UND advances toward national Innovation & Economic Prosperity designation
University completes IEP self-study and prepares final application for February submission
The University of North Dakota has reached a major milestone in its pursuit of national recognition as an Innovation & Economic Prosperity (IEP) University, a designation awarded by the Association of Public & Land-Grant Universities (APLU).
After nearly two years of work, UND has completed the required institutional self-study, developed a draft Growth & Improvement Plan and is now gathering feedback from campus leadership, the UND community and APLU reviewers before submitting its final application in February.
The IEP designation recognizes universities for their commitment to economic engagement, innovation, workforce development and community partnership. UND formally entered the IEP process two years ago and has spent the past 24 months examining how the University supports the state’s economic vitality — and how it can enhance that impact.
Jason Jensen, professor of Political Science and Public Administration and co-chair of UND’s IEP working group, said the process has been both revealing and valuable. “It has the potential to transform the university in ways that touch everybody — faculty, staff and students,” he said. “Even if the designation didn’t exist, the process itself has been incredibly worthwhile.”
A campuswide effort, shaped by campus voices
UND’s self-study drew on an extensive collection of information already generated by the LEADS strategic planning initiative, including surveys, reports and stakeholder feedback. The IEP group supplemented that foundation with new data from internal and external partners.
From across those sources, several themes regarding innovation and economic development emerged.
First, UND needs stronger campuswide coordination and integration around those topics. Like most universities, UND is decentralized, with innovation and engagement efforts happening in many places across campus, Jensen noted. But stakeholders expressed a need for a more coordinated, “one-stop” approach — both to simplify collaboration for external partners and to better align related efforts internally.
UND has long been aware of this need and already has been acting on it. For example, the recent integration of the Center for Innovation into UND’s Division of Research & Economic Development is an example of this movement toward greater alignment.
“A centralized umbrella — or at least closer coordination — can strengthen our ability to support partners and tell our story,” Jensen said.
Second, UND can better communicate its success and impact. The University engages deeply with industry, entrepreneurs and public partners, but many stakeholders — both on campus and across North Dakota — remain unaware of the full extent of that work. Highlighting and celebrating these activities emerged as a major priority.
Third, UND should strengthen its innovation culture to support, among other things, the University’s new “Moonshot” initiative. As UND prepared its self-study in early fall, a campuswide “Moonshot” initiative emerged, centered on innovation. Among the initiative’s goals: launching four companies based on UND intellectual property over the next year, by leveraging the University’s expertise and entrepreneurial resources toward that end.
Jensen said this timing created a powerful opportunity.
“We realized we could draw the Growth & Improvement Plan directly into that vision,” he said. As a result, the plan’s third goal — originally broader in focus — is now dedicated to creating a culture of innovation across UND.
That cultural shift includes embedding innovation in academic programs, expanding experiential opportunities, strengthening ties with industry and ensuring that every student has meaningful exposure to innovation during their UND experience.
“If we meet the UND community’s vision,” Jensen said, “it positions us at the cutting edge of what modern universities are becoming — more innovative, more connected to industry, more engaged with the economy and more embedded in society.”
Draft Growth & Improvement Plan to be shared with campus
As UND moves toward the February application deadline, the working group is now focused on talking about the draft Growth & Improvement Plan with campus leadership and the broader UND community.
This week, for example, the plan is being presented to the President’s Executive Committee, the Provost’s Executive Committee and the University Council. The working group also is meeting with individuals and teams across campus as needed.
In addition, UND plans to post the draft Growth & Improvement Plan on the University’s IEP website, making it publicly available and inviting campuswide review. The document is expected to be online by Thursday, in concert with the publication of this story in UND Today.
“The president and provost want to make sure people have the opportunity to see this, comment on it and offer feedback,” Jensen said. “And we’re emphasizing that it’s not a static document. Even once we receive the IEP designation, the rollout will take years. It’s a living, breathing plan that will evolve as the campus continues to engage with it.”
What happens after the application is submitted?
UND will finalize its application this winter and officially submit it to APLU in February. After submission, universities normally wait about two months for a decision. But the IEP working group does not intend to pause during that period, Jensen said.
“When we previously submitted materials for comment, we continued to revise the plan while we waited,” he said. “We expect to do the same after the February submission — using that time to gather additional feedback and begin discussions about implementation.”
Should UND earn the designation, a separate implementation team likely will take over long-term responsibility for monitoring progress, reporting annually to APLU and updating the Growth & Improvement Plan. Every five years, universities must submit a renewal application.
But Jensen emphasizes that the designation, while valuable, is not the ultimate goal. “The reason UND is going through this process is that the evaluation itself makes us better,” he said.
“Even if we weren’t to get the designation — which we expect to — we would still implement these changes. They support the president’s vision and the University’s mission.”
Why the designation matters
Earning the IEP designation brings UND into a national community of universities committed to innovation and economic engagement. These institutions share best practices, attend conferences and exchange new strategies with each other.
“You get access to information, ideas and approaches you wouldn’t necessarily have otherwise,” Jensen said. “It has already been incredibly valuable to us as we’ve moved through the self-study.”
The designation also signals UND’s commitment to building North Dakota’s economy, strengthening the workforce and expanding industry partnerships. Those commitments resonate strongly with state leaders and align directly with the University’s Grand Challenges.
“UND has long had a service mission to North Dakota,” Jensen said. “But what that means is changing. The public expects universities to be more connected, more relevant and more embedded in everyday life. This process helps us meet that expectation.”
As UND prepares its February submission, campus members are encouraged to explore the forthcoming draft Growth & Improvement Plan and share their thoughts. The IEP working group anticipates continued discussion throughout the spring and looks forward to engaging the full UND community in shaping the University’s innovation future.
