1. EMU Strategic Planning Open Forum Current Strategic Planning Process Dr. Susan Martin and Dr. Raouf Hanna January 16, 2013

2. - 2 - Agenda  Outline  EMU Strategic Plan – Progress Till Date  Current State / Future State Assessment  Goals / Objectives Development Prep  Next Steps

3. - 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  Deloitte’s workshops and focus groups  Goals / Objectives Development Prep – February & March 2013

4. July 2011 – December 2012

5. - 5 - July 2011 – December 2012  Institutional Strategic Planning Council (July 2011 – present)  Strategic Planning Website  http://emich.edu/strategicplan/ 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. - 6 - Strategic Planning Components Establish guiding principles Tactical activities that must be achieved to accomplish strategic goals (both ST and LT) Mission, Vision, & Values Strategic Directions/ Themes Measures & Key Performance Indicators Key Initiatives & Actions Strategic Directions/Themes: High level Goals for 5-7 years (working on this now) Success measures and targets Each component supports the achievement of the one above it – all components are ultimately linked together in a strategic plan

7. - 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. Client logo EMU Market Study Key Findings October, 2012 Kathy Karich, Principal, Deloitte Consulting Dan Meges, Economist, Chmura Economics & Analytics

9. - 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. - 10 - Tough Home Market = Tight Focus  Focus on Brand Management  Develop select “centers of excellence”  Hone message & image  Manage Costs & Efficiencies

11. - 11 - Low Growth Environment

12. - 12 - 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

13. - 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/FinanceSocial Sciences –HealthcarePhysical Sciences  Weaknesses  Underweight in International Students  Master’s programs slightly below norm for alignment for high-growth, high-wage jobs

14. - 14 - Degree Growth Broad Area Source: Chmura Economics & Analytics

15. - 15 - 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

16. - 16 - 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

17. - 17 - 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

18. - 18 - 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

19. - 19 - Top 15 2+2 Options CIP CodeProgram Existing EMU 2 + 2 Associate’s Degree Awards 2010- 11 % Change AS Degrees 2002-2011 High- Growth & High-Wage 51.3801Registered Nursing/Registered Nurse  3,722102%  24.0102General Studies3,65468% 52.0101Business/Commerce, General  1,00933%  15.0303Electrical, Electronic and Communications Engineering Technology/Technician  52858% 22.0302Legal Assistant/Paralegal39147%  45.0101Social Sciences, General347200%+ 50.0701Art/Art Studies, General335200%+ 15.1302CAD/CADD Drafting and/or Design Technology/Technician 254200%+ 26.0101Biology/Biological Sciences, General194200%+ 13.1210Elementary Education and Teaching179200%+  52.1001Human Resources Management/Personnel Administration, General 114200%+  15.0000Engineering Technology, General  109200%+ 44.0701Social Work10627%  50.0408Interior Design10142%  11.1003Computer and Information Systems Security97200%+  Source: Chmura Economics & Analytics

20. - 20 - 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

21. - 21 - International Students Fields of Study 2010-11 Enrollment % Change over 2009-10Country 2010-11 Enrollment % Change over 2009- 102002-11 Trend Business & Management 155,7697.1%China 257,55823.3%  Engineering 135,5926.4%India 103,895-1.0%  Other Fields of Study 75,459-1.7% South Korea 73,3511.7%  Math & Computer Sciences 64,5886.2%Canada 27,351-2.1% Physical & Life Sciences 63,4713.5%Taiwan 24,818-7.0%  Social Sciences 63,3475.6% Saudi Arabia 22,70443.6%  Fine & Applied Arts 37,2374.0%Japan 21,290-14.3%  Health Professions 32,5261.3%Vietnam 14,88813.5%  Intensive English Language 32,30624.0%Mexico 13,7132.0% Undeclared 19,8986.4%Turkey 12,184-1.7% Education 16,933-7.5% Humanities 16,263-9.6% Agriculture 9,888-3.9% Total International Students 723,2774.7% Source: Institute for International Education

22. - 22 - International Challenges  International Expansions Change the Equation:  Branding and Marketing  Pricing and Profitability  Admissions and Administration

23. - 23 - 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

24. - 24 - Market Geography Low Opportunity High Opportunity Market Overall Market Opportunity Market Space 10-Year Employment Growth Forecast STEM Alignment Bachelor's High-Growth, High-Wage Alignment Bachelor's Key Competitor Core Region Hyper Competitive0.4%  Norm  UoM, MSU, & UoT Expanded Region Hyper Competitive0.6% Norm Norm UoM, MSU, GVSU, CMU, & WMU Oakland County Hyper Competitive0.4%  Norm  Oakland, MSU & UoM Wayne County Hyper Competitive-0.1%  Norm  WSU, UoM, &MSU Genesee County Highly Competitive0.1%  Norm  UoM & Baker Jackson County Limited Market Space0.7%  Norm  Spring Arbor & MSU Macomb-St. Clair Counties Limited Market Space0.7%  Norm  Oakland & CMU Greater Fish Region Limited Market Space1.2%  Norm NormWMU & GVSU Greater Traverse Region Market Space Exists1.6%  Norm  MSU, FSU, & GVSU Source: Chmura Economics & Analytics

25. - 25 - Competitive Landscape Source: Chmura Economics & Analytics

26. Current State / Future Assessment Colleges / Divisions Strategic Plans

27. - 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 ISPC’s analysis (January 2013) Goals / Objectives Development Prep – February & March 2013

28. EMU Strategic Plan – Next Steps