all, especially persons of color. (VPS,GC/Ongoing)

8. Achieve full compliance with Title IX; plan for Division I hockey program for women to be in place by AY'03 (P).

9. Continue to make a concentrated effort to recruit, retain and graduate more students from diverse backgrounds. (VPS,VPA,MD/Ongoing)

10. Ask all organizational units to develop and implement a "Diversity and Cultural Pluralism Plan," addressing areas of recruiting, staffing, "local" welcoming climate, and curriculum as appropriate. (C/AY'02)

11. Review the organizational placement of Diversity Programs personnel. (C/AY'02)

12. Enforce clear zero-tolerance policy for acts of racism, bigotry, discrimination, and harassment within the campus community. (P/F'01)

13. Provide training for campus police on effective handling of harassment complaints. (VPF/Underway)

GOAL 4: The University has clear and open lines of communication for interaction among students, faculty, staff and administrators.

Indicators of success:

• Surveys indicate campus community members feel that they have adequate access to information that affects them.

• Surveys indicate campus community members feel that they have adequate and appropriate opportunities for input into University decision making.

University-wide action strategies/objectives:

1. Create new means of promoting interaction of faculty, staff, and students beyond the work place and the classroom. (See also Priority Action Area E.) (C/Ongoing)

2. Refine UND's information technology infrastructure and make better use of information technology (for example, e-mail and the World Wide Web) to facilitate community among faculty, staff, and students. (UR,UITC,CIO/Ongoing)

3. Develop improved processes to help students, faculty and staff resolve academic and non-academic concerns and disputes. (GC,VPA,VPS/F'01)

4. Communicate official, up-to-date university policy more effectively through an electronic policy manual available through the University's Internet Home Page. (VPA,VPF/F'01 and Ongoing) FR13

5. Promote increased faculty, student and staff interaction through the development of common gathering places such as the Memorial Union,

6. Tabula coffee shop and the Barnes & Noble Bookstore. (See also Priority Action Area E.) (VPF,VPS,MD/Ongoing)

7. Review efficiency in operation and evaluate effectiveness of outcomes of UND governance organizations and committees. (C,US/Ongoing)

8. Ensure that persons of color are represented in University governance. (P/Ongoing).

GOAL 5: All faculty and staff see the University as having a positive work environment supportive of them in fulfilling their roles and in providing for professional growth and development, enabling them to participate in teh continuous improvement of teh quality of the University.

Indicators of success:

• Surveys indicate high degree of job satisfaction.

• Surveys indicate high degree of pride in the University.

University-wide action strategies/objectives:

1. Continually refine and improve the governance structure so that it is seen as efficient and inclusive. (C,US/Ongoing)

2. Establish a faculty/leadership development program. (VPA,P/F'01)

3. Establish a professional development program for female faculty and staff. (VPA,P/F'01)

GOAL 1 : The University reaches a total fall headcount of 14,000 students, including distance education students, by the fall of 2005. Approximately 12,200 represent increases in UND's regular categories of student enrollment; the remaining 1800 are new distance education students, including correspondence students, as shown in Tables 4 and 5.

• Table 5: Annual Continuing Education Enrollments

Indicators of success:

• Enrollment targets (Tables 4 and 5) achieved or on-track. AA14

• UND has an up-to-date integrated marketing and recruiting plan in place for recruiting students.

University-wide action strategies/objectives:

1. Offer by August 2002 at least four degree-completion programs at the Grand Forks Air Force Base. (VPA,VPS) FLC1

2. Expand graduate and professional program offerings and support so that graduate and professional students contribute 20 to 25 percent of the UND total by 2005. (VPA,MD)

3. Develop Internet registration and access to grades; in the meantime, retain longer operational hours for ALFI, the telephone registration system. (R,VPA/AY'02)

4. Utilize state-of-the-art enrollment management and marketing theory and practice to establish and maintain continuing contact with prospective students. See complete Enrollment Management Task Group Report. (VPS/Ongoing) EEA1

5. Complete program-to-program articulation agreements for all UND programs with all two-year institutions in North Dakota, the Twin Cities and otherwise within 250 miles and strengthen relationships with Tribal Colleges. (VPA,R/AY'02)

6. Emphasize the marketing of undergraduate and graduate academic programs with potential for growth, and develop new programs responsive to the needs of North Dakota and the nation. (See also Priority Action Area A). (VPA,UR,VPS/Ongoing)

7. Target states with expanding numbers of prospective college students (for example, Arizona, California, Colorado, Illinois, Oregon, Washington, and Nevada) for focused marketing and recruiting of strong students. (VPS,UR/F'01)

8. Ensure that an integrated marketing communication approach is taken to ensure quality and consistency in telling the University's story to prospective undergraduate and graduate students, their parents, and others who influence them. (UR,Others/Ongoing)

9. Offer at least ten evening and undergraduate degree programs and improve class scheduling by reducing conflicts between prerequisites that are scheduled at the same time; use all five regular class days (including Mondays and Fridays), evenings and weekends to reduce these conflicts. (VPA,VPS/Ongoing) FLC1

10. Establish a wellness program and fitness center. (P,MD,SG/'04)

11. Explore establishment of a "university center" in Bismarck in cooperation with Bismarck State College, Minot State University, and Dickinson State University. (P,MD,VPS/F'01)

12. Build a campus welcome center into a remodeled Carnegie Building. (VPS,C,SG/By end AY'04)

13. Increase summer evening courses from the present level (25) to 30 in Summer Session 2001, to 35 in Summer Session 2002, and to 40 in Summer Session 2003 and thereafter, in order to increase the number of "summer-only" and non-traditional students. (VPA) FLC1

14. Improve accessibility to classes and related services for on-campus and distance students. (See also Priority Action Area D.) AS2; FLC1 (VPA,VPS/Ongoing)

15. Provide all University administrators and faculty/staff access to data for decision-making and advisement through expanded data collection and interpretation related to enrollment management, student retention/completion, and assessment. (See also Priority Action Area D.) (IR,C/AY'02)

16. Review entire scholarship program for effectiveness as an enrollment management tool. (VPS/AY'02)

17. Ask each academic department to develop/refine a recruitment and retention strategy at the department level. (VPA,VPS/F'01)

18. Develop a teleconferencing phone bank with computer-assisted telephoning capabilities in the Carnegie Building and train and employ people to call prospective students and current students who have not yet registered each semester. (VPS/By end AY'04)

19. Consider establishment of a Career Counseling and Re-entry Center for potentially returning non-traditional students, perhaps as part of the

20. Carnegie Building remodeling project. (VPS/AY'02)

GOAL 2: Over the next five years, the profile of the student body changes as shown in Table 6.

Indicators of success:

• Student mix targets met and desired profile achieved.

University-wide action strategies/objectives:

1. Recruit more minority students (especially American Indian students), international students, and evening/weekend students. (VPS/Ongoing) EED3

2. Improve accessibility to classes, library services, and related services for on-campus and distance students. (See also Priority Action Area D.) (VPA,VPS/Ongoing) AS2

3. Ask each academic department to develop/refine a recruitment/retention strategy at the department level. (VPA,VPS,D/F'01)

4. Complete program-to-program articulation agreements for all UND programs with all two-year institutions in North Dakota, the Twin Cities and otherwise within 250 miles and strengthen relationships with Tribal Colleges. (VPA,R/Underway,Ay'02) AS2

5. Expand UND's scholarship program by supporting at least 50 four-year National Merit scholarships. (VPS,F/Ongoing)

6. Increase summer evening courses. (See also Goal 1, action strategy 11.) (VPA)

7. Offer at least ten undergraduate degree programs at night beginning fall '01. Offer more night classes and weekend classes and improve class scheduling by reducing conflicts between prerequisites that are scheduled at the same time; use all five regular class days (including Mondays and Fridays), evenings and weekends to reduce these conflicts. (VPA/Ongoing)

8. Develop Internet registration and access to grades. (VPA,R/F'01)

9. Review entire scholarship program for optimization as an enrollment and retention management tool. (VPS/F'01)

• Table 6: Student Mix: Totals Included in Figures Shown in Table 4

• Table 7: ACT Profile of Current/Projected Entering Freshmen

GOAL 3: By the year 2005, the average ACT score of entering freshman is 24 or higher; the average ACT of all enrolled students is 24. The target precentage of enrolled students by ACT range is shown in Table 7.

Indicators of success:

• Targets met and trend moving in desired direction.

University-wide action strategies/objectives:

1. Seek endowment for an "Honors College" and develop the honors-college concept. (P,VPA/Ongoing)

2. Review and revise scholarship program to help achieve desired quality profile. (VPA,VPS/F'01)

GOAL 4: UND achieves and holds a fall-to-fall (freshman to sophomore) retention rate of 80 percent by 2005. The 6-year graduation rate exceeds 50 percent by 2005.

Indicators of success:

• Targets met or exceeded. AA12

University-wide action strategies/objectives:

1. Ensure that all students have access to effective integrated and coordinated campus-wide advisement. (VPA,D,VPS/Ongoing)

2. Strengthen advising for deciding and transfer students and for those who have academic difficulty or who are not accepted into a desired major. (VPA,VPS/Ongoing)

3. Develop a publicized program of options for students who do not get into their desired major, and especially for students in good standing who cannot get into programs having restrictions on numbers of new students enrolled. (VPA,VPS/AY02)

4. Develop a system of mandatory advisement for students who are having academic difficulty, and develop a range of early intervention strategies and techniques, including having the advisor contact the students rather than waiting for the students to contact the advisor. (VPA,VPS/F'01)

5. Continue to expand education and consciousness-raising of faculty and staff in their advising roles. (VPA,D/Ongoing)

6. Conduct student focus groups with a variety of students to get better ideas of what they think might help in retention and completion. (VPS/AY'02)

7. Ensure that faculty review processes take advising into account. (VPA/AY'02)

8. Deploy known-to-be-effective retention practices throughout the campus. Ask every department and support unit to adopt one or more, and encourage the development of innovative ways of providing academic and personal support to students. Ensure that all students begin their University experience positively and enjoy expanded opportunities for interaction and "campus connectedness" to increase their feelings of belonging and the likelihood they will persevere to their degrees. (See also Priority Action Area C and the detailed Enrollment Management Task Group Report.) Examples are listed below.: (VPA,D,VPS,Depts/Ongoing)

9. Continue and expand faculty-student contact programs such as the joint faculty-student learning communities established in the fall of 2000 and provide the necessary support for the continuation of the Faculty Ambassadors organization.

10. Offer more General Education courses with smaller class sizes to encourage more interaction, especially for freshmen and sophomores who are not yet comfortable with large classes.

11. Increase student awareness of opportunities to become involved in student organizations.

12. Provide a campus-wide recreation and wellness center.

13. Arrange for more student gathering places, such as the Tabula coffee house, where student organizations may sponsor activities.

14. Expand formal peer-mentoring opportunities.

15. Issue course deficiencies approximately one-third of the way through each semester (rather than mid-semester) and develop college-based or department-based systems to assure that all students who receive two or more deficiency reports receive advisement help.

16. Increase the involvement of parents in the progress of their sons and daughters by expanding the activities of the Family Association and expanding Alumni Days discussions to include parents as well as alumni, faculty and students.

17. Provide money management counseling to all students.

18. Encourage every department to designate a specific person to coordinate advisement for majors (and minors, if appropriate).

19. Increase awareness of the role of the Dean of Students as an ombudsman where all students who need help can obtain it, and establish a "one-number-to-call" system to get answers for all campus issues, perhaps through an expansion of the existing "Info Line and Center" with more staff, more hours, and more information available.

20. Designate an office to develop and oversee a variety of learning communities for first-year students.

GOAL 5: The University offers an optimal array of academic programs to meet both the needs of students for degrees and of the state and region for graduates.

Indicators of success:

• Low number of under-subscribed majors.

• Enrollment up or stable.

University-wide action strategies/objectives:

1. Utilize a resource/reallocation model (Appendix F) to match faculty positions with student enrollment. (VPA,D/Ongoing) EED4

2. Establish a tentative plan for additional academic programs over the next five years.

3. Project new academic programs at the graduate and undergraduate levels by October 30, 2001. (VPA,MD/F'01)

4. Develop new graduate programs such as the doctoral program in Communication

5. Disorders and the master's program in Aviation, allocating resources to support this activity and providing sufficient time for full implementation. (VPA,MD,D/see #2 above)

6. Develop an Earth Systems/Environmental Science program. (VPA/F'01)

GOAL 6: By 2005, double the number of people served during the summer on the UND campus through regular summer school expansion, summer athletic and academic camps, enrichment programs for senior citizens, pre-college, schoolchildren, and other markets.

Indicators of success:

• Targets met or exceeded.

University-wide action strategies/objectives:

1. Increase summer evening courses. (See also Goal 1, action strategy 11.) (VPA)

2. Broaden the selection of courses offered during the summer. VPA/Ongoing)

3. Increase stipend amounts for summer faculty. (VPA/F'01)

4. Recruit more extensively for summer session among non-traditional populations. (VPA,D,VPS/Ongoing)

5. Experiment with alternative-length courses. (VPA/Ongoing)

GOAL 1: An adequately funded, coordinated information technology infrastructure is in place that enriches and extends learning opportunities and provides for the efficient operation of the University.

Indicators of success:

• Flourishing unit-level information technology activities (academic, administrative, and enterprise) within an integrated, rational, and stable campus-wide environment.

• Infrastructure and technical assistance proportionate to level of campus information technology activity.

• Increasing number of academic departments and support units at the leading edge.

• Expanded number of Internet courses and enrollments. AA19

• Increasing number of key administrative functions supported by information technology.

University-wide action strategies/objectives:

1. Create the position of chief information officer, with budget and staff, reporting to the president, to provide leadership and oversight for campus information technology activities, including telecommunications, technical support, user services, and faculty and course development. (P/Su'01)

2. Create a University Information Technology Council to advise the chief information officer and other senior administrators on campus-wide information technology matters and to maintain an up-to-date, detailed Information Technology Plan. (P/Sp'01)

3. Secure adequate funding for general information technology infrastructure, including on- and off-campus network access and technical support, through new funding and through reallocation of revenues. (P/Ongoing)

4. Support the libraries in becoming more complete information-access resources. (VPA/Ongoing)

5. Define necessary entry-level computer competency for all new students, designing screening and assessment techniques and remedial "courses" as appropriate. (CIO,UITC/AY '02)

6. Ask all departments to define "exit" competencies of graduates in the use of computer and information technology. (VPA/AY'02) ED5

7. Establish an Information Technology Development Fund, or investment pool, to provide one-time financial resources to establish, enhance, and expand campus and college information technology activities. (P,VPA/F'01)

8. Create 6 new Web-based courses in 2001 (completed) and 20 in AY'02. (VPA,CIO,D,FA)

9. Consider the need for organizational structures and reorganization of information technology at UND. (P,CIO,UITC/AY'02)

GOAL 2: UND has a state-of-the-art educational information system with portal access to the University and to information sources needed to facilitate online course management.

Indicators of success:

• Operational UND Web portal in place.

• Significantly enriched research data base access.

University-wide action strategies/objectives:

1. Select vendor and establish UND portal. (CIO,UITC/FY02)

2. Create Web-based curriculum materials. (CIO,UITC,F/Ongoing)

3. Utilize portal to disseminate information and conduct business (committees, programs, units, clubs, organizations, and others). (CIO,All/Ongoing)

GOAL 3: The University has an up-to-date information technology plan with continuous progress toward implementation.

Indicators of success:

• Plan is in place and updated annually.

• Progress toward implementation is tracked

University-wide strategies/objectives:

1. Create plan. (CIO,UITC/Completed)

2. Annually refine the plan. (CIO,UITC/Ongoing)

GOAL 4: UND is widely recognized as a leader in the application of information technologies to enrich and extend learning.

Indicators of success:

• Enhanced student learning measures, university research funding, and administrative efficiency vis-à- vis benchmark comparisons.

• National surveys and ratings indicate UND recognition.

• Enhanced faculty/staff national recognition.

• High level of enrollment in distance-learning courses. AA19

University-wide action strategies/objectives:

1. Sponsor regional conference on information technology applications. (VPA,CIO,UITC/AY'02)

2. Publicize innovative applications. (VPA,UR,UITC,CIO/Ongoing)

3. Assist faculty and staff in participating in giving shape to the advancing edge of innovation, perhaps through the establishment of a center for innovation in technology applications. (CIO,UITC/Ongoing)

4. Address in unit assessment plans effectiveness of optimization of information technology in student learning, research and administration. (VPA,D/Ongoing)

5. Sustain and enhance University-wide educational program development efforts (for instance, those in the Center for Instructional and Learning Technologies) that promote faculty development, course development, program development, and educational technology research and development. (VPA/Ongoing)

GOAL 1 : The University has an outstanding, well-prepared, enthusiastic faculty and staff.

Indicators of success:

• Faculty and staff report high degree of job satisfaction.

• Faculty and staff salaries and benefits are competitive at or approaching the median when compared to appropriate benchmarks.

• Professional development programs in place for both faculty and staff.

• Student surveys indicate high level of satisfaction with instruction and support services.

• Faculty and staff 5- and 10-year retention rates exceed national norms.

• Percentage of faculty having terminal degree in discipline exceeds 75 percent.

• All faculty members are active practitioners of the disciplines they teach.

• Start-up funding program for new faculty is adequate.

• A campus wellness and fitness program is established

University-wide action strategies/objectives:

1. Reach the 20th percentile of the AAUP faculty salary scale by 2005 and the 40th percentile by 2010. (P,MD) EEB1

2. Maintain competitive staff salaries. (All/Ongoing)

3. Consider establishing an enhanced employee tuition waiver program. (P/AY'02)

4. Maintain and enhance a competitive faculty and staff benefit program. (P,VPF,MD/Ongoing)

5. Develop a holistic wellness program for all faculty, staff and students. (P,MD,VPS/Ongoing)

6. Establish a leadership development program for faculty and staff to begin in the 2001-02 school year for persons interested in administrative career development. (P/Underway)

7. Sustain/enhance existing staff and faculty recognition programs such as the annual Founders Day awards and Chester Fritz Distinguished Professorships. (VPA/Ongoing)

8. Adopt a student-faculty ratio standard range for each academic program and use comparison of actual vs. ideal as the basis for filling or not filling vacant positions, and for adding new positions. (VPA,D/Su,F'01)

GOAL 2: The University has first-rate physical facilities; they are accessible, well built, optimally utilized, well maintained, and appropriately situated.

Indicators of success:

• Low level of unmet space/building needs. FA6

• The University has an up-to-date space master plan.

• All units report having adequate space plus state-of-the-art equipment and facilities.

• Equipment expenditure trend. FA20

• Campus signage modernized and rated by visitors as visitor-friendly.

• Analysis based on national benchmarks indicates that space is optimally used.

• Maintenance is on schedule.

• Construction projects completed on schedule.

• Funding for maintenance vs. needed maintenance. FA4, 5

University-wide action strategies/objectives:

1. Prepare an up-to-date master plan for maintenance and utilization of facilities based on strategic plan for the future. (VPF/AY'02) FR14

2. Develop a campus welcome center in the Carnegie Building. (VPS/by 2004)

3. Modernize campus signage. (VPF,MD/'01-'04)

4. Plan for the construction (new or renovation of existing space) of a Wellness Center by 2004. (P,VPS)

5. Conduct engineering/architectural study of best use options for the "old"

6. Engelstad Arena and Memorial Stadium in light of needs in athletics and wellness program areas. (VPF/Su/F'01)

7. Prepare an equipment modernization plan; provide for funding on systematic basis. (VPA/Ongoing) EEB7

GOAL 3: The University has an adequate, multi-stream resource base.

Indicators of success:

• Total budget vs. peer institutions median. FA7,8

• Trend up in research and other external funding. FA27

• Endowment on track to reach $500 million by 2010. FA10

• Tuition at or near median for benchmark states and institutions. FA15

• High level of base funding vis-a-vis peer institutions. FA2,7

• High percentage of all scholarships endowed.

• Honors College is endowed.

• 40 endowed professorships established by 2010.

• Low student-faculty ratio. FA26

• 20 chairs endowed by 2010.

• High number of business/industry partnerships.

• Annual giving on track to reach $20 million annually by 2005.

• Low debt. FA13,14,21

• Adequacy of "reserve" funds. FA22

University-wide action strategies/objectives:

(NOTE: Some of these are objectives; action strategies to be developed by the autonomous University of North Dakota Foundation as part of its strategic planning.)

1. Raise Foundation assets to $500 million by 2010. (Foundation in cooperation with all)

2. Increase grant and contract support to $100 million by 2006. (VPR,URC,P,Fa)

3. Improve faculty incentives for grant/contract application. (VPR,URC/Ongoing)

4. Raise research-support base seed money fund to $500,000 annually by 2005. (VPR/Ongoing)

5. Appoint vice president for research. (P/F'01)

6. Utilize an Integrated Marketing Communication approach to ensure quality and consistency in explaining UND's case to the public and to individuals and organizations which are, or could be, potential partners and stakeholders in the development of the University. (UR,others/Ongoing).

7. Establish 20 endowed chairs (minimum of $1 million each) by 2010, ultimately one per department. (Foundation in cooperation with all)

8. Establish 40 endowed professorships ($250,000 each) by 2010. (Foundation in cooperation with all)

9. Maintain positive relationship with legislative and executive branches. (P,Ongoing)

10. Maintain UND liaison, Federal relations representation in Washington. (P/Ongoing)

11. Establish additional partnerships with industry. (P,VPA/Ongoing)

12. Maintain vigorous public/University Relations program. (P,UR/Ongoing)

13. Raise $20 million per year in private giving by 2005. (Fo,P,All)

14. Establish a mechanism by which faculty are helped to identify foundations likely to be receptive to support their research/creative ideas. (VPA,VPR,URC/AY02)

15. Secure a $5 to $10 million donation for an Honors College. (Fo,P/by '05)

16. Seek funding for strategic university-wide initiatives from at least four (relatively untapped by UND) private foundations (such as the Robert Wood Johnson and Ford Foundations) and two federal agency sources (such as the Title III Program) beginning AY'02. (P,C)

17. Use resource allocation/reallocation model (see Appendix F) to eliminate or phase out programs no longer needed. Establish Resource Development Plan showing potential sources of funding for each of the strategic actions specified in this plan (see Appendix G). (P/F'01)

GOAL 4: The University is appropriately and efficiently organized and operated.

Indicators of success:

• Unqualified audit reports. FA29,30

• Organizational chart is uncomplicated and easily understood.

• Surveys indicate smooth, un-bureaucratic administrative operation.

• Organization is generally regarded as lean and tight.

• Trend toward high ratio of funding for support services and academic programs. FA18,19

University-wide action strategies/objectives:

1. Review and recommend revision in organizational chart. (UPBC/Su'01)

2. Establish institutional effectiveness measures to be tracked by Institutional Research. (IR/Ongoing)

3. Maintain President's Q/A Website and continue to refine referral system for solving problems and answering questions. (UR,P/Ongoing)

4. Review the role and organizational placement of Multicultural Student Services, now in the Division of Student and Outreach Services. (P/Ongoing)

Accountability Measures and Tracking AA23

On an annual basis, the Institutional Research Office will provide a report indicating the status and trend-lines relative to all strategic objectives and goals. This will include all of the Accountability Measures specified in the Higher Education Roundtable Report (Appendix D). An analysis of the UND data will be made at various levels, including the President's Cabinet and the Council of Deans, as part of the process of developing an annual report to the campus and to the State Board of Higher Education. Institutional Research will provide data, in a standard format, to each unit within the University to enable units to prepare annual reports to include analysis of (1) its progress in carrying out the unit strategic plan (including the unit's progress in carrying out its responsibility for portions of the University's plan), and (2) plans for the coming year. A list of accountability measures currently available on the Web is included in Appendix I.