Skip to Top NavigationSkip to ContentSkip to Footer
Ferris State University BulldogFerris State University Logo
Students working with computers

Institutional Effectiveness

Institutional 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.

Institutional Effectiveness DASHBOARD

Institutional Effectiveness 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:

  1. University Structure and Processes
  2. 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.
  3. 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.

IE 1.2

Other initiatives and programs related to the Strategic Goal.

Progress and Updates


Signs of 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.

Institutional Effectiveness 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.

IE 2.3

Other initiatives and programs related to the Strategic Goal.

Progress and Updates

Report Initiative 2 Progress

Signs of 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.

Institutional Effectiveness 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.

IE 3.4

Other initiatives and programs related to the Strategic Goal.

Progress and Updates


Signs of 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.

Highlights and Achievements