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EMU Strategic Planning

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EMU Strategic Planning Open Forum Current Strategic Planning Process Dr. Susan Martin and Dr. Raouf Hanna January 16, 2013 – PowerPoint PPT presentation

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Title: EMU Strategic Planning


1
EMU Strategic Planning
  • Open Forum
  • Current Strategic Planning Process
  • Dr. Susan Martin and Dr. Raouf Hanna

January 16, 2013
2
Agenda
  • Outline
  • EMU Strategic Plan Progress Till Date
  • Current State / Future State Assessment
  • Goals / Objectives Development Prep
  • Next Steps

3
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
  • Deloittes workshops and focus groups
  • Goals / Objectives Development Prep February
    March 2013

4
July 2011 December 2012
5
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

6
Strategic Planning Components
7
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. 

8
EMU Market Study Key Findings
Kathy Karich, Principal, Deloitte Consulting Dan
Meges, Economist, Chmura Economics Analytics
October, 2012
9
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

10
Tough Home Market Tight Focus
  • Focus on Brand Management
  • Develop select centers of excellence
  • Hone message image
  • Manage Costs Efficiencies

11
Low Growth Environment
12
EMU Profile
  • Core region
  • 8.6 of Bachelors degrees
  • 7.5 of Masters degrees
  • Broad region
  • 4.4 of Bachelors degrees
  • 4.7 of Masters degrees
  • In the period 2002 to 2011 EMU had
  • A slight decline in bachelors degree market
    share
  • A slight increase in masters degree market share
  • EMU offerings are well aligned towards
    high-growth high-wage occupations

13
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 Social Sciences
  • Healthcare Physical Sciences
  • Weaknesses
  • Underweight in International Students
  • Masters programs slightly below norm for
    alignment for high-growth, high-wage jobs

14
Degree Growth Broad Area
Source Chmura Economics Analytics
15
Market Space for Growth
  • Some market space exists
  • Select education occupationskindergarten,
    vocational education
  • Specialty healthcarespeech pathologists,
    physician assistants, sonographers, health
    informatics
  • Masters programs in geology earth science,
    public relations fund raising, and journalism
  • STEM degree demand growth 30 likely compared
    to other areas

16
Other Growth Opportunities
  • Look at select 22 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

17
Smaller Niche Markets
  • Rural markets can be a source of growth
  • Bachelors 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 masters level
    offerings
  • Jackson, Fish Lake, Macomb, St. Clair

18
22 Program Space
  • Sub-baccalaureate degree enrollment will grow
    faster than traditional bachelors 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

19
Top 15 22 Options
CIP Code Program Existing EMU 2 2 Associates Degree Awards 2010-11 Change AS Degrees 2002-2011 High-Growth High-Wage
51.3801 Registered Nursing/Registered Nurse P 3,722 102 P
24.0102 General Studies 3,654 68
52.0101 Business/Commerce, General P 1,009 33 P
15.0303 Electrical, Electronic and Communications Engineering Technology/Technician P 528 58
22.0302 Legal Assistant/Paralegal 391 47 P
45.0101 Social Sciences, General 347 200
50.0701 Art/Art Studies, General 335 200
15.1302 CAD/CADD Drafting and/or Design Technology/Technician 254 200
26.0101 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 P 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
Source Chmura Economics Analytics
20
International Growth
  • International students (excl-Canada) are growing
    fast
  • 20 nationally over the past 5-years
  • gt30 in Michigan over the past 5-years
  • Michigan is top 10 state for international
    students
  • EMU can leverage core strengths
  • Top programs by sizebusiness, (engineering),
    math computer, and physical life sciences

21
International Students
Fields of Study 2010-11 Enrollment Change over 2009-10 Country 2010-11 Enrollment Change over 2009-10 2002-11 Trend
Business Management 155,769 7.1 China 257,558 23.3 Ç
Engineering 135,592 6.4 India 103,895 -1.0 Ç
Other Fields of Study 75,459 -1.7 South Korea 73,351 1.7 Ç
Math Computer Sciences 64,588 6.2 Canada 27,351 -2.1 n
Physical Life Sciences 63,471 3.5 Taiwan 24,818 -7.0 È
Social Sciences 63,347 5.6 Saudi Arabia 22,704 43.6 Ç
Fine Applied Arts 37,237 4.0 Japan 21,290 -14.3 È
Health Professions 32,526 1.3 Vietnam 14,888 13.5 Ç
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
Agriculture 9,888 -3.9
Total International Students 723,277 4.7 Source Institute for International Education Source Institute for International Education
22
International Challenges
  • International Expansions Change the Equation
  • Branding and Marketing
  • Pricing and Profitability
  • Admissions and Administration

23
Refocus?
  • Educational degrees have hit market saturation at
    all levelswith only a few exceptionscertificates
    , bachelors, masters (traditional online)
  • Contrary to national norms, the doctoral space is
    more competitive than at the masters level
  • EMUs STEM programs are in-demand regionally,
    nationally, and internationally

24
Market Geography
Low Opportunity
Market Overall Market Opportunity Market Space 10-Year Employment Growth Forecast STEM Alignment Bachelor's STEM Alignment Bachelor's High-Growth, High-Wage Alignment Bachelor's High-Growth, High-Wage Alignment Bachelor's Key Competitor
Core Region   Hyper Competitive 0.4 Ç Norm Ç Norm UoM, MSU, UoT
Expanded Region   Hyper Competitive 0.6 n Norm n Norm UoM, MSU, GVSU, CMU, WMU
Oakland County   Hyper Competitive 0.4 Ç Norm Ç Norm Oakland, MSU UoM
Wayne County   Hyper Competitive -0.1 Ç Norm Ç Norm WSU, UoM, MSU
Genesee County   Highly Competitive 0.1 Ç Norm Ç Norm UoM Baker
Jackson County   Limited Market Space 0.7 Ç Norm Ç Norm Spring Arbor MSU
Macomb-St. Clair Counties   Limited Market Space 0.7 È Norm Ç Norm Oakland CMU
Greater Fish Region   Limited Market Space 1.2 È Norm n Norm WMU GVSU
Greater Traverse Region   Market Space Exists 1.6 È Norm È Norm MSU, FSU, GVSU
High Opportunity
Source Chmura Economics Analytics
25
Competitive Landscape
Source Chmura Economics Analytics
26
Current State / Future Assessment Colleges /
Divisions Strategic Plans
27
Colleges / Divisions Strategic Plans Assessment -
Approach
Review College / Division Strategy Plans
Assess progress towards completion of strategic
planning components
Develop Current State Assessment
Conduct Interviews where needed
Assess Alignment with EMU Mission, Vision, Values
  • 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 ISPCs analysis
    (January 2013)
  • Goals / Objectives Development Prep February
    March 2013

28
EMU Strategic Plan Next Steps
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