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)