Resources, Planning, and Institutional Effectiveness HLC Criterion 5 Resources, Planning, and Institutional Effectiveness The institution’s resources, structures, and processes are sufficient to fulfill its mission, improve the quality of its educational offerings, and respond to future challenges and opportunities. The institution plans for the future.

Consider the Following Statement: During the Last 10 years, EMU has made the Strategic Transformation … from “State-Funded” to “State-assisted” from “tuition-sensitive” to “tuition dependent” from a “Normal college” to a “doctoral university” from A “part-time, commuter school” to A “full-time, residential campus”

Transition from “state-funded” to “state-assisted” Primary Sources of General Fund Revenue (as a % of total revenue) The State of Michigan has accelerated its dis-investment in higher education over the last 15 years. EMU’s state appropriation was $88M in 2001. if the State appropriation increased at just the rate of inflation, it would be over $130M in 2016. State appropriation in 2016 was $73M (actual dollars). In 2016, only 22% of General Fund revenue was from the State appropriation.

Transition from “Tuition-sensitive” to “tuition dependent” Primary Sources of General Fund Revenue (actual gross dollars) Dependence on tuition and fee revenue lead to New Strategic Enrollment strategies beginning in 2010. Maintain affordability by increasing financial aid. Create new programs to meet regional needs: Physician’s Assistant and online RN-to-BSN. Invest in retention and graduation initiatives.

Transition from a “normal College” to a “doctoral university” In 2001, following its strategic direction, emu created the phD program in clinical psychology and shortly thereafter the phd program in technology. The first pHd in clinical psychology was awarded in 2006. Since 2006 the number of phds awarded has doubled and reached a steady-state number of 24-26. In 2016 emu was upgraded by Carnegie from a “masters Large” to a “Doctoral granting university”.

Transition from a “part-time, commuter school” to a “full-time residential university” Strategic enrollment strategies beginning in 2010 have led to record FTIAC classes in last 5 years. Increased quantity Increased quality (higher ACT and GPA) Increased diversity 70% of FTIACS Reside on campus and as a result housing is at 90+% of capacity. Average undergraduate credit hours per student is now > 12.0 per semester.

Consider the Following Statement: During the Last 10 years, EMU has made the Strategic Transformation … from “State-Funded” to “State-assisted” from “tuition-sensitive” to “tuition dependent” from a “Normal college” to a “doctoral university” from A “part-time, commuter school” to A “full-time, residential campus” What other evidence would you expect to see? What impact did this transformation Make on your Area? What Things did EMU do well during the transition? Not so Well? Still in Progress?