Founder’s Day 2015 - Ferris State University...Founder’s Day 2015 Thoughts on our Past, Present and Future David L. Eisler, president September 3, 2015. Thank you for taking time
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Founder’s Day 2015 Thoughts on our Past, Present and Future David L. Eisler, president September 3, 2015
Founder’s Day 2015Thoughts on our Past, Present and Future
David L. Eisler, presidentSeptember 3, 2015
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Thank you for taking time to review and consider these thoughts, ideas and reflections presented at Founders Day, September 3, 2015. I have annotated these slides with comments using the Adobe sticky note function. If you will save this file to your computer and open it with an Adobe product, clicking on the yellow squares with the balloons inside will open a comment box. As always I would appreciate hearing from you, please write me at [email protected]
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Thank you for taking time to review and consider these thoughts, ideas and reflections presented at Founders Day, September 3, 2015. I have annotated these slides with comments using the Adobe sticky note function. If you will save this file to your computer and open it with an Adobe product, clicking on the yellow squares with the balloons inside will open a comment box. As always I would appreciate hearing from you, please write me at [email protected]
Woodbridge and Helen Ferris
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Woodbridge and Helen Ferris met in college at Oswego, NY. After graduation they moved to the Midwest where Mr. Ferris served in several public and private education positions. Disappointed in the academic and moral standards, Mr. Ferris sent flyers throughout Michigan looking to establish their own proprietary school. With significant response from Big Rapids, they moved there in the spring 1884 to begin what eventually would become Ferris State University.
The First Ferris Class
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The first class at the Big Rapids Industrial School, September 1, 1884, 10 men and five women with Woodbridge and Helen Ferris as its teachers. The school provided an opportunity for those who had missed out on education to earn the equivalent of a high school education in 18 months. Mr. Ferris was an entrepreneur and quickly created an evening program of offerings, growing enrollment to fifty students by the end of 1884. An academic innovator, Mr. Ferris quickly grew the program to include post-secondary study, creating a variety of majors in practical fields, including pharmacy, telegraphy, and stenography.
Mission
I was establishing a school for “lumber jacks”, miners, farmers’ sons and daughters, girls who worked in Michigan factories…
The purpose of the Ferris Institute is to make the world a better place.
Woodbridge N. Ferris
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From the start the purpose of the Ferris Institute was to extend education to all and the mission was a lofty one.
Ferris State University prepares students for successful careers, responsible citizenship, and lifelong learning.
Through its many partnerships and its career-oriented, broad-based education, Ferris serves our rapidly
changing global economy and society.
Mission
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An important moment for today's Ferris State University was the development and approval of our current mission statement in 2007-08. The nexus that helped bring our university community to together in consensus was the idea of "careers." This is an idea so central to what we do that it is used twice in these 31 words. The last phrase "Ferris serves our rapidly changing global economy and society" reflected a significant commitment and change in direction for our university.
Vision
My plea in Michigan – and it will be my plea to the last breath I draw, and the last word Ispeak – is education for all children, all men, and all women of Michigan, all the people in all of the states all the time.
Woodbridge N. Ferris
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One of my favorite Ferris quotations, establishing clearly his vision of an egalitarian, inclusive approach to education.
Vision
The recognized leader in integrative education, where theory meets practice throughout the curriculum, and where multi-disciplinary skills important in a global economy are developed with the result that Ferris State University will also be:
• The preferred choice for students
• The premier educational partner
• A stimulating, student-centered academic environment
• A university that aligns its practices and resources in support of its core values
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Developed and approved in 2007-08, one of the critical concepts of our vision is this idea of integrative education, where theory meets practice.
Values
I say put humanity first and money second and even further down the line if needed.
Woodbridge N. Ferris
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Mr. Ferris was a strongly opinionated, value-driven man. Values were very much at the core of the education his school provided.
Strategic Plan Core ValuesLiving our Values
— Our strategic plan details six core values:— Excellence— Collaboration— Ethical Community— Diversity— Learning— Opportunity
— Current draft available on the strategic planning web site http://ferris.edu/strategic-planning2/where-are-we-now.htm
— Division and College strategic plans http://ferris.edu/strategic-planning2/div-plans.htm
— Strategic Plan Progress Report, Year One— http://ferris.edu/strategic-planning2/Strategic-Plan-Progress-Report-June2015.pdf
This fall begins the second year of our strategic plan developed during 2013-14 and formulated around our six core values.
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Last year each division and college worked to develop a strategic plan based on the university strategic plan.
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During the past year a number of people worked on developing a draft of assessment measures for our strategic plan. The approach has been to use existing measures when possible and to choose measures based on their perceived importance established through a series of focus groups, engaging nearly 150 members of the university community. The measures are represented on an interactive web-based dashboard accessible at the url embedded to the left. In late September and early October I will host a series of open forums to share the current draft for additional input. Static excerpts of some dashboard pages are included in this presentation.
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This core values map graphically represents the alignment of our strategic efforts. In red at the top are our university's 6 core values, which guide this strategic plan. Below them and printed vertically are the strategic focus areas of the university-wide plan. On the left are the major initiatives of the divisional strategic plans. The red dots represent the intersection of divisional initiatives and strategic focus areas. This is likely the first time in Ferris history that the university and its divisions have been aligned in this strategic fashion.
• Academics– Continued enhancement of the educational experience of our students.
• Exceptional Faculty
• Quality Academic Programs
• Academic Program Innovation
• Facilities
Expectations 2015-16
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Consulting with the members of our Board of Trustees and our leadership team, annually I develop a list of 4-5 expectations to help establish my priorities for the year. These are areas of focused effort beyond the many things that are a part of our daily work. At the core of these expectations is an emphasis on academics - the educational experience of our students is central to our university and its mission.
2010-2015
• Actuarial Science• Industrial Chemistry• Spanish for the Professional• Pre-digital Media, AS• Public Health• Sport Communication• Architecture, MFA• Printmaking• Graphic Communications, AAS• Collaborative Design• Child Life Specialist• Graphic Media Management• Health Care Marketing• Insurance and Risk Management• Public Relations• Graphic Design Advertising Integrated Marketing Communications, AAS• Fashion Studies• Medical Illustration• Information Security and Intelligence, MS
Academic Program Innovation
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One of the distinguishing and differentiating characteristics of academics at Ferris is the willingness, commitment, and creativity of our faculty in developing innovative programs for new and emerging careers and to meet the needs of business, industry, and our communities in west Michigan. This is an impressive listing of new degree programs approved during the period 2010-15. Few, in any other universities have this nimbleness and agility in their academic efforts.
2005-2010
• Allied Health Sciences• Architecture and Sustainability• Community College Leadership, EdD• Computer Information Technology• Dietary and Food System Management, AAS• Energy Systems Engineering• Molecular Diagnostics• Plastics and Polymer Engineering Technology, AAS• Allied Health Sciences, AAS• Business Data Analytics• Educational leadership, MS• Dental Hygiene• Digital Media Software Engineering• Information Security and Intelligence• Nuclear Medicine Technology• Art Education, MA• Early Childhood Education• Painting• Photography• Sculpture and Functional Art• Secondary Education – History• Nursing, MS
Academic Program Innovation
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These are new degree programs developed between 2005-2010. Like the previous page, these pages reflect the breadth and diversity of academic efforts at Ferris.
• IRC• Classroom renovation • Rock and East Campus Suites• Optometry Building• Pharmacy at 25 Michigan in Grand Rapids• Jim Crow Museum• Ferris Building• UICA• University Center
Physical Campus
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The past decade has been a period of significant construction and building development both in Big Rapids and in Grand Rapids. In addition to Pharmacy at 25 Michigan in Grand Rapids, these include the Ferris (former federal building) and the Urban Institute for the Contemporary Arts (UICA).
1920
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Old Main with the Music Building to the right. Both buildings would be destroyed by fire, the Music Building in the early 20s and Old Main in 1950.
1950
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This is Ferris in the early 50s after recovering from the Great Fire. In the center is our oldest structure, the Alumni Building, flanked by East, West, and the Prakken buildings.
1970
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This picture reflects the amazing growth of our campus during the 50s and 60s. The view is approaching from the south. In the foreground are the Rock, Ward, Taggart, and Pickell Residence Halls. Continuing down State St. are the Business Building, IRC, and the Timme Library.
2000
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In this picture you can see the development of the campus quad and FLITE. It also includes the Rankin Center, Carlisle, Ferris, and Masselink Hall.
Today
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This current view includes the new University Center and the green space created through the demolition of Helen Ferris Hall. We have worked diligently to create a beautiful, welcoming campus which encourages learning and the building of community.
Tomorrow
• West Campus Apartment Expansion
• New Mechanical Systems UREC
• Swan Annex Expansion
• Student Housing
• 82 Ionia in Grand Rapids
• East & South Campus Apartments demolition
• Intramural Fields
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These projects are part of our new campus master plan and should begin in the next two years.
• Academics
• Enrollment and Student Success
– Challenges include
• Demographic changes in student population
• Increasing pressures of cost, affordability, and declining state support
• Economic challenges for students with heavy dependence on Pell Grants and TIP support, and the impact of rising federal student loan rates
Expectations 2015-16
Michigan High School Graduates
Source: “Knocking at the College Door: Projections of High School Graduates” WICHE
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This graph reflects the continued decline in the number of students graduating from Michigan high schools, a decline that is not predicted to reverse in the foreseeable future.
Fall Headcount &Annual Full Time Equivalent (FYES)
The blue bars represent fall headcount enrollment, while the red line is fiscal year equivalent students. They show a pattern of leveling off after sharp increases in the 2000s.
Annual Student Credit HoursBig Rapids Campus
200,000
210,000
220,000
230,000
240,000
250,000
260,000
270,000
280,000
2009 2010 2011 2012 2013 2014 2015Fiscal Year
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The decrease in student credit hours on the Big Rapids campus is a cause of continuing concern. If we were teaching today the same number of credits as in 2009, it would represent an additional $5 million in tuition revenue.
On-line learning continues to be an area of sustained growth. After years of growth, regional campuses, which are located at community colleges, are reflecting the significant decline in community college enrollment in Michigan and enrollment is now decreasing. A growing opportunity for enrollment growth is concurrent education programs with high schools. These students who begin study with Ferris during high school are a pool that we can have significant success in attracting to continue their education at Ferris after they graduate from high school.
• Continued enhancement of the educational experience of our students.
• Enrollment and Student Success– Financial Aid Leveraging
– Strategic Enrollment Management Plan
– “One Ferris”
– New University Digital Branding Campaign
– Future Vision for Housing
– Improved Retention
Expectations 2015-16
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There are many efforts underway and many people are working on creating and continuing strong enrollment patterns at Ferris. This is the second year of our financial aid leveraging project, which uses large data analysis to provide financial aid to students who we are most likely able to influence to attend. Vice President Jeanine Ward-Roof is leading a task force of over 60 faculty and staff to help build a university-wide strategic enrollment management plan. This is perhaps the largest collaborative effort on enrollment in our history. Ferris offers education in Big Rapids, Grand Rapids, 20 other locations in Michigan and on-line. "One Ferris" is a unified student-centered approach that provides support for students at any location, in any modality, making all of the resources of our university available to all students no matter where their point of contact may be. Our marketing efforts are being redirected from "brand awareness" to support recruitment efforts. Characteristics of this will be fewer outdoor billboard advertisements and more digital media. All of our residence halls were built in the late 50s, and early to late 60's. While we have worked hard to maintain them, their age and design can be an impediment in recruiting some students. This month the Housing Visioning Task Force will share their draft report with the university, seeking comment and input. It is important we begin now to create housing that attracts students to our university. We will continue to work very hard on retention, focusing especially on at-risk students to help influence a positive outcome for them.
• Academics
• Enrollment and Student Success
• Student Loan Debt– Reduced time to degree
– Cost containment
– Increased financial support
– Increased scholarship support
Expectations 2015-16
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The growth of student debt is a significant challenge to the opportunity a Ferris education can provide. Beyond this four-prong approach to controlling and reducing student debt, we are actively engaged in raising student financial literacy and their awareness of the longterm consequences student debt can create.
Time to Degree
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Time to degree is one of the single biggest factors in influencing student debt, because our students use their loans not just for educational expenses, but also living expenses. If we could reduce graduation time for our undergraduate students by one year, it could save $23.9 million in debt for our students. This slide is from the draft strategic plan assessments available on-line at http://161.57.5.112:6700/idashboards/?guestuser=guest
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These two top graphs reflect the number of students who graduate in 4,5,6, 7 or more years. The green bar is 2011, purple 2012, and copper 2013.
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The orange bar represents the percent of FSU students who begin as freshmen and graduate in 6 years. The purple bar represents the same data for transfer students.
Student Achievement Measure (SAM)
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The Student Achievement Measure (SAM) is a more realistic approach to graduation metrics than the previous IPEDS approach. IPEDS only counted students who graduated at the institution they began. For example, a student who began at Ferris, transferred to another institution and graduated, was considered as a failure at Ferris and could not be considered as a success at the institution where they graduated. The green portion of the bar represents students who graduate from Ferris, the blue students who began at Ferris and graduated from another college, the orange students still enrolled at Ferris, and the purple students still enrolled at another institution. Using this measure, nearly 80% of the students who attend Ferris at some point in their education succeed. It is a concern that there is a decline in this number for FTIAC students from the 2007 to 2008 cohort.
Education Costs
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Given the significant financial challenges many of our students face, we need to increase financial support for them. The blue bar represents the percent of our budget dedicated to student financial aid. The copper bar represents the unweighted average for the other 14 Michigan public universities. Our goal is to over time reach this average. Part of the challenge with this is that as a goal the average is not a static number, but increases annually.
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Cost containment is an important strategy in helping keep FSU affordable and reducing student debt. This slide is from the draft strategic plan assessments available on-line at http://161.57.5.112:6700/idashboards/?guestuser=guest
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Net price is a federal measure for comparing the cost of attending a college or university. The green bar is the cost at Ferris. The purple bar is the unweighted average for the other 14 Michigan public universities. Our goal is be at the average cost. For a University with many high cost technical and healthcare programs, this will be a remarkable achievement.
Our 2014 graduates were the first group to graduate with less debt than graduates from the year before and represents continued success in an efforts to limit student debt. Since 2008 we have first slowed the growth of student debt and now reduced it.
Projection using FY07 to FY14 AverageProjection using FY10 to FY14 Average
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When we initially began addressing student debt, had the pattern continued it would have led to debt averaging as much $60 - $80,000 for our graduates. We first reduced this to less than $45,000 and have now reduced that projection to less than $40,000 with the goal to continue to reduce student debt, hopefully to $30,000 or less
• Academics
• Enrollment and Student Success
• Student Loan Debt
• West Michigan– Education
– The Arts
– Economic Development
– Entrepreneurship
– The Hispanic Community
– Business, Industry and Manufacturing
– Communication, Promotion, Marketing & Fund Development
Expectations 2015-16
• Academics
• Enrollment and Student Success
• Student Loan Debt
• West Michigan
• External Support– Relationships
– Donor Participation
– Donor Relations
– Electronic Fundraising Infrastructure
Expectations 2015-16
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Our success in developing increased financial support for the university results from building relationships, with our communities, alumni, legislators, and other supporters. The approach is to seek first to build relationships and then to cultivate and develop them over time. Your assistance in helping us identify and develop new opportunities for relationships with people and organizations who can assist and provide support is the first step in continuing the positive growth of Ferris State University. Our goal is to actively engage our donors with the university, our programs and people. Our intent is that donors receive at least four contacts from the university annually. One of our challenges has been with maintaining accurate information on our supporters. A major project to revitalize this database should be completed by the beginning of 2016
Fundraising
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This graph show the positive growth in total gifts to the university, from $5.2 million to $11.3 in two years, an increase of 117%.
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Much of the growth in our fundraising efforts has come from success in attracting gifts of $50,000 or larger. This is a 263% increase in two years time.
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While funds from alumni donations have increased significantly, 328% in two years, the number of alumni making donations has declined.
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This slide is from the draft strategic plan assessments available on-line at http://161.57.5.112:6700/idashboards/?guestuser=guest
In addition to the five university-wide expectations presented here, each vice president has expectations for their division. A summary of these is accessible through the link provided.
Thank you for the good work you do everyday –
- encouraging and supporting our students
- helping to make a greater university greater
- and continuing the vision of our founders
Woodbridge and Helen Ferris.
Thank you
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Thank you for taking time to look through these thoughts on our University and its future. Your help, strong efforts, and support are sincerely appreciated.
