Indicators of Success:

•  Incoming freshmen have an average ACT score of 24.
•  Student retention and graduation rates increase.
•  Faculty members are increasingly available to students (NSSE and student
   evaluations of teaching).
•  Student ratings of faculty/student engagement exceed the national average for  research institutions (NSSE and NFSE).
•  Students feel increasingly comfortable speaking and contributing in academic  settings (student evaluations of teaching).
•  Students increasingly receive national awards and scholarships.

TABLE 5: Goals for All Students

ACTION STRATEGIES:

1. Manage recruitment, admissions, and financial aid to achieve an average ACT score of 24 for incoming freshman. (VPSOS: 9/06)
   
2. Establish requirements and provide incentives to increase student participation in non-traditional learning opportunities (e.g., learning communities, study abroad, honors, and experiential learning). (VPAA: ongoing)
   
3. Decrease the number of provisionally admitted graduate students to less than 10 percent of total admits. (GSD: 9/08)
   
4. Consider ways of providing additional professional development programs/academic support/resources to improve teaching effectiveness, learning, scholarship, and service (library, technology, infrastructure, advising). (VPAA, D, MD: ongoing)
   
5. Establish a policy requiring all students to obtain advisor approval before registering for classes. (VPAA, US, R: AY06)
   
6. Develop a plan for increasing faculty and student participation in, and provide opportunities for, national and international exchanges. (VPAA: AY06)
   
7. Appoint a national awards coordinator to promote academic opportunities for students, faculty, and staff (i.e., Truman and Bush Fellowships). (VPSOS, VPAA: AY06)
   
8. Establish a published expectation that all full-time teaching faculty members will post and hold an adequate number of office hours per week. (VPAA, D, Ch: FY06)
   
9. Explore ways by which to encourage and support enhanced faculty engagement with students both in and out of the classroom. (VPAA, D: AY06)
   
10. Identify additional ways to support student participation in faculty research. (VPR, VPAA, D: AY06)
    
11. Review and revise the freshman Introduction to University Life course to consider topics such as ethics, wellness, diversity, etc. (VPAA, VPSOS: AY06)
    
12. Establish a mechanism for assessing minimal computer literacy skills needed for incoming students and provide remedial programming as necessary. (CIO, VPAA: AY06)

Indicators of Success:

•  An Associate Provost is designated to lead general education reform.
•  A new or revised general education program is implemented and ongoing  assessment of student learning guides program modifications.
•  Students and faculty members speak confidently about general education goals  and their relevance to their lives.
•  Graduates stay engaged in learning (Alumni survey).

TABLE 6: Potential New Academic Programs

Action Strategies:

1. Revise UND’s general education program based on assessment data and best practices, and review number of credits required, implementing key recommendations of the general education longitudinal study. To support assessment, establish explicit student learning outcomes. (VPAA: recommendations by 2006, implementation by 2007, and students enrolled by 2008)
   
2. Provide administrative coordination and oversight of general education and assessment by assigning responsibility to an Associate Provost. (VPAA: 12/05)
   
3. Consider use of a national exam(s) to assess general education student learning outcomes. (VPAA, Deans: Fall 2006)
   
4. Separately list general education courses in the time schedule of classes or add a general education icon to identify courses satisfying general education requirements. (R: asap)
   
5. In all departments, designate a general education resource person and a student to serve as a liaison between the department and the Associate Provost in charge of general education and assessment. (VPAA: 12/05)

Indicators of Success:

•  Appropriate data guides academic decisions and resource management.
•  Curricular offerings are continuously improved based on assessment  information.
•  Positive trends are seen for graduates in:
  •  number employed in their chosen field
  •  employer satisfaction
  •  satisfaction with education at UND
  •  passage rates on national licensure exams (where appropriate)
  •  number who pursue graduate or professional education
•  Full national accreditation is sustained.
•  Increasing numbers of student and faculty participate in international exchange  and study abroad experiences.

Action Strategies:

1. Refine and use an Academic Resource Allocation Model (including summer school and continuing education) as a decision-making tool to manage academic affairs. (VPAA, D: AY06)
   
2. Effectively assess student learning outcomes in every department. (VPAA, D, Ch: 12/05)
   
3. All departments demonstrate the use of student learning outcome assessments in guiding continual program improvement. (VPAA, D: 12/06)
   
4. Increase international student enrollment to 5 percent of student population and increase education abroad participation to 4 percent of student population. (VPAA: 2010)
   
5. Each academic department identifies and demonstrates excellence and/or movement toward excellence in one or more specifically designated “signature” areas by setting improvement goals based on comparative data from peer and external review, assessment of outcomes, and available resources. (VPAA, D, MD: 5/06)
   
6. Use a comprehensive review of existing programs and external scan to identify programs to be proposed, enhanced, or eliminated. (VPAA, D: end of AY06)
   
7. Consider establishing a semi-virtual school or college of Environmental Science and Earth Systems. Ultimately, this college would have two or three positions and no more. It would have a Dean, one Chair of one department and would otherwise have adjunct faculty attached to this department from other colleges and schools at UND and from other institutions, such as the University of Manitoba. (P, VPAA, US: FY06)
   
8. Develop a comprehensive academic program space utilization/needs plan. (VPAA/VPFO: FY06)
   
9. Initiate new programs that are built upon institutional strengths and respond to emerging areas of knowledge and societal needs. See Table 5 for a list of possible new programs. (VPAA, D: ongoing)
   
10. Review and refine the infrastructure and organization to optimize support for, and quality of, academic affairs. (VPAA, D: ongoing)
    
11. Attain full national accreditation in all eligible programs. (P, VPAA, D, MD, Ch: 5/07)
    
12. Support experiential learning and culminating experiences in coursework and majors to ensure all graduates have learning experiences outside the traditional classroom. (VPAA, D: end AY06)
    
13. Review and revise the summer session structure/model. (SPC: AY06)
    
14. Review clerical support staff in academic units to facilitate equitable allocations. (VPAA, D: AY06)

Indicators of Success:

•  Positive trend in the annual number of peer-reviewed faculty
   accomplishments.
•  Positive trend in nominations and competitiveness for national  awards/scholarships and fellowships.
•  Positive trend in relieving salary compression at the higher ranks.

Action Strategies:

1. Raise faculty salaries to reach the average of UND peer institutions, as identified by the State Board of Higher Education, by 2010. (All)
   
2. Establish a comprehensive faculty development program to include leadership, mentoring, advising, teaching, and research by 2008. (VPAA)
   
3. Revise faculty hiring practices by 2006 to facilitate the recruitment of a diverse faculty. (P, VPAA, D)
   
4. Develop and implement strategies to balance faculty workloads in ways that support all of the institution’s strategic goals by 2007. (VPAA, D, Ch)
   
5. Develop recruiting strategies for all open faculty positions with input from the Vice President for Research. (VPAA, VPR: ongoing)
   
6. Conduct hiring practices to ensure that by 2010 more than 95 percent of the tenured and tenure-track faculty hold terminal degrees in those disciplines in which terminal degrees are expected. (VPAA, D)
   
7. Increase the visibility of faculty accomplishments by publishing them quarterly in the University Letter. (VPAA, VPR, D: ongoing)
   
8. As part of annual reporting, evaluate departmental faculty performance data against peer institutions and other indicators such as the National Research Council data set. (D, Ch: begin 10/05)
   
9. Recognize in performance reviews that collaborative abilities and collegiality are important faculty attributes. (VPAA, D, Ch: ongoing)
   
10. Consider the establishment of an annual recruiting pool of $4,000 per position. (VPAA: AY06)
    
11. Forge a capital campaign in cooperation with the UND Foundation to raise funds to increase the Chester Fritz endowment and to endow fellowships and chairs. (VPAA, D: ongoing)
    
12. Incorporate external input into the review processes for all tenure and promotion decisions by 2007. (VPAA, D, Ch)
    
13. Create incentives for senior faculty to members encourage and reward outstanding performance. (VPAA, D, Ch: ongoing)
    
14. Develop and support strategies to enhance recruitment and retention of faculty (e.g., partner hires, child care) who is responsible?
    
15. Support, recognize, and reward faculty engagement in the scholarship of teaching and learning. (VPAA, D: ongoing)

Indicators of Success:

•  The athletic program is free of violations of NCAA rules and is characterized by a  supreme degree of good sportsmanship among athletes and fans.
•  Athletics has a high degree of fan support, including student support.
•  Scholarship athletes continue to maintain or exceed current levels of success on  playing surfaces and in the classrooms.
•  The athletic program achieves a high degree of recruiting success.
•  A high level of scholar-athlete recognition is achieved regionally and nationally.
•  UND athletes and teams are highly competitive within their conferences and on  the national level.
•  UND has first-rate athletic facilities.

Action Strategies:

1. Continue to consider optimal NCAA classification positioning for UND through the establishment of a task group to explore (a) strategies for influencing the improvement of the NCAA classification system, e.g., extending the opportunity for schools to split Division I and Division II levels of different sports as is now done in hockey, and (b) explore rationale, stakeholder interest, opportunity, and financial means to move all UND athletic programs to the Division I level as currently organized. (P: AY06)
   
2. Establish a substantial endowment for athletics as part of a University-wide capital campaign in conjunction with the University’s 125th anniversary. (AD, FND: 2005-09)
   
3. Sustain positive working relationships with the Ralph Engelstad Arena and Alerus organizations through interlocking participation in athletic program and facilities operational governance. (AD: ongoing)
   
4. Continue to develop an exceptional array of athletic facilities, e.g., removing the “old Engelstad Arena” and building new indoor practice and track facilities on that or an alternative site. (AD, VPFO: ongoing)
   
5. Integrate more fully the marketing of athletics with the marketing of the University. (AD,UR: asap)
   

Indicators of Success:

•  The top Carnegie level is reached and sustained. (Note: New criteria had yet to  be released by the Carnegie Foundation at the time of publication.)
•  The University continues to be well-positioned to maximize external support.

TABLE 7: Current Centers of Excellence
TABLE 8: Current Candidates for New Centers of Excellence(including Centers of Excellence fro Economic Development)

Action Strategies:

1. Identify three to five candidate Centers of Excellence for Economic Development and submit proposals to the new commission, totaling $7 million to $10 million. (VPR: Fall 05)
   
2. Develop a strategy to increase and maintain a higher federal facilities and administration (F&A) rate consistent with the University Strategic Plan, and maximize recovery of the federally negotiated F&A rate through institutional negotiations with state and private sector sponsors. (VPR, BD: AY06)
   
3. Enhance liaisons with federal and state government, private industry, and foundations. (VPR: ongoing)
   
4. Appoint a Director of External Affairs in the Division of Research to better manage government and public relations. (VPR: AY06)
   
5. Ensure that all extramural awards take full advantage of direct and indirect cost options. (VPR: ongoing)
   
6. Develop a policy to optimize external support for graduate student tuition waivers where applicable. (VPR, BD: AY06)
   
7. Modify the campus F&A reallocation policy to optimize return to units generating extramural awards and devise a mechanism for equitable distribution of F&A campus reallocation for interdisciplinary and multidisciplinary awards. (VPR, BD: AY06)
   
8. Craft a plan to continue funding for the Faculty Research Seed Money plan in its original mission at the highest level consistent with available resources. (P, VPR: AY06)
   
9. Devise a plan identifying the target level of financial resources needed to fund the University research enterprise at a rate consistent with the Strategic Plan. (VPR, Ca: AY06)
   
10. Develop a strategy to convert direct Congressional appropriations to sustainable support. (VPR: AY06)

SPONSORED PROGRAM GROWTH 1999-2004 (see www.und.edu/dept/research and click on “FY 2004 Abbreviated Annual Report of Sponsored Program Activity”)

Indicators of Success:

•  Large numbers of undergraduates are involved in faculty and professional staff  research.
•  Faculty appointments are routinely made with consideration to the research  emphasis in the University’s Strategic Plan.

Action Strategies:

1. Develop a plan whereby UND enhances research opportunities in the undergraduate teaching and learning environment. (VPAA, VPR: AY06)
   
2. Appoint faculty and academic administrators who are scholars supportive of research and creative work. (VPAA, D: ongoing)
   
3. Amend the promotion and tenure guidelines so that the creation of intellectual property is clearly recognized as creative activity. (VPR, VPAA, D: AY06)
   
4. Ensure that all research compliance committees adhere to federal and state-mandated regulations and guidelines. (VPR: ongoing)
   
5. Determine the optimal organization of the Division of Research to accomplish the missions of the University. (VPR: ongoing)
   
6. Through the state’s Centers of Excellence program and other avenues, seek funding for the appointment of nationally recognized faculty in support of emerging signature research areas. (P, VPR: ongoing)
   
7. Increase the number of graduate research assistantships by 10 percent per year each year through 2010. (P, MD, Ca)
   
8. Explore new and better ways to recognize and publicly promote the scholarly achievements of faculty. (VPR, VPAA, MD: ongoing)
   
9. Explore ways and means of making a more flexible developmental leave policy consistent with the aims of a research university so faculty are encouraged to participate in developmental leave on a regular basis. (VPR: AY06)
   
10. Develop supportive spouse-hire program guidelines to capture and retain the best hires. (Ca: AY06)
    
11. Move stipends for graduate assistants toward national norms. (P, VPR: ongoing)
    
12. Assess the needs for a campus office to support undergraduate research and creative activities. (VPR: AY06)

Indicators of Success:

•  Increased level of University interdisciplinary and multidisciplinary research  activity.
•  Increasing percentages of scholarly output and extramural submission and  awards involving multiple academic or research units.
•  Growing numbers of multidisciplinary and interdisciplinary institutes and centers.
  

Action Strategies:

1. As part of a general expansion in “Centers of Excellence,” identify strategic areas for interdisciplinary and multidisciplinary collaboration. (VPR, RC, EERC: ongoing)
   
2. Plan for and identify funding for a new interdisciplinary and multidisciplinary research facility. (VPR, FND: asap)
   
3. Encourage consideration of interdisciplinary and multidisciplinary research collaborations in tenure and promotion decisions. (VPAA, D, Ch, F: ongoing)
   
4. Encourage appointments of tenure and non-tenure line faculty and postdoctoral research associates in support of interdisciplinary and multidisciplinary research interests. (All: ongoing)
   
5. Develop outstanding candidate programs for the state’s Centers of Excellence in Economic Development program and otherwise develop further the Centers of Excellence concept. (VPR, RC, EERC: ongoing)
   
6. Provide infrastructure for interdisciplinary and multidisciplinary research, including the Computational Research Center, high-speed networking, and appropriate information technologies. (VPR, CIO, Ca: ongoing)
   
7. Give strong administrative support to a culture that stimulates interdisciplinary and multidisciplinary research activities. (Ca: ongoing)
   
8. Establish an Interdisciplinary and Multidisciplinary Research Initiative Fund. (VPR: AY06)
   
9. Recognize and reward faculty and departments involved in interdisciplinary and multidisciplinary research. (All: ongoing)

Indicators of Success:

•  The University is sought for research and commercialization partnerships in all  appropriate disciplines.
•  The University is nationally recognized as an innovator and preferred licensor of  proprietary technology.
•  The University is prominent in the emerging Red River Valley Research Corridor  and Centers of Excellence for Economic Development initiatives.
•  The value of University proprietary technology is advanced by new  commercialization capabilities.
•  Research innovations facilitated by collaborative University, state, and federal  initiatives are seen as economic development opportunities for North Dakota.

Action Strategies:

1. Establish and support a Research Foundation dedicated to commercializing intellectual property derived from academic departments and assigned to the University. (VPR: AY06)
   
2. Enhance a commercialization infrastructure by building on to the University Research and Technology Park and the Technology Commercialization Center. Establish an advisory board/governing board for the “park.” (VPR: asap)
   
3. Advance the tech incubator, entrepreneurship, and small business innovation programs to foster spinoff opportunities. (VPR, DCI, D/COBPA: ongoing)
   
4. Promote strategic partnerships, sponsored research programs, and joint ventures with industry/government. (VPR, RC, EERC: ongoing)
   
5. Foster recruitment and retention of faculty capable of generating intellectual property as a means for creating diverse business opportunities. (VPAA, VPR: ongoing)
   
6. Aggressively develop and license intellectual property. (VPR, EERC: ongoing)
   
7. Implement an integrated commercialization strategy and process using alumni business acumen and regional financial resources. (VPR, DCI: AY06)
   
8. Position the University to take full advantage of the state’s economic development initiatives regarding Centers of Excellence for Economic Development. (P, VPR, EERC: AY06-07)
   
9. Enhance research capabilities and visibility as a regional resource for innovations in areas such as biotechnology and applied technologies. (VPR: ongoing)
   
10. Identify University innovations as business opportunities in partnership with city, state, and regional stakeholders. (VPR, DCI: ongoing)

Indicators of Success:

• Positive trend in the number of viewers of Grand Forks Cable Channel 3.
• More locally originated programs on Grand Forks Cable Channel 3.
• Positive trend in the richness of programs at the Chester Fritz Auditorium and other UND facilities/positive reviews.
• Positive trend in the number and quality of visiting artists and lecturers.
• Positive trend in the number and quality of exhibits (North Dakota Museum of Art and throughout UND) and in the number of visitors to UND for art events generally.
• Positive trend in the number and quality of music and art programs (on campus, summer camps, outreach, others) for elementary and secondary school students.
• Positive trend in student/faculty exhibits and tours by UND choirs, theater and other arts groups.
• Positive trend in the quality/reviews of Burtness Theatre productions and in sustained or increasing numbers of Burtness patrons.

Action Strategies:

1. In cooperation with the North Valley Arts Council and the Convention and Visitors Bureau, establish and participate in a Culture and Arts Coordinating Council to optimize use of the Chester Fritz Auditorium, the Burtness Theatre, the Alerus Center, the Ralph Engelstad Arena, the Empire Arts Center, and other facilities throughout the region. (VPAA: ongoing)
   
2. 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. (VPAA, VPSOS: AY06)
   
3. Sustain strong annual Writers Conference and Faculty Lectureship Programs. (VPAA: ongoing)
   
4. Increase the number of endowed lectureships to 12 by the year 2010. (VPAA, MD)
   
5. Sustain and strengthen the relationship with the North Dakota Museum of Art. (VPAA, P: ongoing)
   
6. Build additional programming into Grand Forks Cable Channel 3 and explore ways of connecting UND programs to statewide Public Radio and television networks. (DCE: ongoing)
   
7. Increase marketing efforts to build participation in campus events. (VPAA, UR, SG: ongoing)
   
8. 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 program offerings. (UR, ongoing)
   
9. Highlight and market the Chester Fritz Library as a public service resource. (VPAA, UR: ongoing)
   
10. Consider development of an American Indian/regional heritage art program within the Art Department. (VPAA: under way)
    
11. Continue to publish UND Serves North Dakota: A County-by-County Summary. (UR, MD: ongoing)

Indicators of Success:

• Increased number of program offerings addressing regional employment needs.
• Increased non-traditional student enrollment.
  Low tuition vs. national/regional levels, particularly as a proportion of family income.
• Increased number of graduate and undergraduate degree programs available evenings and on weekends.
• Increased number of degree programs and courses available over the Internet and via other distance modalities.
• Regional needs regularly assessed.
• New programs added; waning programs eliminated or phased out.
• Increasing number of programs offered at distant sites in cooperation with other institutions.
• Large and increasing number of people served via continuing education programs.
• Large and increasing number of individuals and companies served via workforce training programs.
• High and increasing state and regional educational attainment.

Action Strategies:

1. By 2007, offer at least 20 undergraduate degree programs in the evening or on weekends (all courses made available after 5 p.m.). (VPAA, D)
   
2. Over the next three to five years, increase summer program activity equal to at least half of school-year numbers served. (VPAA, VPSOS, SPC)
   
3. Increase the number of summer program offerings for pre-college students, particularly academic programs, and for non-traditional students. (VPAA, VPSOS, SPC, AD: ongoing)
   
4. Consider an expanded range of lifelong learning programs for senior citizens/retired persons via “Summer Haven” and other programs. Market summer programs to those former North Dakotans and others who spend winters out of state. (VPAA, VPS: under way)
   
5. Assess continuing education program needs regularly and systematically through ongoing strategic planning. (VPAA, VPSOS, MD, SPC)
   
6. Sustain formal program-to-program articulation agreements with all community colleges in North Dakota, the Twin Cities, and otherwise within 250 miles. (VPAA, R: ongoing)
   
7. Increase the number of people served via continuing education programs by 5 percent each year through 2010. (VPAA, VPSOS, MD)
   
8. Establish a UND Speakers Bureau. (VPAA, UR: AY06)

Indicators of Success:

•  Newspaper editorials and public opinion surveys show that the University’s role  in economic development is widely recognized.
•  Upward trends in economic development.
•  Growing numbers of University faculty members, staff, and students engaged in  applied and basic research projects.
•  Increasing numbers and higher quality of partnerships with business and  industry.
•  Increasing numbers of people served via continuing education/workforce  training programs.
•  Increasing positive feedback regarding workforce training and continuing  education programming.
•  Federal dollars for the support of research and development approaching the  target.
•  UND recognized as a “pillar” of the Red River Valley Research Corridor.
•  Upward trend in enrollment in entrepreneurship programs.

Action Strategies:

1. Increase externally supported research and development and other externally funded activity to the level of $100 million annually by 2007. (See also Priority Action Area B.) (VPR, EERC, MD)
   
2. Identify three to five candidate Centers of Excellence for Economic Development and submit proposals to new commission, totaling $7 million to $10 million. (VPR: FY05)
   
3. Expand research participation opportunities for students in conjunction with the experiential learning initiative (increase varies with department). (VPR, VPAA, EERC: ongoing)
   
4. 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. (P, VPAA, VPR: ongoing)
   
5. Expand cultural and arts outreach programming to reach all parts of North Dakota and western Minnesota on a systematic basis. (VPAA: ongoing)
   
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. (VPAA, VPSOS: ongoing)
   
7. Strengthen and publicize the Chester Fritz Library’s business and economic resources. (VPAA, VPR, DL: ongoing)

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 that reflects credit for involvement in public service  activities.
•  Surveys that indicate faculty and staff recognition of public service involvement as  part of the reward system.
•  Public service needs continuously assessed through strategic planning.
•  A substantial array of programs serving American Indian people.
•  A substantial array of cultural experiences for the public.

Action Strategies:

1. Provide a central access point for public service inquiries (possibly in conjunction with the Center for Community Engagement), facilitating the brokering of connections between regional needs and University expertise. (P, UR: AY06)
   
2. Explore ways and means to enhance programs serving American Indian people and other underserved groups. (AIPC, VPAA, VPSOS, MD: under way)
   
3. Partner with the State of North Dakota, the Social Security Administration and the U.S. Postal Service to bring government services to low-density populations throughout North Dakota and eventually elsewhere via the Internet. (VPAA, D/COBPA: under way)
   
4. Include the development of greater regional awareness of UND’s public service mission and capabilities as part of the institution’s communication and marketing programs. (VPSOS, UR, MD: ongoing)

Action Strategies:

1. Complete the new American Indian Cultural Center, and seek funding for an expanded center/museum. (P, VPAA, VPSOS, VPFO, AIPC, FND: ongoing)
   
2. Establish the INMED Advisory Board as an overall Advisory Board for American Indian programs. (VPAA, VPSOS: AY06)
   
3. Develop a comprehensive plan to guide future development of American Indian programs based on an overall assessment of existing programs, a review of other benchmark institutions, and on input from the INMED Advisory Board. (AIPC: AY06)
   
4. Encourage faculty, with involvement of the tribes, to develop American Indian programs and explore new grant opportunities to support American Indian students and programs. (VPAA, VPSOS, VPR, MD: ongoing)
   
5. Identify opportunities where UND might appropriately address workforce development on the reservations. (VPAA, VPSOS, AIPC: ongoing)
   
6. Review and strengthen existing programs for American Indian students. (VPAA, VPSOS, MD, AIPC: ongoing)
   
7. Identify new funding opportunities and strengthen existing programs for American Indian students and faculty scholarly activities in collaboration with tribal entities when possible. (VPAA, VPSOS, MD, AIPC: ongoing)
   
8. Assess American Indian students’ perceptions of how well their needs are met at UND. (VPAA, VPSOS: ongoing)
   
9. Institutionalize funding for American Indian events and secure involvement of more faculty and staff in planning and implementation. (Ca, SG, AIPC: ongoing)
   
10. Encourage departments to tie activities to the powwows and other American Indian events. (VPAA, VPSOS, AIPC: ongoing)
    
11. Recruit additional American Indian staff, faculty, and administrators at UND. (Ca, VPAA: ongoing)
    
12. Continue to expand publicizing the success of UND American Indian programs and students. (Ca, UR: ongoing)

Indicators of Success:

• Students feel valued and appreciated and are directly and fully involved in campus governance.
• Abundant support and encouragement is given to student leadership by the University.
• Faculty are engaged with students both in and out of the classroom.
• University policies recognize and deal with not only what services the University is able to provide for students, but also how students are treated in the process of receiving those services.
• See also Goal Two.

Action Strategies:

1. Review how academic advising is done at UND. Consider at least two alternatives to current practice: (1) designate individual faculty as departmental advisors and treat their advising work as part of their academic load, and/or (2) expand the professional advising staff to cover all or most of the University. Look into developing peer advisement. (VPAA: AY06)
   
2. As an institution, take an overall active role in improving community and student relations. (Ca, SG: ongoing)
   
3. Ensure that students play active roles in every appropriate University committee. (All: ongoing)
   
4. Include a leadership training program for presidents of all student organizations. (VPSOS: AY06)
   
5. Enable faculty to make extra proactive efforts to be available to students who need assistance. (F: Ongoing)
   
6. On the part of the Administration, regularly report to Student Senate on University issues and respond to issues raised by the Student Senate. (P, VPSOS: ongoing)
   
7. Sustain and improve classroom environments to ensure that students feel comfortable speaking and contributing. (F: ongoing)
   
8. Provide campus-wide student service training for staff and “customer” service training for student employees. (Ca: AY06)
   
9. Sustain exemplary crisis coordination, counseling center services, and student-health programs, and sustain an exemplary array of student support services generally. (P, VPSOS: ongoing)

Indicators of Success:

•  An array of services to students, faculty, staff, alumni, and the public that is  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, feedback support, and financial support.
•  A high level of campus and community participation in campus events.
•  High faculty, staff, and student retention rates.
•  More opportunities for career advancement.
•  Surveys of students, faculty, and staff indicating achievement of goals.

Action Strategies:

1. Continue to refine a wellness program for the campus community (DWP); complete construction of the Wellness Center by FY06.
   
2. Continue to modernize and upgrade all campus signage to make the campus more user-friendly. (VPFO: ongoing)
   
3. Consider construction of parking garage(s) and otherwise continue to include the needs of campus visitors when expanding and modernizing UND parking. (VPFO: ongoing)
   
4. Complete construction of a new base for American Indian Student Services (Fall 2005) and continue fundraising for a larger American Indian Center. (P, FND: ongoing)
   
5. Regularly assess quality of services via surveys and use the results to improve campus services. (IR: annual)
   
6. Provide continuing education to all University personnel in supervisory roles on the effective handling of personnel issues, complaints, and grievances through effective communication regarding these issues, e.g. newsletters, workshops, and other means. (GC: ongoing)
   
7. Continue to enhance existing services for students and employees with disabilities to enable their full participation in the University community. (VPSOS, VPFO: ongoing)
   
8. Through the use of exhibits, displays, bike paths, guided tours and other means, create opportunities for the public to learn more about UND’s history and mission, architecture, and natural beauty. (All: ongoing)
   
9. Optimize hours of operation to serve students of all types. (Ca: AY06)
   
10. Support and enhance programs and infrastructure that promote campus safety. (VPFO: ongoing)
    
11. Sustain a broad array of professional development and training opportunities for staff and faculty. (P, VPAA, VPSOS, VPFO, MD, US, SS: ongoing)
    
12. Continue the review of overall campus climate and the work of the “Campus Climate” oversight committee. (P, Ca: ongoing)
    
13. Sustain programs of awards and recognition of achievement such as the Faculty and Departmental Awards for Excellence in Teaching, Research and Creative Activity; the Chester Fritz Distinguished Professorships; and the Staff Meritorious Service Awards. (VPAA, VPFO, MD: ongoing)
    
14. Consider staging an annual campus open house and tour programs for the public. (Ca, F: ’01)
    
15. Maintain the integrity of the nature trail along the west side of the Bronson property. (VPFO: ongoing)
    
16. Create new opportunities for citizens to visit the campus through enhancement of existing events and through new events such as those being planned for the University’s 125th anniversary celebration. (All: ’05-’08)
    
17. Develop a systematic employee retention strategy that would include components such as mandatory exit interviews and corresponding data collection and dissemination. (Ca: AY06)

Indicators of Success:

•  Flourishing programming and commercial activities on the Bronson property  fostering social interaction.
•  Impressive published list of annual offerings.
•  High level of public, student, and staff participation in campus activities.
•  Positive trend in the development of partnerships with community/regional  cultural and arts groups.
•  Positive trend in the number of endowed lectureships and attendance.
•  Note: See also Priority/Action Area C, Public Service (Goal 1) for additional  indicators.

Action Strategies:

1. Continue 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.
   
2. In order to enhance the faculty leadership role in promoting intellectual inquiry, recruit nationally recognized faculty by finding support for endowed chairs and endowed distinguished professorships, and celebrate more publicly the work and ideas of faculty. (UR, VPs: ongoing)
   
3. Improve arts and entertainment calendar/marketing partnering with community entities to jointly program ventures at such facilities as the Alerus Center and the Empire Arts Center. (VPAA: ongoing)
   
4. Expand endowed lectureship series such that noteworthy lectures and similar programs occur year-round. (VPAA, MD: ongoing)
   
5. In order to promote and stimulate the free exchange of ideas, provide more facilities and gathering places conducive to informal discussion and establish more campus-wide events/socials that serve to bring faculty together. (All: ongoing)
   
6. Note: See also Action Strategies under Priority/Action Area C, Goal 1, for additional Action Strategies.
   
7. Sustain and enhance existing Writers Conference, Graduate Forum, Honors Forum, Presidential Scholars programming, “Feast of Nations,” powwows, and international exchange programs. (All: ongoing)
   
8. Identify an office to coordinate publicity and promotion of speakers sponsored by colleges, departments and campus organizations. (UR: AY06)
   
9. Sustain and enhance a positive relationship with the North Dakota Museum of Art. (P, All: ongoing)
   
10. Enhance/upgrade the campus arts facilities (Hughes Fine Arts Center, Burtness Theatre, etc.) to support recruitment and encourage participation. (P, VPFO: ongoing)
    
11. Enhance mutually supportive relationships with art and music instructors at local and regional elementary and secondary schools to foster interest and support for University programs. (F, ongoing)

Indicators of Success:

•  The student body profile enhances regional diversity.
•  The faculty-staff profile enhances regional diversity.
•  Progress is made in minority faculty, staff, and student recruitment and  retention.
•  Surveys of students, faculty, and staff demonstrate campus-wide respect for all  cultural and other differences and demonstrate a reduction of all forms of  harassment.

Action Strategies:

1. Ask each unit (college, department, EERC, etc.) to prepare its own diversity plan and otherwise develop more inclusive and targeted recruitment processes to increase diversity in administrative, staff, and faculty applicant pools. (Ca: ongoing)
   
2. Sustain the President’s Advisory Council on Diversity and the President’s Advisory Council on Women within the context of the Council on Campus Climate. (P, Ca: ongoing)
   
3. Acknowledge and continue to assess the impact of the divisive and controversial nature of the Fighting Sioux athletic nickname and logos. (Ca: ongoing)
   
4. Facilitate campus-wide discussions, forums, workshops, seminars and training sessions on topics of diversity that promote respect for members of underrepresented groups. (VPSOS, GC: ongoing)
   
5. As part of the academic program, create and enhance opportunities, activities, and events that promote greater appreciation and respect for diversity and for members of underrepresented groups. (VPAA: ongoiong)
   
6. Continue to make a concerted effort to recruit, retain and graduate more students from diverse backgrounds. (VPSOS, VPAA, MD: ongoing)
   
7. Continue to educate the campus community about its policies against acts of racism, bigotry, discrimination, and harassment, and continue to enforce these policies within the campus community. (P: ongoing)

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.

Action Strategies:

1. Create new means of promoting interaction among faculty, staff and students beyond the work place and the classroom. (See also Priority/Action Area E.) (Ca: ongoing)
   
2. Refine UND’s information technology infrastructure (e.g., by establishment of a “portal”) and make better use of information technology (e.g., e-mail and the 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, and explore the need for an “ombudsperson” position. (GC, VPAA, VPSOS: ongoing)
   
4. Communicate official, up-to-date University policy more effectively through an electronic policy manual available through the University’s online home page. (VPAA, VPFO: ongoing)
   
5. Review the operational efficiency and evaluate the outcomes of UND governance organizations and committees. (Ca, US: ongoing)
   
6. Encourage participation of otherwise underrepresented groups in University governance. (P: ongoing)

Indicators of Success:

•  Low number of formal grievances filed.
•  Increased participation in University wellness programs.
•  Surveys indicating a high degree of job satisfaction and adequate opportunities  for career development.
•  Surveys indicating a high degree of pride in the University.
•  More opportunities for career advancement within the University realized.
•  Reduced sick leave taken by all employees and reduced health care costs.

Action Strategies:

1. Continually refine and improve the governance structure so that it is seen as efficient and inclusive. (Ca, US: ongoing)
   
2. Further develop a work site wellness program encouraging all employees to maintain healthy lifestyles. (All: ongoing)
   
3. Sustain the faculty/staff leadership development program. (P, VPAA: ongoing)
   
4. Establish regular professional development programs for all new chairs and other supervisors and add training requirements to the faculty handbook to support effective communication and personnel management. (VPAA, MD, GC: 06)
   
5. Sustain and enhance the Conflict Resolution Center as a means of providing conflict management education on and off campus, conducting research in conflict management. (P, Cc: ongoing)
   
6. Develop a master plan for outdoor recreational areas, facilities, and green space on campus. (VPFO: 2005-2006)
   

Indicators of Success:

•  Enrollment targets (Tables 9, 10, 11, 12, 13, 14, 15) achieved or on track.

TABLE 9: Fall Enrollment History and Target Goals
TABLE 10: Fall Correspondence Study Total Head Count History and Target Goals
TABLE 11: Fall Total Head Count History and Targe Goals
TABLE 12: Fall On- and Off-Campus Total Head Count History and Target Goals
TABLE 13: Continuing Education Enrollment History and Target Goals
TABLE 14: Annual Total Head Count History adn Target Goals
TABLE 15: Student Mix (Totals Included in Figures Shown in Table 9)

Action Strategies:

1. Based on data obtained from UND’s resource allocation model and an institutional capacity analysis, emphasize the marketing of undergraduate and graduate programs with potential for growth, and develop new programs responsive to the needs of North Dakota and the nation. (VPAA, VPSOS: ongoing)
   
2. Identify target states for recruiting based on criteria such as supply of students, potential for out-migration, tuition agreements, and historical enrollments (e.g., Alaska, Arizona, California, Colorado, Illinois, Oregon, Washington and Nevada) for focused marketing and recruiting of students. (VPSOS: ongoing)
   
3. Develop new, more proactive strategies to maximize prospective student referrals from alumni. (VPSOS, VPAA, FND: AY06)
   
4. Ensure that an integrated marketing communications approach is taken to maintain quality and consistency in the marketing of the University to prospective students and families and others who influence them. (VPSOS, UR: ongoing)
   
5. Expand graduate program offerings and support to achieve enrollment targets. (VPAA, GD, MD: ongoing)
   
6. Implement the computer software program to fully automate the admission, financial aid, and student records systems, including self-service functions. (VPSOS, CIO: asap)
   
7. Offer at least 20 evening undergraduate degree programs. In addition, schedule classes across all five days of the week, evenings, and weekends to reduce schedule conflicts and allow more access to heavily subscribed courses. (VPAA, VPSOS: by end of AY08)
   
8. Expand the campus visitation program to achieve 4,000 campus visits per year by 2010. (VPSOS)
   
9. Continue to utilize state-of-the-art enrollment management and marketing theory and practice to establish and maintain continuing contact with prospective students. (VPSOS: ongoing)
   
10. Maintain program-to-program articulation agreements for all UND programs and strengthen relationships with all two-year institutions in North Dakota (including tribal colleges) and the Twin Cities, and other two-year institutions within 250 miles. (VPAA, R: ongoing)
    
11. Implement and maintain a fully operational wellness program and center. (P, VPSOS: Fall 2006)
    
12. Establish a campus welcome center in a remodeled Carnegie Building for prospective students and their families. (VPFO, VPSOS: ongoing)
    
13. Review the entire scholarship program for effectiveness as an enrollment management tool. (VPSOS, VPAA: AY06)
    
14. Review the entire cultural diversity tuition waiver program for effectiveness as an enrollment management tool. (VPSOS, VPAA: Fall 05, then ongoing)
    
15. Develop and implement a recruitment and retention strategy within each academic department. (VPAA, D, Ch: AY06)
    
16. Expand the recruitment and retention programs geared to nontraditional adult students. (VPSOS: ongoing)

Indicator of Success:

•  Student mix targets met and desired profile achieved.

Action Strategies:

1. Expand recruitment efforts for underrepresented students (especially American Indian students), international students, and evening/weekend students. (VPSOS, VPAA: ASAP)
   
2. Improve accessibility to classes, library, and other services for on- and off-campus students to optimal levels. (VPAA, VPSOS: ongoing)
   
3. Move graduate stipends toward the average of peer institutions. (Ca: ongoing)
   
4. Ensure that at least 90 percent of new freshmen live in UND residence halls. (VPFO, VOSOS: asap)
   
5. By the end of AY07, offer at least 20 evening, undergraduate degree programs. In addition, schedule classes across all five days of the week, evenings, and weekends to reduce schedule conflicts and allow more access toheavily subscribed courses. (VPAA, VPSOS)
   
6. Note: See also Goal One for additional action strategies also relevant here.

Indicator of Success:

•  Standardized test score target met.

Action Strategies:

1. Review the entire scholarship program for effectiveness as an enrollment management tool. (VPSOS: AY06)
   
2. Develop strategies and secure funding for recruitment of students with ACT scores within the 24 to 27 range. (VPAA, VPSOS, FND: ongoing)
   
3. Implement increased automatic admission standards by fall 2005. (VPSOS: ongoing)
   
4. Expand partnerships with K-12 to enhance the readiness profile of incoming students. (VPAA, VPSOS: ongoing)

IndicatorS of Success:

•  Retention rate target met or exceeded and graduation rate target met or exceeded.

Action Strategies:

1. Pursue the possibility of an introductory first-year experience course for all new freshmen as well as an introductory course for all new transfer students. (Ca: AY06)
   
2. Develop a system of mandatory advisement for students who are having academic difficulty, and develop a range of early intervention strategies and techniques. (VPAA, US: AY06)
   
3. Ensure that at least 90 percent of new freshmen live in UND residence halls. (VPFO, VPSOS: asap)
   
4. Ensure that all students have access to effective integrated and coordinated campus-wide academic and career advisement. (VPSOS, VPAA, MD: ongoing)
   
5. Strengthen advising for deciding and transfer students and for those who have academic ability or who are not accepted into a desired major. (VPSOS: AY06)
   
6. Develop a publicized program of options for students who do not get into their desired major. (VPAA, VPSOS: AY06)
   
7. Continue to expand education and training of faculty and staff in their advising roles and ensure that faculty review and reward processes take advising into account. (VPAA: ongoing)
   
8. Ask each academic department to develop and implement a departmental retention plan and strategies, especially focusing on the retention of freshmen to sophomores. (VPAA: AY06)
   
9. Pursue the creation of a learning community for new students (freshmen and transfers) in each academic department. (VPSOS: AY06)
   
10. Offer general education courses with smaller class sizes, especially for freshmen and sophomores. (VPAA, VPSOS: AY06)
    
11. Develop a plan to increase student awareness of opportunities for involvement in student organizations. (VPSOS: AY06)
    
12. Ensure that most student organizations have a mentoring component built into their structure and procedures.
    
13. Until advising is made generally mandatory, develop department-based systems to ensure that all students who receive two or more deficiencies meet with their advisor prior to registration for the fall semester. (VPAA: 2005-2006)
    
14. Continue enhancing New Student Orientation programs to expand the involvement of families and alumni. (VPSOS: ongoing)

Indicators of Success:

•  Low number of undersubscribed majors.
•  Enrollment up or stable.

Action Strategies:

1. Expand graduate program offerings and support to achieve enrollment targets. (VPAA, GD, VPSOS: ongoing)
   
2. Based on data obtained from UND’s resource reallocation model and from an institutional capacity analysis, emphasize the marketing of undergraduate and graduate programs with potential for growth, and develop new programs responsive to the needs of North Dakota and the nation. (VPAA, VPSOS: ongoing)

Indicator of Success:

•  Increase in the number of people served during the summer to 50 percent of the level of people  served during the academic year.

Action Strategies:

1. Establish a permanent Summer Programs Council. (P: done)
   
2. Broaden the selection of courses and programs offered during the summer using support services incentives, incentive funding and other means. (SPC: asap)
   
3. Establish a summer program development incentive fund. (P: done)
   
4. Through the Summer Programs Council, prepare a comprehensive strategic plan for developing summer programming and update the plan annually. (See Appendix G.) (SPC: ongoing)
   
5. Increase the number of summer evening courses. (VPAA: asap)
   
6. Consider an increase in faculty summer stipends. (Ca: asap)
   
7. Increase recruitment for the summer session among non-traditional populations. (VPSOS, VPAA, SPC: AY06)
   
8. Expand the Summer Haven program by 10 to 20 percent each year to an optimal level to be determined. (P, SPC: under way)

Indicators of Success:

•  The University is recognized as being efficiently run.
•  The University has an exceptional array of Internet-based course and degree  offerings.
•  The University is a recognized leader (e.g., “Most Wired/Connected”) in the  application of technology.

Action Strategies:

In order to accomplish this goal, UND will, generally speaking, (1) determine information technology (IT) requirements, establish IT priorities, and seek funding for IT; (2) determine real costs of all IT services; (3) enhance coordinated, secure, and reliable IT services; (4) continue to identify and develop appropriate policies and standards; (5) establish a plan and timeline for enhancing the campus information access system; (6) improve IT support for providing storage and easy access to information for research and instruction; and (7) ensure that all incoming students have adequate levels of computer proficiency.

Specific action strategies to be employed are the following:

1. Develop a plan for implementing a campus-wide e-Portfolio solution. (CIO, UITC: AY06)
   
2. Continue to identify and develop appropriate policies, standards and practices, such as those governing (a) network and computer security for UND; (b) videoconferencing, e.g., H.323, etc.; (c) presentation technology for general purpose classroom use; (d) authentication, e.g., single sign-on; (e) course management software (CMS) that integrates with Connect ND; (f) hardware and software standards for purchase and support of new information technology; (g) University-wide life cycle management policy for information technology resources (including presentation equipment); (h) business continuity; and (i) electronic mail service across the University. (CIO, UITC: ongoing)
   
3. Implement approved policies, standards, and practices and publicize and communicate the requirements of the Copyright Law and the Digital Millennium Copyright Act. (CIO, UITC: asap)
   
4. Implement a “portal project” with Campus Enterprise Application Integration identifying and prioritizing core content to be accessed through a campus information system. (CIO, UITC: asap)
   
5. Identify the need for systematic storage and access for research and learning information and, based on need, develop appropriate plans. (CIO, UITC: AY06)
   
6. Prepare a plan for electronic document management for administrative functions. (CIO, UITC: AY06)
   
7. Conduct a campus IT security assessment for critical information systems and develop and implement plans to minimize threats and vulnerabilities. (CIO, UITC: AY06)
   
8. Establish minimal core computer-proficiency competencies for incoming students and provide remediation as needed. (CIO, VPAA, UITC: AY06)
   
9. Ascertain the implication of the TEACH Act and provide information sessions for faculty and staff about this act. (CIO: AY06)
   
10. Assist, where possible, in the implementation of PeopleSoft in the ConnectND project for more effective financial, student, and human resources systems; these can include (1) development and implementation of a PeopleSoft user training plan, and (2) development and implementation of a plan to provide business analysis support for PeopleSoft users. (All: ongoing)
    
11. Establish priorities for “facility readiness” for technology, e.g., electric outlets, abatement, coring of floors. (CIO, UITC: AY05)
    
12. Using the student technology fee and other sources, continue to increase the number of general purpose classrooms with resident presentation technology and hardware and software that will enhance teaching and learning. (CIO, UITC: ongoing)

Indicators of Success:

•  Over 95 percent of classrooms, offices, and research facilities have gigabit  network access and, on a longer timeline, campus access to Internet increases  to 10 gigabit per second (20 times current).
•  All public-access computer labs, including wireless labs, require an  authentication for access.
•  At least two pilot projects using VoIP are implemented.
•  Security breaches occur very rarely, if at all.

Action Strategies:

In order to accomplish this goal, UND will, broadly speaking: (a) provide a high level of security for the campus network; (b) complete gigabit access for classrooms, offices and research facilities campus wide; (c) provide a 10+ gigabit per second access from campus to the Internet; (d) strive for 99.999 percent network reliability; (e) update and extend wireless infrastructure across the campus; (f) provide a standard for IT infrastructure for new buildings on the UND campus; and (g) assist with the use of video conferencing for research and instructional purposes.

Some specific actions to be undertaken are as follows:

1. Complete network security assessment and develop and implement plans to minimize threats and vulnerabilities. (CIO, UITC: AY06)
   
2. Implement third and fourth years of the campus network plan for on-campus gigabit networking and wireless implementation. (CIO, UITC: AY05 and 06)
   
3. Develop and implement a transition plan for use of VoIP. (CIO, UITC, Ca: asap)
   
4. Implement network authentication campus wide. (CIO, UITC: AY06)
   
5. Work with state and regional partners for planning and funding high bandwidth network access. (CIO, UITC: ongoing)
   
6. Develop a plan to connect the television infrastructure of the TV Center, ASN, and RWIC to the Alerus Center via a fiber connection. (CIO, UITC: AY06)
   
7. Develop a funding priority in providing a plan to create redundant digital TV signal paths among the TV Center, ASN, and RWIC, and determine the equipment required for additional venues. (CIO, AY06)
   
8. Explore the feasibility of establishing a position to support video conferencing for research and instructional purposes. (CIO, AY06)
   
9. Establish a sub-council to set IT standards for new buildings on the UND campus. (CIO, AY06)

Indicator of Success:

•  UND uses of IT are widely recognized as well-coordinated and efficient.

Action Strategies:

In order to accomplish this goal, UND will enhance sharing of IT expertise across campus through activities of the UITC and its sub-councils as it continues to review the roles and responsibilities of the CIO in relation to all IT departments.

Specific actions to be undertaken are as follows:

1. Establish a process to review the roles and responsibilities of the Chief Information Officer in relation to central and distributed IT staff. (CIO, Ca, UITC: FY06)
   
2. Establish an “information technology support sub-council” of the UITC consisting of all University IT support managers to enhance communication and coordination of IT support campus wide. (CIO, UITC: asap)
   
3. Identify areas lacking IT desktop support and establish a plan to assist these areas, with one possibility being the expansion of a student technical assistant program for faculty and departmental computer labs. (CIO, Ca: FY06)
   
4. Develop and implement a plan to provide centralized hosting services for critical application servers. (CIO, UITC: AY06)
   
5. Explore possible funding mechanisms and sources to assist with the training of IT employees. (CIO, UTIC, Ca:AY06)
   
6. Explore mechanisms for sharing IT expertise between the various UND IT departments. (CIO, UTIC:AY06)

Indicators of Success:

•  A plan is in place and updated annually.
•  Progress toward implementation is tracked and reported regularly to  UPBC/President.

Action Strategies:

In order to carry out this goal and to ensure that it serves the intended purpose, UND will:

Annually update its IT plan and assess progress, publicize the plan to the University community and others, develop an evaluation plan, including tools to measure progress; ensure campus IT planning includes standards and policies to comply with mandates, and compare UND’s IT position and progress with peer institutions using benchmarks from peer institutions. UND will also establish a Web site for the Office of the CIO.

Indicator of Success:

•  National surveys and ratings identify UND as a leader in the use of IT in teaching, learning, research, service, and operations.

Action Strategies:

In addition to all of the above, the University will:

1. Sponsor a regional conference on information technology applications. (CIO, UITC: annually)
   
2. Identify courses and programs for online course development in response to market needs identified on or off campus. (CIO, VPAA, UITC: ongoing)
   
3. Enhance capacity for research using high-performance computing. (CIO, UITC, VPR: ongoing)
   
4. Work with departments to ensure that students have appropriate IT exit skills at graduation. (CIO, VPAA, UITC: ongoing)
   
5. Identify appropriate methods to enable students to acquire specified IT skills appropriate to their programs of study and professions. (CIO, ITC: ongoing)
   
6. Consider establishing a fund for campus initiatives that encourages faculty, staff, and students to create, use, and evaluate new and underused technologies. (Ca: AY06)
   
7. Assist departments in expanding specialized IT-related curricula and research. (CIO: ongoing)
   
8. Increase the number of programs offered at a distance by 10 percent until an optimal level is reached. (See Priority Action Area E: Enrollment Management)
   
9. Establish technologies and applications for multi-site, content-rich collaboration. (CIO, UITC: ongoing)
   
10. Sustain support for faculty development of technology-enhanced courses. (CIO, UITC: ongoing)
    
11. Review faculty development services across the campus and plan for enhancing these services. (CIO, VPAA, VPFO: ongoing)
    
12. Write a plan for evaluating and remediating IT entry and exit skills for students. (CIO, VPAA, UITC: AY06)
    
13. Sustain and enhance library applications such as online, full-text search and retrieval. (CIO, UITC, DL: ongoing)
    
14. Through the UITC, in consultation with appropriate research entities across campus, identify IT support services needed by researchers. (CIO, UTIC, VPR: ongoing)
    
15. Develop a plan for Faculty Technology Scholars, recognizing their work with IT in teaching and learning. (CIO, Ca: AY06)
    
16. Assess the use of IT in the improvement of learning and identify additional ways to improve learning through use of technology. (CIO, VPAA: ongoing)
    
17. Work with the Research Council to plan for and support campus research computing. (CIO, VPR, VPAA: ongoing)
    

Indicators of Success:

•  The University’s endowment is at the targeted level.
•  Athletics and all colleges have in place development plans based on a strategic  plan covering each department and other sub-units.
•  A comprehensive Capital Campaign is launched and under way.
•  College development efforts are fully integrated with the UND Alumni Association  and Foundation.

Action Strategies:

1. Create a development advisory council made up of the Deans, the Provost, and representatives of the UND Alumni Association and Foundation by the end of FY05. Charge this council to develop guidelines for coordinating fundraising and to develop a plan for a comprehensive capital campaign, considering possible use of an external consulting firm, etc. (P: AY06)
   
2. Provide funding to enable each Dean to appoint a development officer and/or otherwise build a support structure for each college. (P: done)
   
3. Support the UND Alumni Association and Foundation in developing a strategic plan for the Foundation supportive of the University Strategic Plan. (P, FND: end of AY06)
   
4. Conclude a $20 million College of Business and Public Administration campaign by the end of AY06. (P, FND, CoBPA)
   
5. Launch a School of Medicine and Health Sciences campaign. (P, FND, MD: AY06)
   
6. Identify potential firms to assist with a capital campaign and identify funding needed to support a campaign. (P, FND: AY06)
   
7. Develop a broad case statement and launch, with the assistance of an external firm, a comprehensive capital campaign for the University by the end of FY06 (actual date may vary, depending on an assessment to be made at the front end of planning). [See “How the University Would Use an Endowment of $500 Million in Appendix H.] A capital campaign for the College of Business and Public Administration is under way; a campaign for the School of Medicine and Health Sciences is under development; others are in the early planning/consideration stages. (P, Ca: under way)
   
8. Every unit develops and improves effective, regular mechanisms for communicating with its alumni/stakeholders. (Ca, AD: ongoing)
   
9. Each Dean takes responsibility for developing his/her college’s case and in leading Chairs in the development of departmental/unit cases for presentation to alumni and stakeholders and leading the implementation of long-term campaigns to raise the funding needed to take the college and component departments, centers, etc. to higher levels of distinction and excellence. (VPAA, D: underway)
   
10. Develop ways and means of optimally coordinating — through interlocking board membership, for example — the activities of all UND support organizations and foundations, e.g., the Center for Innovation Foundation, the UND Aerospace Foundation, the University Fellows, the EERC Foundation, the UND Alumni Association and Foundation. (P, Ca: asap)
    
11. Explore ways of providing institutional support to the development enterprise to reduce the costs of fundraising paid by donors. (P, FND: ongoing)

Indicators of Success:

•  Targets and mix objectives reached.

Action Strategies:

In addition to the strategies above:

•  Each Dean works with the Foundation to establish annual targets. (asap)
•  Fundraising approaches are diversified, giving more emphasis to corporations,  public/private foundations, and other entities. (All: ongoing)

Indicators of Success:

•  Public opinion surveys show widespread and continuously improving name  recognition, understanding, and tangible support of UND.
•  News coverage of UND in local, state, and national mass media is extensive,  accurate, and congruent with UND’s positioning and branding strategies.
•  There is increased collaboration campus-wide in the realm of marketing and  institutional communication.

Action Strategies:

1. Through the leadership of the Executive Associate Vice President for University Relations, create a broadly comprehensive “communications” plan for UND, to be updated annually. This will expand the planned use of modern, high-quality methods of communication over which the University has direct control – such as publications, paid advertising, and the Web – to better position UND among important constituencies, to reinforce brand promises, and to gain support of its strategic agenda. The communication plan will specify which stakeholders are reached with what frequency, through which forms of communication, and with what message of current, as well as perennial, importance. (P, UR: AY06/annually)
   
2. Create a senior leadership position in the Office of the President to manage and coordinate communication and marketing on a campus-wide basis. (P: done)
   
3. Continue efforts to achieve a consistent visual identity in the University’s publications, campus signage, advertising, and Web presence. (UR: ongoing)
   
4. Complete the process of defining the distinctive qualities to be used in communications and marketing to separate UND from similar and competing institutions regionally and nationally. (UR: AY06)
   
5. Increase the amount of positive news coverage in state, regional, and national mass media through a more aggressive news media relations program. (UR: ongoing)
   
6. Consider ways to better coordinate and integrate the communication and marketing efforts of the University and the UND Alumni Association and Foundation. (P, FND, UR:ongoing)
   
7. Arrive at an appropriate balance between investments in University-wide communication and marketing vis-à-vis those that originate in various units of the University, including the colleges and schools. (Ca: ongoiong)
   
8. Expand the level of marketing expertise available centrally to support strategic efforts, especially as related to student recruitment, fundraising, research, development, and public service. (Ca:ongoing)

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 of appropriate benchmarks.
•  Professional development programs are in place for both faculty and staff.
•  Student surveys indicate high levels of satisfaction with instruction and support  services.
•  Faculty and staff five- and ten-year retention rates exceed national norms.
•  The percentage of permanent, full-time faculty having terminal degrees in their  disciplines exceeds 95 percent.
•  All faculty members are active practitioners of the disciplines they teach.
•  A start-up funding program for new faculty is adequate.
•  A campus wellness and fitness program is established.

Action Strategies:

1. Reach the peer median of the AAUP faculty salary scale by 2010. (P, MD, Ca: ongoing)
   
2. Maintain competitive staff salaries. (All: ongoing)
   
3. Maintain and enhance a competitive faculty and staff benefit program. (P, VPFO, MD: ongoing)
   
4. Develop a holistic wellness program for all faculty, staff, and students. (P, MD, VPSOS: ongoing)
   
5. Sustain the leadership development program for faculty and staff, which began in the 2001-20002 school year for persons interested in administrative career development. (P: under way)
   
6. Consider establishing an enhanced employee tuition waiver program. (P: asap)
   
7. Sustain/enhance existing staff and faculty recognition programs such as the annual Founders Day awards and Chester Fritz Distinguished Professorships. (VPAA: ongoing)
   
8. Adopt a student-faculty ratio standard range for each academic program and use comparison of the actual vs. ideal as the basis for filling or not filling vacant positions, and for adding new positions. (VPAA, D: AY06)

Indicators of Success:

•  There is a low level of unmet space/building needs.
•  The University has an up-to-date campus master plan.
•  All units report having adequate space plus state-of-the-art equipment and  facilities.
•  Campus signage has been modernized and rated by visitors as visitor-friendly.
•  Analysis based on national benchmarks indicates that space is optimally used.
•  Maintenance is on schedule (see Table 16).
•  Construction projects are completed on schedule (see Tables 17 and 18).

Action Strategies:

1. Ascertain that the campus master plan integrates the space needs of university departments (program plans) with the support requirements provided by operational units. (ongoing)
   1. Academic program plans. (P, VPAA, VPHA, VPFO)
   2. Research program plans. (P, VPR, VPAA, VPHA, EERC & VPFO)
   3. Athletic plans. (P, AD, VPFO)
   4. Unit support plans (see Table 19). (VPFO: ongoing)
      
2. Sustain an up-to-date master plan for construction and utilization for facilities based on the Strategic Plan (see Table 18), and for maintenance and renovation of existing facilities (see Table 19). (VPFO)
   
3. Continue to modernize campus signage. (VPFO: ongoing)
   
4. Complete construction of the Wellness Center by August 2006. (P, VPSOS, VPFO)
   
5. Maintain an up-to-date inventory of all physical facilities noting current use and condition. (VPFO, VPAA, VPSOS, VPR, MD: ongoing)
   
6. Review the balance between accessibility and security for all campus facilities. (VPFO, Ca: AY06)

Indicators of Success:

•  The total budget approaches peer institutions’ median.
•  Research and other external funding is trending upward.
•  The endowment is on track to reach targets set in Priority/Action Area G.
•  Tuition is at or near the median for benchmark states and institutions.
•  UND has a high level of base funding vis-à-vis peer institutions.
•  A high percentage of all scholarships are endowed.
•  An Honors College is endowed.
•  The student-faculty ratio is low.
•  UND has a high number of business/industry partnerships.
•  Debt is low.
•  The University has an adequate “reserve” fund.

Action Strategies:

Note: Some of these are objectives; action strategies will be developed in conjunction with the UND Foundation as part of its strategic plan. Additional strategies are described in Priority/Action Area G, Development. These include: (1) raising Foundation assets to $500 million by 2012; (2) increasing grant and contract support to $100 million by 2007; and (3) raising $20 million per year in private giving by 2010.

1. In order to define “adequate” on an ongoing basis, each unit will be given an annual opportunity — as part of its annual report — to describe its immediate, near-term and long-term budgetary needs. This will include a statement of needs relative to the unit’s current work scope/mission as well as funding needed to realize new opportunities for expansion. (P, Ca: annual)
   
2. 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)
   
3. Improve faculty incentives for grant/contract application. (VPR, RC: ongoing)
   
4. Raise the research-support base seed money fund to $500,000 annually by FY07. (VPR: ongoing)
   
5. Establish 20 endowed chairs (ideally $1.5-2 million each) by 2010, ultimately one per department. (Foundation in cooperation with all.)
   
6. Establish 40 endowed professorships ($250,000 each) by 2010. (Foundation in cooperation with all.)
   
7. Establish a mechanism by which faculty are helped in identifying foundations likely to be receptive to supporting their research/creative ideas. (VPAA, VPR, RC: ongoing)
   
8. Secure a $5- to $10-million partner to help endow an Honors College. (P, VPAA, FND: asap)
   
9. Seek funding for a strategic University-wide initiative from at least four (relatively untapped by UND) private foundations (such as the Robert Woods Johnson and Ford Foundations) and two federal agency sources (such as the Title III Program), beginning AY05. (P, Ca: asap)
   
10. Use a resource allocation/reallocation model to eliminate or phase out programs no longer needed. Establish a Resource Development Plan showing potential sources of funding for each of the strategic actions specified in this plan. (VPAA, D: ongoing)
    
11. Maintain a positive relationship with the legislative and executive branches. (P: ongoing)
    
12. Maintain UND liaison, federal relations representation in Washington. (P: ongoing)
    
13. Establish additional partnerships with industry. (P, VPAA: ongoing)
    
14. Maintain a vigorous public/university relations program. (P, UR: ongoing)

Indicators of Success:

•  Unqualified audit reports are presented.
•  The organizational chart is uncomplicated and easily understood.
•  Surveys indicate smooth, un-bureaucratic administrative operation.
•  The organization is generally regarded as lean and tight.
•  The trend is toward a high ratio of funding for support services and academic  programs.

Table 16: Unit Support Plans
Table 17: Building Projects Completed Since 2000
Table 18: Projects for the Future or Under Construction
Table 19: Major Academic/Athletic Facility Renovation Projects

Action Strategies:

1. Review annually and recommend revisions in the organizational chart. (UPBC: ongoing)
   
2. Establish institutional effectiveness measures to be tracked by InstitutionalResearch. (IR: ongoing)
   
3. Maintain the President’s Question/Answer Web site and continue to refine the referral system for solving problems and answering questions. (UR, P: ongoing)