Secure human and fiscal resources to ensure high performance through enhanced financial, management and governance systems.
The impact of a high-performing university can be found in the quality of its faculty and staff. It also maximizes resources that create efficiencies and enable land-grant universities to be good stewards of public resources and the ability to adapt to the needs of students through world-class facilities and teaching methods.
IMPACT 2018 called out numerous metrics and initiatives to meet the changing needs of SDSU students and faculty.
One way of being good stewards of public resources is to create a method for continuous improvement. Goal 4 of IMPACT 2018 called for a lean management initiative that would result in 80 percent of the university participating in the process.
Lean management involves a long-term approach to work that systematically seeks to achieve small, incremental changes in the process in order to improve efficiency and quality. At the time of IMPACT 2018’s development, no unit or department on campus had received training and the university had just hired its first lean management director.
By the end of IMPACT 2018, 86 percent of the university had completed at least one continuous improvement project using lean methodologies and concepts. Employees were exposed to lean management tools and concepts they can apply to their daily tasks.
Examples of lean management initiatives included:
- Graduate nursing program admissions to streamline the process and number of interactions between applicants and university officials;
- A process to increase the time for student contact at the first-year advising center by streamlining the administrative and decision-making processes;
- Development of standardized facility-use agreements to include one for external and internal users and student organizations;
- Review of the South Dakota Board of Regents’ cybersecurity process that compared and contrasted strengths and weaknesses of each campus while creating a pathway to centralize each campus’ cybersecurity needs; and
- A process to optimize the awarding of scholarships to first-year and upper-division students.
Endowed faculty positions provide a margin of excellence for a university and its academic programs. The momentum gained from an endowed position creates an opportunity for universities to recruit and retain top faculty and graduate students to align high performance with resources to pursue bold ideas.
An endowment fund provides a source of permanent revenue for enhanced salary and additional resources for research and creative activity for a selected faculty member. During IMPACT 2018, South Dakota State University increased its number of endowed faculty positions from three to 16, meeting the goal of 16 outlined in the plan.
The new endowed positions established during IMPACT 2018 included:
- Alfred Cheese Chair;
- Frances Miller Professorship
- John M. Hanson Professorship;
- Barry and Sharon Markl Professorship;
- Duane Sander Professorship;
- Sam Cordes Professorship;
- Ken Kaufman Professorship;
- Kevin and Lori Haarberg Chair;
- Tom and Marilyn Gannon Chair;
- Hoch Family Professorship;
- Dave Thompson Chair;
- LuVerne Peterson; and
- Goodale Nursing Faculty Scholar.
During the five-year period of Impact 2018, the university’s 2025 Design and Master Plan served as the road map for South Dakota State University and many of its facility enhancements. Several new projects were either started or completed, including:
- Expanding the Performing Arts Center;
- Adding to the Wellness Center;
- Starting construction on the Animal Disease Research Diagnostic Laboratory addition and renovation;
- Planning for the Southeast University Neighborhood Redevelopment Housing Project;
- Developing designs for the American Indian Student Center; and
- Planning for the Raven Precision Agriculture Center.
Several other renovations and infrastructure projects that were part of the master plan were completed or are currently under construction.
University Budget Model
Goal 4 of IMPACT 2018 included the implementation of a decentralized budget model, commonly referred to as a responsibility-centered budget model. The process of exploring the new budget model began in May 2012, with full implementation achieved during Fiscal Year 2015. A side-by-side budgeting process during Fiscal Year 2014 took place in which the new model was used in comparison to the existing budget process.
The new budget model allowed earned revenues to flow to the respective core-unit colleges that generate the revenues from tuition, fees and recovered facilities and administrative costs. A core-unit college was defined as one that generates a significant amount of tuition revenue relative to its operating expenses. The model aligns academic responsibility with budget authority through a governance process in which college deans are responsible for the academic and financial outcomes of programs within their respective college.
Inserting the budget implementation into IMPACT 2018 ensured universitywide adoption of the model. What was not included in the model was a means to operationalize individual college and support unit budgets against the strategic goals of IMPACT 2018—a valuable process to ensure continuity of college and unit strategic plans to meet the expectations of the university’s strategic goals. Imagine 2023 will address that need.