Things to know The University of North Dakota

Program and Support Service Prioritization. The members of the two task forces for the Program and Support Service Prioritization Initiative have now been selected. To see a list of the members of both task forces, click here. The Program and Support Service Prioritization Initiative will help significantly improve the way we approach the allocation of funds. Over a multi-year period, this process will enable us to direct resources towards programs and support functions essential to our liberal arts foundation and our mission of teaching and learning, research, scholarship and creative activity, and service. Things to know The University of North Dakota

Two Task Forces

As communicated previously, one of the task forces will examine academic programs and another will examine support functions, such as Housing, Dining, University and Public Affairs, HR, etc.  The academic task force consists of faculty and department chairs.  The support task force is staffed by academic and administrative managers, faculty, and staff.  Members of the task forces were selected by the Program and Support Service Prioritization Committee (Provost Tom DiLorenzo, Vice President Alice Brekke, Senate Chair Ryan Zerr and Senate Chair-elect Melissa Gjellstad) from among more than 160 nominees across the campus community.

The first job for these task forces will be to receive training for the important role they will play over the coming year. The week of March 3, consultant Larry Goldstein, whom we have retained to help guide the early phase of this process, will conduct intensive training sessions with members of both task forces.  During this training, the task forces will develop a process for defining programs and functions and for establishing criteria and weights. The two task forces will meet separately with Larry on March 4 and 5 (one task force each day), and on the March 6 will meet jointly with Larry to develop and agree on consistency of approach. We’ll continue to provide updates on this effort.

Robert Kelley – President
Thomas DiLorenzo – Provost and Vice President for Academic Affairs

“Things to Know” – A New Communication About Campus Initiatives

As you all know, a number of campus initiatives are underway at UND.  These initiatives, such as Program and Support Service Prioritization, Strategic Enrollment Management, and Budget Model Redesign, affect the entire campus community. We will all need to work together to navigate through these changes and to understand how they fit together.  It is also important that we understand the purpose of these initiatives, our roles, and the impact of our efforts on academic and support units.  Frequent, effective communication will be essential for our collective success. To accomplish this, we have been working closely with the Division of University and Public Affairs to ramp up our communications efforts.  We plan to communicate more frequently and to make sure those communications are aligned, show the linkage between these various initiatives, and provide news you can use.
We want to let you know about two of these communications. One is this one, “Things to Know”, a twice-weekly newsletter to the campus community that will provide updates on our progress.  Each issue of this newsletter will focus on a specific topic related to our campus initiatives.  This first newsletter focuses on the Program and Support Service Prioritization process. The second communication, the “Campus Initiatives Briefing Sheets”,  is a collection of one-page briefings on each of the initiatives what it is, what happens next, and how it may affect you. We have begun posting these briefing sheets on the Provost’s web site.

Space and Building Planning

Over the past several months, many of you have begun to hear more about space and building planning, one of the campus initiatives currently underway.  This initiative is vital for several reasons: Planning for space needs is the best way to make the most efficient and cost-effective use of our physical resources.  UND continues to conduct ongoing evaluation of our available space and space needs.  Most recently, In July 2013, UND completed a comprehensive Space Utilization and Planning Study to determine how efficiently classroom space at UND is being utilized. In addition to conducting our own space planning, UND, like all North Dakota University System (NDUS) institutions, aligns with and participates in campus master planning at the System level.
Legislative approval for a new School of Medicine and Health Sciences (SMHS) building and a renovation and addition to the School of Law building has raised additional issues, such as the future disposition of the current Medical School building, and the need to relocate Law School faculty and staff during the year-long renovation. Space and building planning impacts every campus entity, and we’d like to keep everyone apprised of ongoing developments in this area.  This issue of “Things to Know” provides an update on the next steps for two units impacted by the Space and Building Planning process – Multicultural Student Services and the Women’s Center.

Multicultural Student Services and Women’s Center

Last fall, two committees of UND staff and students went through a process to identify appropriate space for a new one-stop service for students, to be located in the Memorial Union.  As a part of this analysis, the group also reviewed other services and their possible locations within the Union and McCannel Hall. At the same time, questions were raised about the long-term viability of space for the Women’s Center and Multicultural Student Services, as they are currently located in two of the eight campus buildings identified as candidates for being taken offline, due to a variety of factors including use and declining condition.  These circumstances created the need to look at all these potential space moves together and make decisions that will best serve all of them.
With the support of the directors of Multicultural Student Services and the Women’s Center, we’d like to share the latest developments in that process: Multicultural Student Services, as announced earlier, will move to the third floor of the Memorial Union for the foreseeable future.  That move has now been scheduled to take place sometime this summer. The decision to move the Women’s Center to McCannel Hall, also announced earlier, has been postponed until further review.  We are continuing to review the space needs for the Women’s Center, and will continue to look for an appropriate space to relocate the Center.
One advantage of allowing more time for some of these decisions is the possibility of bringing the new Associate Vice President for Diversity and Inclusion into this decision-making process.  As you know, we are currently interviewing four candidates and hope to fill the position this spring.  This individual could then be able to participate in reviewing space and office functions for current areas, including Multicultural Student Services and the Women’s Center, and make recommendations for where these offices should be housed in the future. There will be additional space discussions as the building and space planning efforts and work on the SMHS and the School of Law move forward.  We appreciate everyone’s patience and support as we continue to work through this process.  We will keep everyone updated as additional developments take place. Lori Reesor, Vice President for Student Affairs. Alice Brekke, Vice President for Finance and Operations.

Linking Multiple Campus Initiatives

As members of the University of North Dakota community, we have the common goal of supporting UND’s mission and the five tenets of Exceptional UND. While these tenets are broad and widely-encompassing, the ways in which UND achieves overall organizational progress are very specific and foundational. Strategic initiatives are put in place to develop, implement, maintain and measure the processes and tools needed to advance the work of the University. Linking Vision, Strategy and Action. Several of these strategic initiatives are currently underway at UND. The diagram below illustrates the relationship between the strategic initiatives, our strategic vision, and the specific outcomes the UND community wants to achieve.
On the lower left of the diagram, the five tenets of Exceptional UND are the strategic priorities UND will focus on:
– Enrich the student experience
– Encourage gathering
– Facilitate collaboration
– Expand UND’s presence
– Enhance the quality of life for faculty and staff
The top of the diagram represents the desired future state—the attributes UND wants and needs to possess in order to succeed:
– Collaborative governance, leadership and service
– Sustainable processes with adequate resources
– Transparency with accountability
– Strategic action
And the bottom right of the diagram lists many of the strategic initiatives being looked at right now. These include:
– Research, Creative Activity–Graduate Education and Innovation
– Teaching and Learning Enhancements—Graduate and Undergraduate
– Strategic Resource Allocation/Budget Model Redesign
– Strategic Enrollment Management—Undergraduate, and
– Space and Building Planning
Many of these initiatives, such as Teaching and Learning Enhancements and Space/Building Planning, have been underway for some time; a few others are just getting started.  This installment of “Things to Know” focuses on two of these:  Program and Support Service Prioritization and Budget Model Redesign. Program and Support Service Prioritization and Budget Model Redesign. Two of these initiatives. Program and Support Service Prioritization and Budget Model Redesign—have a particularly strong link to each other.
– The Program and Support Service Prioritization Initiative was discussed in the last issue of “Things to Know.” This process will significantly improve the way UND approaches the allocation of funds.  Over a multi-year period, it will enable UND to put its emphasis towards academic programs and support functions that are exceptional and provide opportunities for the future.  As you know, the task forces for this initiative have been selected and the training has been taking place this week. You’ll receive another campus update early next week.
– The Budget Model Redesign is another tool you hear more about shortly. This initiative will enable a better review, assessment and prioritization of the processes through which UND allocates funds.  It will deliver the methodology, through an ongoing dynamic process, to deliver more flexible, updated resource allocation.
UND is working with Huron Consulting Group on the Budget Model Redesign effort, and an internal Steering Committee is responsible for overseeing the process.  Click here to see the members of this Steering Committee. In short, the Program and Support Service Prioritization Initiative will help us better answer the question of “what” to what purpose are we directing our resources?  The Budget Model Redesign addresses the question of “how” what process will we use to allocate funds to all our programs and units? You’ll hear more about both these and other initiatives in the weeks to come.

Update on the Program and Support Service Prioritization Task Force Training

Last Wednesday and Thursday, March 5 and 6, the two task forces for the Program and Support Service Prioritization effort convened to receive training on their roles.  The training was conducted by consultant Larry Goldstein, who UND has retained to help guide the early phase of this process. The Academic Task Force consists of faculty and department chairs. The Support Task Force consists of both faculty and staff. Members of both task forces were selected from nominations by the campus community submitted to the Program and Support Service Prioritization Coordinating Committee: Provost Tom DiLorenzo, Vice President Alice Brekke, Senate Chair Ryan Zerr, and Senate Chair-elect Melissa Gjellstad. Staff Senate Chair-Elect Sharley Kurtz and UND Student Body President Nick Creamer have since also joined the Coordinating Committee. On Wednesday, March 5, the Support Task Force met, and on Thursday, March 6, the Academic Task Force met.  Towards the end of the day Thursday, a few hours were set aside for the teams to meet together to coordinate their approaches. During the training, the task forces named chairs: The Academic Programs Task Force Co-Chairs are Paul Sum and Donna Pearson. The Support Services Task Force Co-Chairs are Cassie Gerhardt and Carrie Herrig. The teams named the joint project “SOAR,” which stands for :
Optimization and
The teams also established criteria and weights to use in their analysis going forward. For support functions, here are the criteria and their relative weights:
– Impact, justification, and overall essentiality (30%)
– Internal demand (10%)
– Mandates and external demand (10%)
– Quality (20%)
– Cost effectiveness (10%)
– Opportunity analysis  (20%)
For academic units, here are the criteria and their relative weights:
– History, demand, development and expectations (5%)
– External demand  (10%)
– Internal demand (10%)
– Quality of inputs and processes (10%)
– Quality of outcomes (15%)
– Size* scope and productivity (10%)
– Revenue/resources (5%)
– Expenses/costs (5%)
– Impact, justification (15%)
– Opportunity analysis (15%)
The role of these task force members is critical–and appreciated. In this edition of Things to Know, Program and Support Service Prioritization Coordinating Committee members Ryan Zerr (Senate Chair) and Melissa Gjellstad (Senate Chair-elect) offer some perspectives on their roles: “Many have expressed optimism about the process as they learn more about it.  Faculty and staff – those who do the most important work of our institution, educating students – will be the exclusive decision makers on the task forces.  Besides their good judgment, much of the information they will use will come from the rest of us through our involvement with our programs.  Faculty and staff know the strengths of their programs and are in the best possible positions to recognize and communicate their programs’ potential.  The Program and Support Services Prioritization Process does not rely on the best guesses of a dean or a vice president to decide what that potential is.  Rather, it gives the individuals with first-hand knowledge the opportunity to articulate where their program is at, and where they can see it going if given additional resources.
“Our roles so far as Senate chair and vice chair have been to help ensure the process is true to its billing as being faculty-driven, and we have tried to use our best judgment as faculty members in order to help shape a process that will work for UND as a whole.  A persistent, general criticism of this process is that it is almost always used in situations where significant cuts must be made to institutional budgets.  Because UND is not using it for that purpose, we have worked to help ensure it fits our circumstances and campus culture. “Our involvement so far has been very meaningful, with Vice Presidents Brekke and DiLorenzo exhibiting considerable deference to our judgment as representatives of the faculty and staff.
We are not the only ones involved, either.  The Senate’s Budget, Restructuring, & Reallocation Committee is involved as part of the budget model redesign process, and staff and student representation is being added to the Program Prioritization Coordinating Committee. “One closing thought: Even if you are not a member of one of the task forces, we encourage everyone to discuss with their program-level colleagues the future of their program, and what it will take to attain those desired outcomes.  Your program or area will be given the opportunity to showcase the work that you do, and asked to articulate to the task forces your current situation and vision for your area’s future.”. Ryan Zerr. Melissa Gjellstad

Budget Model Redesign

A recent edition of Things to Know discussed the relationship between two key initiatives at UND: Program and Support Service Prioritization and Budget Redesign. This issue of Things to Know discusses Budget Redesign and how it will work in greater detail. Last August, UND began the process of examining its current budget model and looking at other options that would best enable the University to achieve its strategic goals for the future. This initiative is intended to facilitate improved alignment with the evolving strategic direction of the University and the strategic priorities of Exceptional UND. Phased Approach. For this initiative, UND has partnered with Huron Consulting Group, who will assist UND in developing a budget model that will best enable the University to achieve its goals. To accomplish this, UND has adopted the following phased approach, with increasing levels of due diligence. The University has recently entered Phase Three:
– Phase I. Due Diligence and Visioning (Completed October 2013) : Conduct stakeholder interviews, examine budget documents, and complete a funds flow analysis to understand how the current budget model compares to the desired future state, leading to the framework for a customized UND model. Develop the vision for a new budget model through an assessment of model alternatives and review of other institutions.
– Phase II. Financial Modeling (Completed February 2014) : Focus on building an incentive-based budget model, which produces an operating statement for each school, college, and support service unit by aligning costs with the revenues that they generate. Provide a platform for the testing and comparing budget model alternatives and scenarios.
– Phase III. Consensus Building (Now Underway – 12 weeks) : Present the proposed incentive-based budget model to the campus community. Aim to ensure stakeholders feel ownership of the new model and understand its potential for success.
– Phase IV. Infrastructure Development (14 weeks) : Continue development of the incentive-based model, supporting tools, and templates for unit-level planning. Focus on support units to help ensure that they are optimally positioned to support the decentralized resource allocation model.
– Phase V. Parallel Process (1 year) : The implementation plan calls for the University to use the traditional budget development process for at least one budget cycle while concurrently applying the resource allocation methodology of the new tool. This is a time of transition during which UND units will have the chance to better understand the approach and its impact. Conduct more formalized budget model training for relevant stakeholders.
You’ll hear more about these efforts, particularly Phase Three, over the next few weeks. Additional specific communications steps are outlined in the Budget Model Redesign Briefing Sheet.
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