A foundation for long-term success
Over the past few months, the university has made considerable efforts across multiple levels to ensure our long-term financial success.
In addition to participating in the Iowa Board of Regents’ efficiency study, we have been hosting discussions and focus groups with campus leaders to better understand opportunities related to revenue generation and operational efficiency. At the same time, Revenue and Efficiencies Strategic Plan Action and Resource Committee (reSPARC) work groups continue to meet regularly and move forward with developing proposals focused on generating new revenue and managing university resources wisely.
As this work has progressed, it has become clear that a flexible and responsive approach is essential. In several areas, the initial work of reSPARC teams has highlighted the need for additional focus and coordination, leading to the formation of new groups and subcommittees, including a Facilities Management and Space Utilization team.
While we are beginning to see early wins, our primary focus remains on building a strong foundation for the important work ahead. Below are updates from reSPARC teams as they continue to explore ideas, test approaches, and lay the groundwork for future decisions.
Kevin C. Kregel
Executive vice president and provost
Operational Efficiency
Academic Efficiency
The Academic Efficiency reSPARC team has established subcommittees focused on enrollment operations and management, instructional resource management, and academic program administration. Current work includes exploring enrollment management tools to better support course planning and delivery at scale and developing data-informed approaches to assess academic program viability.
The team is also working closely with other reSPARC groups to align efforts, reduce duplication, and ensure that ideas are informed by both institutional data and campus feedback.
“One of the most valuable parts of our team's work has been identifying where academic efficiencies intersect with the efforts of other reSPARC teams. This collaborative approach to problem solving is helping us identify some high-impact solutions to complex issues."
Barry Thomas, co-chair of the Academic Efficiencies reSPARC team
Financial Operations
The Financial Operations reSPARC team has reviewed hundreds of ideas submitted by business officers and campus stakeholders and is advancing a set of initiatives focused on improving efficiency and consistency in areas such as supply chain operations and University Shared Services.
The group is also collaborating with other reSPARC teams to explore opportunities to streamline administrative workflows, including aligning workflow systems and reviewing administrative structures.
"By working across teams and focusing on common processes, we’re exploring ways to improve efficiency and consistency while maintaining the level of service our campus relies on."
Terry Johnson, co-chair of the Financial Operations reSPARC team
Human Resources
The Human Resources reSPARC team is working to improve efficiency and service delivery through collaboration with the Information Technology and Finance reSPARC teams. A primary focus has been trying to reduce the amount of time spent processing high-volume HR transactions, such as pay adjustments, funding changes, and job classification updates. The team is currently testing a new, more automated approach, with a pilot planned for spring 2026.
In January, the team hosted a retreat and focus groups to gather input from senior HR leaders, helping the team identify opportunities for potential enterprise-wide services and programs.
"By grounding this work in data and broad campus input, we’re creating a clearer path forward for improving how these services can be delivered more efficiently and effectively."
Sara Sanders, co-chair of the Human Resources reSPARC team
Information Technology
The Information Technology reSPARC team is continuing efforts to support campuswide efficiency and infrastructure needs, including exploring vendor-supported solutions for research compliance and completing an audit of network data ports across campus.
The team is also actively working with several other SPARC and reSPARC teams to support high-value institutional initiatives with technical components.
"A big part of this work is understanding how IT fits into the broader strategic efforts happening across campus. By staying closely connected with other groups, we can better prioritize initiatives and plan in ways that support both long-term goals and day-to-day operations."
Clark Stanford, co-chair of the Information Technology reSPARC team
Marketing and Communications
The Marketing and Communications reSPARC team and its five subcommittees are focused on gathering data and exploring initiatives that improve the coordination, quality, and efficiency of marketing and communication efforts on campus.
Recently launched initiatives include an external audit of university social media accounts and the development of preferred merchandise vendor lists to improve consistency, reduce costs, and support campus units. In January, the team also surveyed marketing and communications leaders across campus to inform additional strategies and priorities.
"We’ve been encouraged by the level of engagement from communicators and their leaders. Their input has already surfaced strong opportunities for collaboration, and we’re looking forward to rolling out new tools and resources across campus."
Peter Matthes, co-chair of the Marketing and Communications reSPARC team
Other Opportunities
The Other Opportunities reSPARC team consists of three subgroups focused on energy efficiency, transportation and parking, and student mental health and support services. Current efforts to reduce pressure on parking resources include expanded access to free or discounted transit options, as well as new bicycle infrastructure and employee incentives.
"We're looking at practical ways to improve everyday experiences for students and employees while trying to identify approaches that can be sustained and scaled where they make the most sense."
Gerry Clancy, co-chair of the Other Opportunities reSPARC team
Featured Initiative
This program, being piloted across four colleges, places University Counseling Services staff within academic units several days a week to explore a cost-effective approach to providing more access to on-site mental health services for students.
Revenue Generation
Corporate Sponsorship and Philanthropy
The Corporate Sponsorship and Philanthropy reSPARC team has focused on rethinking key vendor and partner relationships and taking a fresh look at the university’s brand and physical assets. In recent months, the group has met with current corporate partners to better understand shared priorities and desired impact, and with peer institutions to learn how they structure and support corporate partnerships that align with institutional goals and deliver value.
The team has also received approval for P3 funding to support a comprehensive valuation of Iowa’s brand assets and is now identifying potential vendors to carry that work forward.
"We’ve learning a great deal from peer institutions, Iowa‑connected companies, and the expertise we have across campus. Together, those perspectives are helping us shape a more holistic and intentional approach to corporate partnership that better aligns strategy, opportunity, and impact."
Angela Greenwald, co-chair of the Corporate Sponsorship and Philanthropy reSPARC team
New Academic Programs
The New Academic Programs reSPARC team has implemented a new process for academic program proposals to reduce duplication and ensure alignment with student and workforce demand. To support this work, the team is establishing market assessment capabilities to provide insights on student demand, labor market trends, and competitive dynamics for academic programs.
Subcommittees are exploring online programs, micro-credentials, and reduced-credit degree programs. The online program subcommittee is convening campus experts to develop a faculty-centered framework to support online program growth.
"The new academic program proposal process aims to enhance coordination and support more strategic decision-making."
Tanya Uden-Holman, co-chair of the New Academic Programs reSPARC team
Featured Initiative
Effective January 1, 2026, the university implemented an updated approval process for new academic degree programs. The revised process requires a financial analysis and market assessment and creates earlier opportunities for colleges to raise questions or provide feedback on proposed actions.
Non-Academic Programs
The Non-Academic Programs reSPARC team has completed an environmental scan of high school programming at peer institutions and is engaging with existing programs on campus to better understand current approaches, areas of strength, and opportunities for growth. This work is helping the group identify common themes and develop guiding principles and best practices that could support more consistent and scalable non-academic programming across the university.
"It has been great hearing from campus partners about what has worked for their programs. Those conversations are helping us identify guiding principles and approaches that could support future growth while still respecting the unique goals of each individual program."
Andre Perry, co-chair of the Non-Academic Programs reSPARC team
Student Mix
The Student Mix reSPARC team is collaborating with the student retention team to explore summer programming options for students. The group is also examining opportunities to expand upskilling and advancement programs for established professionals in high-demand fields, as well as potential undergraduate offerings that leverage the university’s athletics brand. Current work is focused on evaluating which ideas show the greatest promise and alignment with institutional priorities.
"We’ve generated a lot of strong ideas about how changes to student mix could support both educational access and long-term financial sustainability. Our next step is narrowing in on the most viable options and determining which are ready to move forward."
Ali Yildirim, co-chair of the Student Mix reSPARC team
Student Retention
The Student Retention reSPARC team has established subcommittees focused on three high-impact areas: curricular pathways, student employment, and research on student success. The group is also exploring partnerships with other reSPARC teams to align efforts and identify initiatives that could further support student retention across the university.
"We’ve been really encouraged by the partnerships that have emerged through this work and by the opportunity to engage more people across campus through our subcommittees. Those connections are helping us think more holistically about how we support student success."
Angie Reams, co-chair of the Student Retention reSPARC team
Share your idea
Use our online form to let us know if you have a revenue generation or operational efficiency idea.