EffectivenessInstitutional Effectiveness 


Strategic Goal: As demanded by our Core Values, Ferris will advance the University’s mission by promoting a university-wide culture of effectiveness and connectedness, led by transparency, innovation, and accountability.

Initiative Action Steps Progress and Updates

Initiative 1

Engage in a thorough review of University structures and processes and complete an organizational realignment, to be conducted in a way that provides an ownership (or shared understanding) of important University structures while also increasing trust, efficiency, and effectiveness.

Action Steps

  • IE 1.1:  Involve the University-wide community with external experts to achieve a streamlined, organizational realignment with emphasis on three areas of critical importance:
    • University Structure and Processes
      • Opportunities to streamline University processes should be sought with the goal of eliminating redundancies and employing strategies that help the various University units work together synergistically rather than competitively.
      • The University administrative structure should be realigned in ways that increase effectiveness and reduce costs.
    • Data Management and Access
      • Data collected by units across campus should be centrally housed and be freely accessible to decision makers and other relevant parties.
      • Data on Academic Programs and Offerings should be collected, managed, and transparently shared, particularly data that can support Academic Program Review and programmatic recruitment and retention.
      • Dedicated support should be provided to those looking to access or collect data for any relevant University decision-making process.
    • University Budget Model
      • A University budget model should be adopted that provides transparency in decision making, rewards innovation and growth, and removes existing budget-based barriers to collaboration and University-wide problem solving.

Submit Progress and Updates to Initiative 1 Action Steps

Signs of Our Success -

  • A firm has been selected by Fall 2020.
  • The firm has presented findings and recommendations by May 2021.
  • The University has begun to implement the realignment plan by Fall 2021.
  • A more efficient University structure has resulted in measurable savings that exceed the cost of hiring the firm.
  • A new University budget model is adopted.

Progress and Updates -

  • UNIVERSITY STRUCTURE AND PROCESSES Office of Graduate Studies moved to Extended and International Operations (Fall 2020) Under the leadership of Dean Steve Reifert, the EIO team is using the 2017-18 recommendations of the Graduate Studies Committee, and the shared governance structure of the University Graduate and Professional Council, to create a robust infrastructure to support all graduate-level education at Ferris State University. With expertise in marketing programs to adult learners and serving students who study at a distance, EIO is uniquely prepared to support graduate studies. This restructure strengthens planning and central office support, coordinating growth in current programs and development of new degree options, market research and environmental scanning, marketing and recruitment, and support for the online learning environment.
  • UNIVERSITY STRUCTURE AND PROCESSES Office of Transfer and Secondary School Partnerships moved to Extended and International Operations (Fall 2020) Aligning the OTSSP with the statewide footprint of EIO provides an opportunity for increased collaboration and support for dual and concurrent enrollment and academic transfer processes. The EIO team is working with the OTSSP team to strengthen institutional commitment to the recruitment and retention of students via dual, concurrent and transfer pipelines.
  • DATA MANAGEMENT AND ACCESS Data to Support Re-Enrollment (Fall 2020) The Provost’s Office and Enrollment Services are providing regular reports to inform the academic units regarding re-enrollment for Spring. For example, enrollment by grouped college and student level comparing new and continuing students helps to understand how Spring enrollment compares with the previous year. Also, reports highlighting students enrolled in Fall but not yet enrolled in Spring helps to direct re-enrollment campaigns at the college/department levels.
  • DATA MANAGEMENT AND ACCESS Data to Support Academic Program Review (Summer 2020) The Academic Program Review Committee and Provost’s Office have worked to streamline the data needed for APR. For example, specific reports have been identified in Nuventive Improve to provide program and course assessment data. This work continues.

Initiative 2

Develop a more effective and transparent campus by standardizing and integrating the use of existing campus software and systems.

Action Steps

  • IE 2.1:  Create a technology plan that facilitates and encourages the use of existing digital resources (such as the Office 365 suite of applications) to increase engagement across the University-wide community.
  • IE 2.2:  Build an integrated student management system that tracks students throughout their relationship to Ferris, from prospective student to alumnus, in one centralized location. 

Submit Progress and Updates to Initiative 2 Action Steps

 Signs of our Success -

  • Targeted, ongoing trainings have increased the usage of existing collaborative software systems across campus.
  • A campus software solution allows anyone assisting a student, at any stage of their Ferris journey, to both access and capture necessary information required to serve the student well and efficiently.

Progress and Updates -

  • A technology plan is currently being developed led by the Information and Technology department.
  • In fall 2020, the Staff Center for Training & Development started providing microlearning posts 1-2 time per week through the University-Wide Notices system about Office 365 applications and hosting a weekly Office 365 Learning Community where employees have the opportunity learn about the different applications and how they can be used by individuals and groups to improve engagement and reduce waste.

Initiative 3

Review systems of funding, planning, and degree auditing to identify barriers for student success, thereby increasing the attainability of a Ferris degree.

 Action Steps 
  • IE 3.1:  Automatically award associate degrees and certificates to every student who earns one, positioning the degree as a midpoint to the baccalaureate.           
  • IE 3.2:  Work with departments, colleges, and administration to plan reliable course offerings four years out.
  • IE 3.3:  Review tenure lines by department to see where there is a heavy adjunct dependency impacting advising and upper-level course offerings.

Submit Progress and Updates to Initiative 3 Action Steps

Signs of our Success -  

  • Degree completion rates increase, with evidence of accompanying decreased time to degree rates.
  • A process for automatically auditing and awarding associate degrees is in place by Fall 2020.
  • Advisors and students can reliably chart four-year degree completion plans in MyDegree and do so consistently.
  • Academic Affairs and the associated colleges can use four-year degree completion plans to better predict budgets, course scheduling, and staffing needs further in advance.
Progress and Updates -  

Highlights and Achievements

  • UNIVERSITY STRUCTURE AND PROCESSES Office of Graduate Studies moved to Extended and International Operations (Fall 2020) Under the leadership of Dean Steve Reifert, the EIO team is using the 2017-18 recommendations of the Graduate Studies Committee, and the shared governance structure of the University Graduate and Professional Council, to create a robust infrastructure to support all graduate-level education at Ferris State University. 

  • DATA MANAGEMENT AND ACCESS Data to Support Academic Program Review (Summer 2020) The Academic Program Review Committee and Provost’s Office have worked to streamline the data needed for APR. For example, specific reports have been identified in Nuventive Improve to provide program and course assessment data. This work continues.

  • In fall 2020, the Staff Center for Training & Development started providing microlearning posts 1-2 time per week through the University-Wide Notices system about Office 365 applications and hosting a weekly Office 365 Learning Community where employees have the opportunity learn about the different applications and how they can be used by individuals and groups to improve engagement and reduce waste.

 

 
   


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***Last Updated 12/2020***