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.
- 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.
Develop a more effective and transparent campus by standardizing and integrating the
use of existing campus software and systems.
- 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
- 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.
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
- A process for automatically auditing and awarding associate degrees is in place by
- 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 -