eastern michigan university strategic plan update march 31, 2015
TRANSCRIPT
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Eastern Michigan University
Strategic Plan UpdateMarch 31, 2015
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Process: How did we get here?
Institutional Strategic 40+ meetings since 2011Planning Council (ISPC):
Faculty Senate Input:14 meetings since 2011
Campus forums with 6 events in 2014President Martin:
Campus messages Nov. 2011, July 2013, April 2014from the President:
Board of Regents: June 2013 approval of Mission,Vision, and Core Values
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ISPC MembersSue Martin: President John Koolage: Assoc. Professor, History &Sharon Abraham: Director of Diversity/ Philosophy Affirmative Action Walter Kraft: Vice Pres., CommunicationsJessica Alexander: Assoc. Professor, CMTA Judith Kullberg: Assoc. Prof., Political ScienceColin Blakely: Department Head, Art Desmond Miller: Student Gov’t PresidentJim Carroll: Assoc. Provost, Research & Murali Nair: Dean, College of HHS Administration Bin Ning: Asst. Vice President & Exec. Ted Coutilish: Assoc. Vice President, Marketing Director of IRIMMatthew Evett: Professor, Technology Studies; Alexandra (Sandy) Norton: Professor, Faculty Senate English Language & LiteratureTara Lynn Fulton: Dean, University Library Carl Powell: Asst. Vice President & CIOEllen Gold: Asst. Vice President, Christian Spears: Deputy Athletic Director Student Well Being David Turner: Vice President for Univ. HRRaouf Hanna: Emeritus Faculty, Economics Mike Valdes: Chief Financial OfficerJohn Koolage: Assoc. Professor, Casey Wooster: President’s Office History & Philosophy
http://www.emich.edu/strategicplan/council_members/
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Mission, Vision and Values
Mission
Core ValuesVision
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Mission, Vision and Values
MISSIONEMU enriches lives in a supportive, intellectually dynamic and diverse community. Our dedicated faculty balance teaching and research to prepare students with relevant skills and real world awareness. We are an institution of opportunity where students learn in and beyond the classroom to benefit the local and global communities.
VISIONEastern Michigan University will be a premier public university recognized for student-centered learning, high quality academic programs and community impact.
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Mission, Vision and Values
CORE VALUESExcellence- We provide an exceptional environment to our faculty, staff, and students. We improve our performance continuously and strive to be the best in everything we do.Respect- We care for our people, communities and the environment and show respect for the dignity of the individual.Inclusiveness- We create an environment that supports, represents, embraces and engages members of diverse groups and identities.Responsibility- We are accountable – individually and in teams – for our behaviors, actions and results. We keep commitments.Integrity- Integrity and transparency are critical to our institutional effectiveness. We pursue the highest level of personal, intellectual, academic, financial and operational integrity within the University community.
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Strategic Themes, Goals & Objectives
Themes
• 4 Strategic Themes
Goals
• 11 Goals
Objectives
• 30 Objectives + 2 Proposed Objectives
Tasks
• Under development at the Division/Department level
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Strategic Themes1. Student Engagement & Success
3 Goals 7 Objectives
2. High Performing Academic Programs and Quality Research
3 Goals 11 Objectives
3. Institutional Effectiveness 3 Goals 8 Objectives + 1 Proposed Objective
4. Service and Engagement 2 Goals 4 Objectives + 1 Proposed Objective
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Proposed Changes to Objectives & Goals
Based on input from the campus community…
Goal #3.1 (Institutional Effectiveness): Foster a diverse, ethical, safe, and respectful workplace that supports the University’s mission.
Proposed Objective 3.1.5 (Institutional Effectiveness): Continue to implement measures to enhance the safety of the campus and surrounding community.
Proposed New Objective 4.2.3 (Service and Engagement): Design and implement evaluation tools to assess community perceptions of, and the University’s impact on, the surrounding community.
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Tasks Divisions and departments are developing individual
Tasks consistent with the Strategic Themes, Goals,and Objectives Academic & Student Affairs TASK LIST COMPLETED Other divisions TASK LIST NEARLY COMPLETED
Local control Tasks are developed & implemented at the department-level
Proposed tasks requiring funding will go through normal budget process
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Sample TaskExample- Enrollment Management 1.2.2: “Connect students through existing structures to resources
that will support student well-being across the University (e.g., academic, social, physical, emotional, financial)” Task: Develop outreach and personalized counseling for
students who are on the edge of maintaining financial aid eligibility (completion rate of 67-70% and/or GPA 2.0-2.49)
Metric: Improved GPA and/or completion rates, as well as persistence & retention for students in the defined range
Process Owner: Director of Financial Aid Timeline: 2015
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What does success look like?Example: Quality Initiative (QI) to improve Academic Advising Approved by Higher Learning Commission (HLC) as part of
accreditation process Cited on HLC website as a good example of what
institutions are doing to improve student learning! http://qi.hlcommission.org/Proposals/eastern-michigan-universi
ty.html
Implementation began October 2014 Phase 1 of 3 completed (collecting & analyzing initial data)
Strategic Plan Goal 1.2: “Develop a comprehensive and systematic approach to improve services and processes that enhance student persistence and graduation”
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Next Steps Administrative divisions completing their Task list
Academic & Student Affairs has begun work on individual Tasks
Websites will be updated with applicable Plan information and sample Tasks
Incorporate Tasks into the new HR employee evaluation system over the next 6-18 months
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Eastern Michigan University
Financial State of EMU March 31, 2015
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Overview:
1. Discuss Financial Environment of EMU
2. Review recent EMU Key Metric Performance
3. Provide context for organizational needs
4. Share perspective of external agencies
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Student Credit Hour History
2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 490,000
500,000
510,000
520,000
530,000
540,000
550,000
537,718
524,679
513,148
535,096
546,323
538,783 537,756
532,787
524,880
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Student Headcount
FY09 FY10 FY11 FY12 FY13 FY14 -
5,000
10,000
15,000
20,000
25,000
17,762 18,529 18,569 18,914 19,084 18,208
5,096 4,974 4,772 4,588 4,233 4,053
22,858 23,503 23,341 23,502 23,317 22,261
Undergraduate Graduate Total
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CHHS & COE – Shifting Mix
FY10 FY11 FY12 FY13 FY14 -
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
57,702 56,32653,681
48,79645,564
55,425
61,039 64,348
69,241 71,201
COE CHHS
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Net vs. Gross Tuition History
FY09 FY10 FY11 FY12 FY13 FY14 FY15 (Budget)120.0
140.0
160.0
180.0
200.0
220.0
240.0
154.7160.0
162.7167.4 168.5
170.1
176.0179.5
193.4199.2
205.3210.8
215.3219.8
Net TuitionGross Tuition
45.2
24.8
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State Appropriations History
FY09 FY10 FY11 FY12 FY13 FY14 FY15 (Budget)
50,000,000
60,000,000
70,000,000
80,000,000
90,000,000
78,551,800 75,965,595 76,026,203
64,619,095 66,526,774 67,595,296
71,771,100
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34%
66%
2009
State appropriation
Other sources
State Appropriation - Percentage of Revenues
28%
72%
2014
State appropriationOther Sources
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Investment Income Trends
FY10 FY11 FY12 FY13 FY14 FY15 (Budget) -
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
5,375,956
6,716,471
3,098,096
4,076,890 4,332,990
3,000,000
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History of Sponsored Awards
FY10 FY11 FY12 FY13 FY14 -
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
18,000,000
16,001,062
12,536,576
10,423,334 10,953,041
7,361,231
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2011 2012 2013 2014 2015B0
2
4
6
8
10
12
14
16
18
13.4
11.3
7.89.2
12.6
15.8
14.1
16.5 15.7
15.0
Cap-X Budget Depreciation
Cap X/Depreciation Trends
$Millions
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University Reserves
2009 2010 2011 2012 2013 2014$0.0
$10.0
$20.0
$30.0
$40.0
$50.0
$60.0
$70.0
$80.0 $74.5
$64.9
$50.5
$38.9 $37.4
$29.7
$ Millions
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Key Ratios
FY09 FY14
Primary Reserve (Res./Exp.) 24% 9%
Viability Ratio (Res./Debt) 30% 13%
Net Income (Rev./Exp.) 1.7% (1.3%)
Composite Score 2.7 1.5
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Rating Agencies
Agency Rating Outlook
Moody’s A1 Negative
S & P BBB+ Stable
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Agency Comments
• Challenges– Little Financial Flexibility– Operating performance is weak– Continued long-term capital and deferred maintenance needs– Mostly in-state students with a decreasing demographic in
Michigan – Increased Pension costs– Diminished state funding environment
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Agency Comments
• Opportunities– Serves an important economic role in the State of Michigan, enrolling
over 17,000 FTE students in a diverse array of programs.– Recently stabilized enrollment– MGMT uses conservative budgeting and engages in periodic program
review.– Ability to reallocate resources away from low demand programs to
higher demand programs.– Historical positive operating performance on a cash basis.– Several years of capital investment enhances the University’s
competitive position.– Ongoing financial support from the State, albeit reduced.– Manageable maximum annual debt service.
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We value your input!
Budget presentation online:http://www.emich.edu/busfin/budgetforums.php
Strategic Plan website: www.emich.edu/strategicplan/
Strategic Plan comments are welcome:[email protected]
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Questions?
Thank you!