Institutional Strategic Planning Council (ISPC)
Minutes – Wednesday, January 9, 2013
205 Welch
Attendees: Colin Blakely, Jim Carroll, Ted Coutilish, Matt Evett, Mike Fox, Tara Lynn Fulton, James
Gallaher, Ellen Gold, Derrick Gragg, Raouf Hanna, Walter Kraft, John Lumm, Sue Martin, Bin Ning,
Carl Powell, Melody Reifel Werner
Absent:
Murali Nair, Matthew Norfleet
Chair: Raouf Hanna
Meeting called to order: 10:05 am
Agenda Items/Key Points
• Approval of Agenda
• Approval of Meeting Minutes
Discussion and Actions
Dr. Martin introduced the representatives from Deloitte who will be assisting with our work. She also
advised that the Deloitte team has completed very good research through scanning our website and
meeting with various colleges and departments to determine where these areas are with their strategic
planning. Deloitte provided a quick review of where the ISPC is with their work.
Ø Mission, Vision and Values have been determined.
Ø An initial list of Strategic Themes has been discussed, needs refinement.
o Next steps and approach were illustrated
A quick review of current state and next steps of the colleges and divisions was reviewed. There was not
any definition of good or bad in terms of progress. Many are in different stages. Based on this review,
there was some discussion that perhaps some colleges and departments have made progress but their
updates were not on the web and therefore Deloitte did not capture this. Departments/colleges will make
sure this is completed so that Deloitte can revisit this and align with our work. Common themes that were
extracted from the colleges and departments plans were illustrated to the committee. This initiated much
discussion on certain topics such as, innovation and student success, health objectives, institutional
effectiveness, and sustainability. In terms of thinking about our strategic themes and directions, Dr.
Martin reminded the group of the market study and what will be Eastern’s role in educating students for
higher wage positions. How can we help to turn the economy in our state and SE Michigan? We need to
think about aligning ourselves with the needs of our prospective employers and plan accordingly. This
review and discussion brought the committee to the next stage of work which is developing and
confirming the strategic themes/directions. The following themes were agreed upon:
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Student Engagement and Success
High Performing Academic Programs and Quality Research
Institutional Effectiveness
Service and Public Engagement
Innovation
Sustainable Growth
1 The next step was to, very broadly, begin to identify goals and objectives. Goals are broad strategic
statements that define high level priorities to achieve mission and vision. Objectives describe what EMU
intends to “do” over the next few years mad must align with a goal. The goals and objectives need to
identify how the university will achieve its mission and vision, they also need to be “SMART” = Specific,
Measurable, Achievable, Realistic, and Time-bound.
The group then began brainstorming for each theme, providing ideas and suggestions for goals and/or
objectives.
Student Engagement and Success
§ Increase number of students overall (including in dorms on campus)
§ Analysis of current job placement / Evaluate career counseling as related to increasing job
placements
§ Enhance student advising
§ Evaluate Retention and Graduations rates
§ Expand on learning beyond classroom
§ Expand opportunities for undergrad research
§ General education
§ Campus Pride: Increasing attendance at athletic events, campus life events, theaters etc. /
Increased access between campus and community
§ Practicums / internships with local industry both at undergrad / grad – Community
Engagement
§ Study aboard opportunities
§ Diversity - Improving graduation rates for diversity students
§ Diversity & Inclusion - develop a shared perspective
§ Academic support advising (e.g.. Writing center)
§ Enhance student wellness
§ Student works involvement
§ Faculty / student interaction
§ Online learning support
§ Campus Pride: Beauty & functionality of campus grounds / facilities
§ Student safety
§ Resources / programs for students with disabilities
High Performing Academic Programs and Quality Research
§ Relevant academic programs / teaching relevant skills
§ Relevant research programs
§ Instructional technology support and training
§ Online Learning / MOOC
§ Undergrad research
§ Accreditation
§ Structures to support interdisciplinary programming
§ National rankings
§ Enhance & promote STEM programs
§ Grant development support / increasing awards
§ Library / Lab / Studio resources
§ Develop and promote distinctive programs / Halo programs / Centers of Excellence
§ Recruit and retain effective faculty and full-time lecturers, department heads
§ Faculty Engagement and Professional Development
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Graduate Education
Talented faculty at the foundational courses level (100 / 200) – Introductory student
Experience
Maintain / grow current size of faculty
Recruit, train, develop and retain part-time lecturers
Use of Faculty Development Center (FTC)
Relevancy of GA positions
Off –campus sites
Institutional Effectiveness
§ Communications / Academic calendar / timeline / Active sharing of information
§ Use of assessment in decision making (student learning assessment, non-academic learning
assessment)
§ Alignment of budgeting process with strategic planning & assessment
§ Strategic resource allocation
§ Operational efficiencies / continuous improvement / Review of IT systems and potential for
improvement – Banner etc.
§ Effective Quality workplace
§ Customer service
§ Living institutional values
§ Accountability / Responsibility – both internal and external
§ Respectful / Civil Environment
§ Employee recognition
§ Leadership development
§ Optimal alignment of functions / organizational alignment
§ Seamless succession planning
§ Cross Unit Collaboration/ Synergies
§ Emergency Management planning
§ Effective performance management
§ Image enhancement / Pride in Eastern / University brand slogan
§ Financial sustainability & stability
§ Relationships with bargaining units
§ Shared Governance
Service and Public Engagement
§ Service learning
§ Be relevant – not be all things to all people
§ Practicums / internships with local industry both at undergrad / grad
§ Involvement in community initiatives
§ Cultural events
§ Town / Gown relationships
§ Alignment / Co-ordination of community initiatives across university
§ Assessment of committees – Make them relevant – reporting process to report back to
university
§ Alumni engagement
§ Service to Ypsilanti, SE Michigan and State of Michigan
§ Instill a sense of service outside of academics / Expectations of students
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Innovation
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Inform community of research activities
Recognition of public awards
Communications and Reporting structures of internal committees – maintain relevancy
Promotion of student organization and other service organizational
Opportunities for student / staff to work on community service projects
Real work experiences for students within the university
Strategic use of facilities by outside groups
Summer Institutes
Creating Innovative academic programs
Innovation centered curriculum
Innovation in service delivery of support groups (cloud computing, for example)
Use of new IT
BYOD – Bring your own device - Expectations of new students / faculty
How to deliver teaching & learning inside / outside classroom
How to deliver non-academic services
Recognize and reward innovative accomplishments
Innovation in student services (registration, advising, billing)
Innovative approaches to revenues generation / cost reduction
Customer relationship management
Overall Communications ( including Social media) – interactions with current &
prospective students
Stay up to date with new pedagogical
Culture that encourages innovation thinking / creativity
Sustainable Growth
§ Market Alignment & Relevance
§ Financial stability
§ New Academic programs
§ New Sustainable / Relevant Programs
§ Alignment with needs of Regional economy
§ Improve Retention
§ Enhance Recruitment and Marketing
§ Green initiatives
§ Realignment of academic and non-academic programs
§ Expansion into international markets
§ Grow number of offsite locations
§ Advocacy for partnerships with other Great Lakes states
§ Expansion of online learning / degrees
§ Role of doctoral programs
§ Evaluate MOOC
§ Evaluate Community Colleges Relationships
§ Evaluate Financial Aid / Affordability in terms of Growth (Includes affordability of entire
academic experience)
§ Evaluate footprint of current campus
4 The next step was for the committee to choose which theme they would like to work on and form work
groups. Some members choose two themes to work on. Each work group selected a team leader. The
work groups were responsible for setting up a time to meet and begin narrowing the goals and objectives
to be discussed by the full committee.
We tentatively will have a virtual workshop the week of January 14 for review.
Next Full ISPC Meeting/Adjournment
• January 24, 2013
• Meeting adjourned – 1:06 pm
Respectfully submitted,
Casey Wooster
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