EMU Strategic Planning
Open Forum
Current Strategic Planning Process
Dr. Susan Martin and Dr. Raouf Hanna
January 16, 2013
Agenda

Outline

EMU Strategic Plan – Progress Till Date

Current State / Future State Assessment

Goals / Objectives Development Prep

Next Steps
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Outline

July 2011 – December 2012
 Institutional Strategic Planning Council (July 2011 – present)
 Comprehensive Survey and focus groups
 Market Analysis - Deloitte
 Units/divisions strategic planning efforts

Current State / Future State Assessment – January 2013
 EMU Mission, Vision & Core Values –
Working on Strategic Themes/Directions now
 Current assessment of Units' activities to identify Strategic Themes
 Deloitte’s workshops and focus groups

Goals / Objectives Development Prep – February & March 2013
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July 2011 – December 2012
July 2011 – December 2012
 Institutional Strategic Planning Council (July 2011 – present)
Strategic Planning Website
 http://emich.edu/strategicplan/
 Establish effective communication process
 Review current documents and data
Identify internal and external stakeholders
Completed Comprehensive Survey and focus groups
 Analyzed & Synthesized Survey Results
 Key themes identified and grouped
 Prepared draft mission, vision and core values
Conduct Market Analysis - Deloitte
Engage in workshops and focus groups
Engage in Units/Divisions/Colleges assessment current activities
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Strategic Planning Components
Each component supports the achievement of the one above it – all components are
ultimately linked together in a strategic plan
Mission,
Vision, &
Values
Establish guiding principles
Strategic Directions/Themes: High level
Goals for 5-7 years (working on this now)
Strategic Directions/
Themes
Tactical activities that must be
achieved to accomplish strategic
goals (both ST and LT)
Key Initiatives & Actions
Success measures and
targets
Measures & Key Performance
Indicators
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EMU Mission, Vision, Values

MISSION: (APPROVED/ISPC 10-26-2012)
EMU 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.

VISION: (APPROVED/ISPC 10-26-2012)
Eastern Michigan University will be a premier public university recognized for student-centered learning, high
quality academic programs and community impact.

CORE VALUES: (APPROVED/ISPC 11-13-2012)
Excellence – 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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Client logo
Client
logo
EMU Market Study Key Findings
Kathy Karich, Principal, Deloitte Consulting
Dan Meges, Economist, Chmura Economics & Analytics
October, 2012
Hyper-competitive Local Market
 EMU operates in two difficult markets
 Both core region (greater Detroit) and broader
region (Michigan-Ohio-Indiana) are:
– Marked by slow employment growth
– Historical population decline
• Dampens growth of traditional freshman
 Several large competitors, with high and
established market share
 Near market saturation for many degree programs
-9-
Tough Home Market = Tight Focus
 Focus
on Brand Management
 Develop select “centers of excellence”
 Hone message & image
 Manage
Costs & Efficiencies
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Low Growth Environment
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EMU Profile
 Core region:
– 8.6% of Bachelor’s degrees
– 7.5% of Master’s degrees
 Broad region:
– 4.4% of Bachelor’s degrees
– 4.7% of Master’s degrees
 In the period 2002 to 2011 EMU had:
– A slight decline in bachelor’s degree market share
– A slight increase in master’s degree market share
 EMU offerings are well aligned towards high-
growth & high-wage occupations
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Strengths & Weaknesses
 Strengths:
 72% of undergrad degrees aligned to high-growth,
high-wage jobs
 Balanced growth from under-grad to grad over 2002-11
 Market share strength across several areas:
– Business/Finance
– Healthcare
Social Sciences
Physical Sciences
 Weaknesses
 Underweight in International Students
 Master’s programs slightly below norm for alignment
for high-growth, high-wage jobs
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Degree Growth Broad Area
5.0%
Balanced Growth Line
4.0%
Annual Average Growth 2002-2011 Master's Degrees
3.0%
2.0%
Univ of Michigan*
Michigan State Univ
Central Michigan Univ
Eastern Michigan University
1.0%
Grand Valley State Univ
Western Michigan Univ
-3.0%
0.0%
-1.0%
Wayne State Univ
1.0%
3.0%
5.0%
7.0%
9.0%
Eastern Michigan Univ
Bowling Green State Univ
-1.0%
Univ of Notre Dame
Oakland Univ
Univ of Toledo
-2.0%
Saginaw Valley State Univ
Ferris State Univ
-3.0%
-4.0%
-5.0%
Annual Average Growth 2002-2011 Bachelor's Degrees
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Bubble Size Indicates Combined
Market Share for Bachelor's & Master's
Degrees 2010-11
MSU≈10%
Source: Chmura Economics & Analytics
Market Space for Growth
 Some
market space exists:
 Select education occupations—kindergarten,
vocational education
 Specialty healthcare—speech pathologists,
physician assistants, sonographers, & health
informatics
 Master’s programs in geology & earth science,
public relations & fund raising, and journalism
 STEM degree demand – growth 30% likely
compared to other areas
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Other Growth Opportunities
 Look at select 2+2 programs in the expanded
region
 Increase international students
 Smaller markets offer some space
– Select graduate level programs
– Traverse City
 Expanding online presence may not drive market
share gains
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Smaller Niche Markets
 Rural markets can be a source of growth
– Bachelor’s degree growth 2002-2011
• Saginaw Valley State University ≈ 9%
• Ferris State University ≈ 6%
 Traverse City is exporting students and importing
graduates
 Other rural markets are short on master’s level
offerings
– Jackson, Fish Lake, Macomb, & St. Clair
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2+2 Program Space
 Sub-baccalaureate degree enrollment will grow
faster than traditional bachelor’s degrees
 Outreach to this demographic can offset the
decline in traditional freshman
– Online, partially online, or other flexible schedule arrangements are important to these
adult learners
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Top 15 2+2 Options
CIP Code
Program
Associate’s
Existing
Degree
EMU 2 + 2 Awards 201011
P
% Change
AS
Degrees
2002-2011
HighGrowth &
High-Wage
3,722
102%
P
3,654
68%
51.3801
Registered Nursing/Registered Nurse
24.0102
General Studies
52.0101
Business/Commerce, General
P
1,009
33%
15.0303
Electrical, Electronic and Communications
Engineering Technology/Technician
P
528
58%
22.0302
Legal Assistant/Paralegal
391
47%
45.0101
Social Sciences, General
347
200%+
50.0701
Art/Art Studies, General
335
200%+
15.1302
254
200%+
26.0101
CAD/CADD Drafting and/or Design
Technology/Technician
Biology/Biological Sciences, General
194
200%+
13.1210
Elementary Education and Teaching
179
200%+
P
52.1001
Human Resources Management/Personnel
Administration, General
114
200%+
P
15.0000
Engineering Technology, General
109
200%+
44.0701
Social Work
106
27%
P
50.0408
Interior Design
101
42%
P
11.1003
Computer and Information Systems Security
97
200%+
P
P
Source: Chmura Economics & Analytics
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P
P
International Growth
 International students (excl-Canada) are growing
fast:
– ≈20% nationally over the past 5-years
– ≈>30% in Michigan over the past 5-years
 Michigan is top 10 state for international students
– EMU can leverage core strengths
• Top programs by size—business, (engineering), math & computer, and physical &
life sciences
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International Students
Fields of Study
% Change
2010-11
over 2009Country Enrollment
10
2010-11 % Change over
Enrollment
2009-10
2002-11 Trend
Business & Management
155,769
7.1%
China
257,558
23.3%

Engineering
135,592
6.4%
103,895
-1.0%

Other Fields of Study
75,459
-1.7%
India
South
Korea
73,351
1.7%

Math & Computer Sciences
64,588
6.2%
Canada
27,351
-2.1%
n
Physical & Life Sciences
63,471
3.5%
24,818
-7.0%

Social Sciences
63,347
5.6%
Taiwan
Saudi
Arabia
22,704
43.6%

Fine & Applied Arts
37,237
4.0%
Japan
21,290
-14.3%

Health Professions
32,526
1.3%
Vietnam
14,888
13.5%

Intensive English Language
32,306
24.0%
Mexico
13,713
2.0%
n
Undeclared
19,898
6.4%
Turkey
12,184
-1.7%
n
Education
16,933
-7.5%
Humanities
16,263
-9.6%
9,888
-3.9%
723,277
4.7%
Agriculture
Total International
Students
Source: Institute for International Education
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International Challenges
 International
Expansions Change the
Equation:
 Branding and Marketing
 Pricing and Profitability
 Admissions and Administration
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Refocus?
 Educational degrees have hit market saturation at
all levels—with only a few exceptions—certificates,
bachelor’s, master’s (traditional & online)
 Contrary to national norms, the doctoral space is
more competitive than at the master’s level
 EMU’s STEM programs are in-demand regionally,
nationally, and internationally
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Market Geography
High-Growth, High-Wage
Alignment Bachelor's
0.4%
Norm
Norm
Expanded Region
Hyper Competitive
0.6%
n Norm
n Norm
UoM, MSU, & UoT
UoM, MSU, GVSU, CMU, &
WMU
Oakland County
Hyper Competitive
0.4%
Norm
Norm
Oakland, MSU & UoM
Wayne County
Hyper Competitive
-0.1%
Norm
Norm
WSU, UoM, &MSU
Genesee County
Highly Competitive
Limited Market
Space
Limited Market
Space
Limited Market
Space
Market Space
Exists
0.1%
Norm
Norm
UoM & Baker
0.7%
Norm
Norm
Spring Arbor & MSU
0.7%
Norm
Norm
Oakland & CMU
1.2%
Norm
n Norm
WMU & GVSU
1.6%
Norm
Norm
MSU, FSU, & GVSU
Jackson County
Macomb-St. Clair
Counties
Greater Fish Region
Greater Traverse Region
Key Competitor
STEM Alignment
Bachelor's
Hyper Competitive
Market Space
Core Region
Market
10-Year Employment
Growth Forecast
Overall Market Opportunity
Low Opportunity
Source: Chmura Economics & Analytics
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High Opportunity
Competitive Landscape
Source: Chmura Economics & Analytics
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Current State / Future Assessment
Colleges / Divisions Strategic Plans
Colleges / Divisions Strategic Plans Assessment - Approach
Review College /
Conduct
Assess progress towards
Division Strategy
Interviews
completion of strategic
Plans
where needed planning components
Assess Alignment
with EMU Mission,
Vision, Values
Develop
Current State
Assessment
• On Going Process:
• Few are in infant stage
• Most align with EMU mission, vision and core values
• Strategic Directions/Themes are derived from both divisional/units
planning and ISPC’s analysis (January 2013)
• Goals / Objectives Development Prep – February & March 2013
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EMU Strategic Plan – Next Steps