In the wake of an extensive strategic planning process that refocused institutional values at Northland College, Wisconsin, the administration undertook linking the budget with the newly articulated plan. Incremental budgeting was no longer feasible, and the new budget would have to reflect streamlining and new ways of functioning. Consequently Business Process Redesign and Continuous Quality Improvement processes were selected as guides. In the summer the president invited all faculty and staff to participation in upcoming deliberations. Following preliminary summer work, 14 cross-functional teams were formed to review in greater depth key processes and functions that might improve the budget and the overall quality of students' Northland experience. Throughout the fall work of teams proceeded quickly. About 90 percent of faculty and staff members were on one team or another. The most important changes emerged from the Program Review team which recommended dropping several concentrations within academic programs along with several courses. Other recommendations from other groups emerged and are being considered including a first year extended academic orientation course taught by faculty advisors. In the end a list of 14 mandates emerged from team and review committee work. Overall, the process increased understanding of all college systems, increased personal investment in coming change, and created a stronger and better institutional focus. (JB)