Chapter II

Institutional Mission and Statements of Purposes

The Evolution of the University's Mission

As Eastern has evolved through its history its expressed purposes have changed as well. It is instructive to note the development of the University's statements of purpose and mission over the past decade. In 1981 the University's published statement of purpose focused on undergraduate programs, noted recent program diversification while continuing to stress teacher preparation, expressed its intent to "provide graduate work at the fifth-year level (master's degree) and the sixth-year level (specialist's degree), and further graduate work as needs arise." There was an expression of intent "to extend and diversify programs&emdash;including more support for research&emdash;as circumstances require and as financial support becomes available, provided that this expansion shall enrich the instructional program."

By 1981 the University had already begun substantial diversification; expansion of its research, scholarly, and artistic endeavors; and extension of its continuing education and service missions. As part of the University's NCA Self-Study process in 1981 an "elaborated statement of purpose" was submitted for comment to all major constituencies and subsequently approved by the Board of Regents for publication in the University Bulletin.

That elaborated statement made more explicit the University's commitment to curricular diversification, to graduate study, and to research and scholarship as well as to service. Both the pre-1981 and the 1981 statements of purpose are included among the appendices to this report.

The Current Mission Statement of Eastern Michigan University

In January, 1988, President John W. Porter appointed a twenty-one member Institutional Mission Review Committee. The Committee conducted its review over a period of one year and recommended to the Board of Regents the following statement:

Mission

Eastern Michigan University is committed to distinguishing itself as a comprehensive educational institution which prepares people and organizations to adapt readily to a changing world. Central to this mission are:

• providing an exceptional learning environment
• applying new technologies to teaching, learning, and research
• expanding knowledge and providing leadership through research, contract learning, and public service
• continuously interpreting and responding to a changing regional, national, and global society.

Philosophy

The University is dedicated to improving the quality of life within the global community it serves through teaching, contract learning, research, and service.

As an integral part of the State-supported, public education system, the University is responsible for providing leadership for developing creative, innovative, and collaborative approaches to meet learning and research demands created as a result of a dramatically changing world.

The University recognizes that an educated populace is the essential ingredient for the successful improvement of humankind. It is dedicated to:

• providing opportunities for intellectual and personal growth
• preparing individuals for careers and professions
• encouraging all University members to be concerned about the welfare of the campus, local, and world communities
• assisting organizations to effectively function in a global economic environment
• instilling in all persons a commitment, as leaders to engage in public service.

The University seeks to provide an intellectual, social, and cultural environment which attracts, serves, and empowers a pluralistic community.

Values

Eastern Michigan University's mission and philosophy are built upon shared values which define and nourish the intellectual, ethical, and aesthetic environment.

These values are:

Excellence:	The University's principal responsibility is to provide academic programs in a learning environment that promotes academic and personal excellence. The University in all of its activities encourages the achievement of excellence by all members of its various constituencies.
Respect:	The University recognizes that wisdom, sound judgement, tolerance, and respect for other persons, cultures, and ideas are hallmarks of an educated person. The University seeks to demonstrate, through all its programs and activities, appreciation of human diversity and to maintain an atmosphere of tolerance and mutual respect that will nourish human liberty and democratic citizenship.
Scholarship:	The University promotes and encourages continual research and creative activity by all its constituencies. Through such activity, participants remain intellectually alive, expand their fields of

	knowledge, enrich learning experiences and bring academic recognition to the community. The intellectual and personal growth of individuals is a central purpose. Knowledge and learning are both the University's products and its processes.
Opportunity:	The University is committed to providing opportunities for learners of varying interests, abilities, backgrounds, and expectations. It seeks to attract, serve, and accommodate a highly qualified and pluralistic student body - drawn from a variety of ethnic, social, and economic backgrounds - and to make a special effort to provide access to the campus's educational opportunities for non-traditional students and underrepresented populations.
Community:	The University strives to create and nurture a community which fosters mutual trust and respect which provides for the open and amicable expression of differences.
Service:	The University endeavors to provide service for the public good. It encourages all constituencies to be concerned about the welfare of humanity and to engage in public service. The University is committed to developing and strengthening collaborative initiatives with the industrial, business, civic, and educational world.
Freedom:	The University respects and protects personal and academic freedom. It seeks to provide an environment that facilitates involvement in intellectual and cultural activities and encourages formal and informal interactions between and among students, faculty, staff, administration, and community.
Integrity:	Intellectual, academic, financial, and operational integrity are critical for the University's survival and effectiveness.
Leadership:	The University strives to provide leadership in addressing the educational and social issues confronting the people and organizations in our society. It promotes leadership development activities that enhance educational and industrial opportunities for meeting this charge.
Empowerment:	The University community is empowered to do what is right and is necessary to achieve the University's mission.

Guiding Principles

Guiding principles form the framework against which the University tests its effectiveness.

In all programs, activities, and services the University seeks to be:

Approachable:	Psychological barriers which impede participation are eliminated. People and organizations are valued as the University's resources, products, and customers.
Accessible:	Programs and activities of the University are open to all qualified persons without regard to race, religion, marital status, sex, sexual orientation, age, national, or ethnic origin, political belief, or physical handicap, except as may be required by law.

	The University seeks to demonstrate, through all its programs and activities, its appreciation of human diversity and to maintain an atmosphere of tolerance and mutual respect that will nourish human liberty and democratic citizenship.
Affordable:	The University is committed to ensuring that those individuals who are qualified and who desire to participate are not discouraged from doing so because of financial resources, time restraints, or physical distance. The University seeks to provide financial aid for all constituencies, to be sensitive to changing demands in the educational marketplace and to delivering educational services in non-traditional ways and settings.
Applicable:	Programs are designed to broaden perspectives, enrich awareness, deepen understanding, establish disciplined habits of thought, respond to changes in the workplace and society, and to help develop individuals who are informed, responsible citizens.
Attainable:	Recognizing that various constituencies have different needs, programs, activities, and services must be flexible so that all people have the opportunity to participate and to achieve their goals or purposes.
Collaborative:	To effectively utilize financial and human resources, all programs, activities, and services should seek to link internal and external constituencies. The University must continue to develop new partnerships with business, industry, education, and government to define mutual goals and benefits, to meet our responsibilities to the global community.
Quality:	Quality is the first priority in all programs, activities, and services.

Eastern's current Mission Statement reflects its continued evolution as a comprehensive State-supported University. It also reflects the expansion of horizons and the growth in sophistication that have characterized EMU in recent years.

University Planning Assumptions 1990-1995

The Mission Statement of the University is made operational through expressed planning assumptions that consider the Mission within a specific time context. The following set of fifteen statements was developed by the Office of Strategic Planning and Advancement in consultation with the President, deliberated and revised by the Vice-Presidents of the University, then discussed, modified, and approved by the Board of Regents.

The statements then became the focus of discussion for faculty and staff workshops on the campus. Through these discussions important implications of the planning

assumptions were identified as the academic community spoke of its concerns and aspirations for EMU in the future.

Planning Assumptions

1. The University will be a major public, regional institution of higher education operating under the governance of the Board of Regents.
   
   
2. The University will center its physical operations in Ypsilanti, Michigan.
   
   
3. The University will grant bachelors, masters, specialists, and [once accredited to do so] doctoral degrees under the authority vested by the State of Michigan.
   
   
4. The University's primary focus is the skill, practice, and research of effective teaching and learning for all disciplines.
   
   
5. The primary emphasis of University effort is prioritized in the following manner:
   • Undergraduate Instruction
   • Selected Graduate Programs
   • Research
   • Corporate Education
   • Public Service
     
     
6. The University will maintain its general accreditation through the North Central Association of College and Schools.
   
   
7. The University's primary service areas are prioritized in the following manner:
   • Ypsilanti and Southeastern Michigan
   • Midwestern United States
   • The International Community
     
     
8. The University's athletic teams will compete at the NCAA Division I-A level and will maintain an affiliation with the Mid-American Conference.
   
   
9. The University will continue to provide comprehensive academic programs in the areas of:
   • Arts and Sciences
   • Business
   • Education
   • Health and Human Services
   • Technology
     
     
10. The University will organize its academic and student support system so that it may serve a wide range of individuals having varying needs and levels of academic and social preparation for college.
    
    
11. The University will respect and encourage participation in University governance.
    
    
12. The University will respect collective bargaining arrangements.
    
    
13. The University will demonstrate a leadership role in affirmative action by continuing to seek diversity in its faculty, staff, and students.

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14. The University will continue to provide comprehensive quality programs that are affordable.
    
    
15. The University will seek to maintain and serve, Monday through Saturday, on the main campus, a student enrollment of approximately 24,000 students.

Evaluation of Mission and Planning Assumptions

The University's Mission and Planning Assumptions have been arrived at through careful study of the external environment in which it is situated, the region it serves, and the resources at its disposal. The resulting aspirations and specific goals are responsive yet realistic. The descriptive and evaluative detail contained in later sections of this report confirms the appropriateness of the Mission Statement and Planning Assumptions. In addition, among the appendices to this report, is an assessment of external conditions that affect the University. That assessment too supports the vision inherent in the Mission Statement and the thrust of the Planning Assumptions.

Goals of Colleges and Other Major Units

In the primary data file for this report are contained the operational goals of all units of the University. Such a level of detail is not appropriate here. It is instructive, however, to examine the goal statement of the major Divisions and Colleges of the University to determine the extent of compatibility and clarity with which those principal units formulate their directions.

Division of Academic Affairs Goal Statements

These goals have been derived from the Vision Statement developed at the Division of Academic Affairs Leadership Retreat held in June, 1989, from discussion within the Deans' Advisory Council and from the analysis and recommendations of the Administrative Staff of the Provost's Office. There are two broad goal categories: Academic Goals and Management Goals.

Curriculum Development

To establish and maintain curricula that are founded on sound intellectual principles, responsive to contemporary cultural, economic, social, scientific, and technological reality and accessible to students from a wide variety of economic, ethnic, and cultural backgrounds.

This goal rests on several assumptions. First, all undergraduates need grounding in the cultural, historical, scientific, social, and technical disciplines that will facilitate progress to more sophisticated modes of thought. Second, all undergraduates need access to specialized fields of study that are intellectually stimulating yet pragmatic enough to ensure a viable career. Third, all graduate students need access to fields of study that are sufficiently specialized, sophisticated, and buttressed by research and scholarship to advance their intellectual capacities as well as to improve their professional prospects. Fourth, all students need an environment that encourages a more acute awareness of the multi-cultural and international character of the contemporary world. Fifth, to

maintain the currency and vitality of our curricula we must conduct regular review of programs and maintain a relationship between that review and the management of our human and financial resources. Finally, Eastern Michigan University has distinctive characteristics that should be preserved. Among those characteristics are special traditions in the field of Education and carefully developed program uniqueness in many fields within Arts and Sciences, Business, Health and Human Services, and Technology.

Faculty Development

To recruit, retain, and develop faculty who excel in teaching, who conduct valuable research, scholarship, and artistic endeavors and who have the commitment and capacity to support our curricular goals.

This goal is based on three assumptions. First, faculty are highly educated, skilled, and intellectually accomplished individuals who must be paid appropriately and who must be accorded professional respect and status. Second, faculty must continue developing as teachers, scholars, researchers, and artists and the University must support them in their efforts to do so. Third, a faculty in our multi-cultural and pluralistic society must include substantial numbers of women, American ethnic minorities, and individuals from other nations and cultures of the world.

Student Development

To develop in students the diverse set of intellectual, social, and emotional capabilities necessary to prepare them for professional, civic, and personal participation in an increasingly complex and rapidly changing world.

This goal rests on several important assumptions. First, the University must address the academic needs of superior undergraduate students, more typical undergraduate students, and marginal undergraduate students. Second, the University must respond to a large number of non-traditional students and promote the habit of life-long learning through both credit and non-credit programs. Third, the University must provide to students activities and academic counseling that link classroom endeavors with social and work experiences to create a sense of community among all who are engaged in the teaching/learning process. Fourth, the University should assist the student in developing a vision of social, cultural, and economic reality that will allow for well-informed decisions about the balance between career and personal development. Fifth, the University must deepen all students' understanding of the ethnic and cultural diversity of our society and the world at large. Finally, faculty and staff must understand that the development of students, while accomplished through many means, is achieved at a university principally by the operation of the academic curriculum; consequently, curricular and student development goals must be pursued in tandem.

Research and Service

To support faculty and students in the conduct of research, scholarship, and artistic activities that will contribute new knowledge, expand humanistic insights, and serve to improve the lives of people at the University, in the community, the State, the nation, and the world at large.

This goal is derived from the following assumptions. First, the character of University teaching cannot be defined solely by the transmission of established knowledge. It must also be infused with the complexity and richness that grows out of faculty engagement in research, scholarship, and/or artistic work. Second, the University has an obligation to promote and support financially faculty research, scholarship, and artistic work. Third, in promoting and supporting such work among faculty, the University should also promote linkage between teaching and research, scholarship, and artistic accomplishment. Fourth, it is

highly desirable for undergraduates and imperative for graduate students to engage in research, scholarship, or artistic work pertinent to their fields of study. Fourth, the maintenance of well-designed and supplied libraries, laboratories, and other academic facilities is essential. Finally, service to the community, the State, the nation, and the world at large is usually most forcefully accomplished by faculty when that service has a relationship to research, scholarship, or artistic work pertinent to a faculty member's academic specialty.

Personnel

To develop among the people who work in the Academic Division and throughout the University a sense of shared purpose that is defined by our Academic Goals and nurtured by a respectful and communicative environment.

This goal is based on several assumptions. First, the academic mission of our institution provides a strong motivating force to people who have chosen University life because they value its purposes, consequently it is imperative to give pre-eminence to that academic mission in all we do. Second, the participative traditions of decision-making in higher education are valuable and must be preserved. Third, readiness to communicate openly and frankly are profoundly affected by the interpersonal environment of an organization, consequently mutual respect must be accorded among people even when they disagree forcefully.

Resources

To concentrate the financial resources of the University on the fulfillment of its academic purposes and to manage those resources prudently.

This goal rests on three assumptions. First, active debate about the use of financial resources is an appropriate feature of participative decision-making at the University. Second, such debate will be informed by the academic purposes of the University. Finally, once resource allocations have been made, budgets will be managed in a manner that respects such allocations.

Services and Systems

To provide appropriate support services to faculty and students through the use of contemporary management techniques and technology and the employment of a sufficient number of well-trained staff.

This goal is based on several assumptions. First, if we are to achieve our Academic Goals we must have support services and systems that are effective and dependable and do not divert time or resources away from academic pursuits due to inefficiency. Second, modern information technology provides valuable tools that should be employed as fully and as rapidly as possible. Third, support staff provide important specialized services that free faculty and students to concentrate on academic pursuits. Consequently their number must be adequate and their financial and personal rewards sufficient to motivate continued service.

College of Arts and Sciences Goal Statements

The College has never adopted a formal goal statement, probably because in such a diverse and varied unit, the College goals tend to be the sum of the departmental and program goals. The following goal statements have been elicited from the introductory section of the 1980 NCA Self-Study.

1. To provide all graduates with the mental discipline, intellectual perceptions, artistic sensibilities, and moral understandings fostered by study of the liberal arts and sciences.
   
   
2. To provide all graduates with specific mathematical, artistic, and analytical skills, sensitize them to their physical and social

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   environments, and develop and enlarge their capacity for independent thought and action.

3. To enable those students who major in College disciplines to obtain some depth of knowledge and understanding of at least one specific discipline or defined interdisciplinary area.
   
   
4. To enable its majors to gain an appreciation of the principles and requirements of scholarly research.
   
   
5. To prepare students for advanced academic study in graduate or professional programs or to proceed directly to specific careers.
   
   
6. To provide students with effective advising during their college careers, and assistance in securing admission to graduate schools or locating appropriate employment.
   
   
7. To furnish foundation courses for the curricula of the other Colleges of the University.
   
   
8. To offer courses at levels and times convenient both to daytime and evening students.
   
   
9. To provide curricular offerings which are responsive to the growing population of international students, and adaptable to the needs of transfer students from other U.S. colleges and universities.
   
   
10. To employ and cultivate a faculty which is dedicated both to high-quality instruction and to the complementary areas of research, scholarly investigation, and creative artistic expression.
    
    
11. To pursue both student and faculty recruitment so as to provide maximum opportunities to persons of all races and classes.
    
    
12. To provide various forms of public service to the local community, the State, and the nation, both through the contributions of individual faculty members and students, and through the development of special delivery systems.
    
    
13. To take care that administrative policies are responsive to the personal and professional needs of all employees, so that morale is maintained at a positive level.
    
    
14. To manage the physical and financial resources made available by the University, and to seek additional support from alumni, private foundations, and public agencies, so as to pursue the foregoing objectives in the most efficient possible manner.

College of Business Goal Statements

The publicly stated goals of the College are to:

1. Ensure the College of Business is responsive to its changing environmental needs.
   
   
2. Improve inter-college cooperation and coordination.
   
   
3. Improve inter-/intra-departmental cooperation and coordination.
   
   
4. Enhance administrator and faculty commitment to the College of Business.
   
   
5. Reward faculty based on academic merit.
   
   
6. Maintain AACSB accreditation.

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7. Create an atmosphere within the College and department conducive to professional growth and development.
   
   
8. Enhance the quality of faculty.
   
   
9. Ensure that administrators and faculty are committing adequate time and energy to the College of Business and Eastern Michigan University.
   
   
10. Ensure that curriculum is responsive and relevant to environmental changes.
    
    
11. Develop and maintain high-quality programs across College of Business disciplines.
    
    
12. Ensure College of Business administrators, faculty, staff, and students possess adequate computer and communication skills.
    
    
13. Develop a strong, high-profile MBA program.
    
    
14. Ensure that the other graduate programs (MSA, MSIS, MSOD) maintain their high quality.
    
    
15. Attract a high-quality student population.
    
    
16. Assure that perceived business education needs of students are being recognized by the College of Business.
    
    
17. Improve student placement opportunities.
    
    
18. Improve academic and career advising opportunities available to students.
    
    
19. Provide the College of Business with a facility (physical environment) that will enhance academic productivity.
    
    
20. Increase the resource base to support other goals by adequately tapping external resources.
    
    
21. Acquire a fair share of resources from Eastern Michigan University.
    
    
22. Make more effective use of facilities.
    
    
23. Encourage staff to be courteous and cooperative to students, faculty, administrators, and other staff.
    
    
24. Enhance the image of Eastern Michigan University's College of Business.
    
    
25. Cultivate the business community's involvement and support for the College of Business.
    
    
26. Increase alumni involvement and support for the College.

College of Education Goal Statements

The following major goals were reported for the College of Education in the 1983 NCATE Institutional Report:

1. To prepare professional personnel for public and non-public educational institutions as prescribed in law, directed by established professional standards, and in fulfillment of on-going and future needs of these agencies.
   
   
2. To foster the development of educational programs harmonious with the policies and planning of federal, State, and local educational agencies and provide assistance in the interpretation and implementation of these programs.

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3. To establish cooperative relationships with the schools and agencies served to the end that more effective operations will result and the services provided by the College will be relevant to the needs of consumers.
   
   
4. To provide to all University students the opportunity to become knowledgeable about the development and purpose of education and its significance in American culture.
   
   
5. To collect, analyze, interpret, and make available to educational consumers information significant to the improvement of the quality of education.

College of Health and Human Services Goal Statements

Mission Statement

To prepare professionals with the appropriate combination of knowledge and skills that will enable them to enhance the quality of life and facilitate social change to meet societal needs.

The programs in the College focus on the preparation of professionals for a unique combination of health and human services disciplines. As a result, curricula are built around an integration of knowledge with practice. Experiential education that is community-based strongly links theory and practice. The curricula focus on a holistic view of individuals, groups, families, communities, and the process of change. The interrelationships of people, institutions, and services are also included. A unique contribution is the preparation of students for professional roles within the service delivery system.

- August 1989

1. Maintain and create programs that are relevant to careers associated with the bodies of knowledge and professional skills in health and human services.
   
   
2. Build upon the opportunity students have for a well-rounded liberal arts and sciences knowledge base while offering programmatic curricula that affords the student the professional skills necessary for credentialing in their chosen practice area.
   
   
3. Maintain and develop graduate programs that reflect the advanced knowledge, values, and skills of the health and human services disciplines.
   
   
4. Integrate racial, cultural, and gender perspectives into the curricula.
   
   
5. Integrate international perspectives into curricula.
   
   
6. Develop and maintain coursework that reflects the interdisciplinary nature of health and human services yet maintains the unique characteristics and contributions of each discipline.
   
   
7. Encourage curriculum development that facilitates coursework serving the maximum number of disciplines within the College.
   
   
8. Review programs and curricula to assure that they continue to be societally relevant to their disciplines.
   
   
9. Expand Continuing Education offerings in the College.

Students

1. Implement a plan to attract, admit, and retain qualified students from racial, cultural, gender, and age groups reflected in the demographics of Southeastern Michigan.
   
   
2. Examine the input document for each department to assure that students participate in the input system and decision-making process as appropriate.
   
   
3. Facilitate the development of student organizations that reflect the disciplines within the College.
   
   
4. Enhance the communication between the student support services (e.g., admissions, advising, financial aid, career services), and the College programmatic advising structure.
   
   
5. Implement and evaluate a plan to assure that adequate advising is routinely available for students.
   
   
6. Maintain and develop opportunities that formally recognize student accomplishments.
   
   
7. Maintain and develop procedures that facilitate entry, retention, and graduation of transfer, second degree, and graduate students.
   
   
8. Assure that programs facilitate the educational development of students regardless of gender, sexual orientation, race, age, disabling conditions, and/or religious preference.

Alumni and Friends

1. Increase involvement and advice of alumni and friends in program development.
   
   
2. Increase involvement and advice of alumni and friends in program resource development.
   
   
3. Develop and/or increase the level of activity of alumni organizations.

Faculty

1. Employ faculty who have reached the highest level of educational achievement considering the availability within the discipline.
   
   
2. Provide an environment that increases the number of current faculty who pursue doctoral and postdoctoral studies.
   
   
3. Employ and retain faculty who reflect in their activities the stated priorities of excellent teaching, productive scholarly activities, and service to the institution and professional community.
   
   
4. Support faculty development plans that facilitate current faculty expertise in the teacher, scholar, and practitioner roles.
   
   
5. Increase the level of involvement and responsiveness of the faculty to the goals and the mission of the College.
   
   
6. Continue to refine an input structure at the program, department, and College levels that provides the opportunity for faculty and administrators to express their positions and impact the decision-making process.

Support Staff

1. Increase the level of involvement and responsiveness of the staff to the goals and the mission of the College.
   
   
2. Support staff development plans that facilitate current staff expertise related to departmental needs.
   
   
3. Provide the staff of the College with the appropriate equipment to facilitate their responsibilities.

Financial and Physical Resources Goals

1. Develop a comprehensive space plan for the College.
   
   
2. Provide an equipment purchase and replacement plan that supports the needs of the College.
   
   
3. Implement a plan to increase the resource base of the College through grantsmanship and fund raising.
   
   
4. Allocate resources consistent with the strategic plan (e.g., FTEF, SS&M, equipment dollars, and support personnel).
   
   
5. Develop a plan to improve the physical environment (i.e., maintenance and repairs).

College of Technology Goal Statements

A synthesis of the descriptions of mission and goals which appear in several public documents provides the following mission statement and list of goals.

The mission of Eastern Michigan University's College of Technology is to provide a variety of educational programs leading to baccalaureate and master's degrees, programs which are responsive to current and emerging workforce needs. More specifically, the College of Technology meets the need for well- prepared technologists in a wide variety of industrial positions; prepares teachers of business and industrial education for positions in middle schools, high schools, and community colleges; and prepares students for careers in the military through the Reserve Officer Training Corps.

Goals of the College include the following:

1. Organize and maintain academic departments in Business and Industrial Education, Industrial Technology, Interdisciplinary Technology, and Military Science.
   
   
2. Offer a variety of instructional programs in areas of need as identified by needs assessment studies and as identified by advisory committees to the College.
   
   
3. Provide state-of-the art-laboratories in a variety of technological areas to supplement classroom instruction and to provide a realistic, hands-on experience in the preparation of technologists and teachers.
   
   
4. Provide cooperative education and internship opportunities for future technologists and teachers to enhance classroom and laboratory teaching/learning experiences.
   
   
5. Extend research and service opportunities to businesses, industries, and schools in Southeastern Michigan; when feasible, increase this scope to include businesses, industries, and schools throughout the United States and several foreign countries.

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6. Recruit and maintain a well-qualified faculty and staff, including an appropriate minority representation, who are well-prepared in their disciplines and who keep abreast of developments in their areas of expertise.
   
   
7. Make available graduate assistantships in each of the academic departments to assist students in the pursuit of their advanced degrees.
   
   
8. Provide for students a variety of opportunities to participate in student organizations which provide leadership experiences and contacts with business, industry, and educational leaders.
   
   
9. Provide a college atmosphere which reflects the appropriate use of computer and instructional technology by administrators, staff, and faculty.
   
   
10. Utilize advisory committees in all areas of instruction to assist faculty and program coordinators in keeping programs relevant to the needs of business, industry, and education.
    
    
11. Cooperate with other academic and administrative units of the University in providing the best education and learning experiences possible for College of Technology students.

Graduate School Goal Statements

The goals of the Graduate School are listed in The Annual Report of the Graduate School, 1988-89.

1. Maintain enrollments of 6,200-6,500 students in Fall and Winter terms with particular attention being paid to appropriate enrollments by academic areas in accordance with the enrollment management plan.
   
   
2. Increase minority student participation in graduate education by 10 percent per year.
   
   
3. Clearly separate graduate from undergraduate education.
   
   
4. Increase the use of technology in the admissions, records, and management functions of the Graduate School.
   
   
5. Monitor the quality of graduate programs through systematic and routine evaluations of graduate faculty, programs, grading practices, admissions policies, and student progress.
   
   
6. Increase faculty participation in research, scholarship, and creative endeavors.
   
   
7. Participate in World College and International Education initiatives of the Division of Academic Affairs.
   
   
8. Continue to provide personal and timely services to students.
   
   
9. Encourage and recognize excellence in academics and performance.
   
   
10. Increase the involvement of the Graduate Council in giving direction to the graduate enterprise of the University.

Another, somewhat truncated, description of the mission and role of the Graduate School is found in the Graduate Catalog. It is a shortened summary of the goals listed above. The objectives of the Graduate School listed in the Graduate Catalog, 1988-90, as follows:

"The Graduate School at Eastern Michigan University desires to encourage graduate education that establishes or upgrades professional competence by providing programs designed to train students for careers in areas such as teaching, school administration, counseling, business, etc.; that prepare individuals for more advanced academic work, particularly in the academic disciplines; that provides students the knowledge of research techniques and the opportunity for practicing research pertinent to their specific disciplines; and that serve the unique needs of students by providing post-baccalaureate educational opportunities for individuals and groups at convenient geographic locations and in special or individualized modes.

"Faculties within all Colleges and departments continually strive to meet the educational needs of graduate students. A variety of programs has been authorized and accredited, and others are in the process of development. Although formal graduate study programs have been established in many academic areas, there is sufficient flexibility in each program to enhance the professional goal of each individual student."

Division of Continuing Education Goal Statements

The mission of Continuing Education is to extend the vast resources of the University beyond the campus and beyond its traditional operating times, primarily to meet the educational needs of adult and non-traditional students. Two words exemplify this extension of the University classroom out into our community: convenience and quality.

In a survey conducted by the College Board, convenience was rated by potential adult students as being of higher priority to them than cost. The non-traditional student has great and often more important demands on their time than going to college. Time has become the limiting factor when it comes to adult student participation in learning activities. Programs offered through DCE are convenient.

Adult students will not invest their time and money in activities that are not relevant and of high quality. Programs offered through DCE are Eastern Michigan University programs, not Continuing Education programs. They must meet the same quality standards as those offered on campus.

Division of Corporate Services Goal Statements

The following goals have been established by Corporate Services to carry out the University commitment to lifelong learning:

1. Provide non-credit programs in human resource development for individuals and organizations including seminars, courses, certificate programs, workshops, conferences, and lectures.
   
   
2. Provide consulting services to organizations related to the implementation of theory covered in Corporate Services programs.
   
   
3. Provide assistance in training system development and evaluation.

World College Goal Statements

The World College serves as a facilitating and coordinating center for international education at EMU, promoting the development of global perspectives in University curricula. It is a center for international relations, developing, and maintaining liaison with foreign academic institutions, governments and businesses, and serving as a clearinghouse of information and referrals regarding internationally focused projects, programs, events, and activities in which EMU is involved. Committed to assisting EMU faculty and staff in internationalizing their own expertise and their offerings to students, the World College staff's emphasis is on collaboration and cooperation with all members of the University community who seek ways to broaden their awareness and understanding of the world outside the borders of our country.

The specific goals of the unit as stated in its charter are 1) to increase educational opportunities for students and faculty abroad; 2) to develop contract-based international programs with educational agencies, governments, and corporations both in the U.S. and abroad; and 3) to provide on-campus international learning opportunities for students, and on-campus international professional resources and development opportunities for faculty.

Learning Resources and Technologies Goal Statements

Support the academic program of the University through a vital, unique, and central role:

1. Select, acquire, organize, preserve/store, service, and deliver recorded information in all formats for effective and efficient instruction and research.
   
   
2. Utilize automated technological operations to accomplish the above.
   
   
3. Maintain adequate physical facilities and equipment for optimal and effective use of these resources.
   
   
4. Maintain user-oriented services to assist and instruct users in the access to and the use of collections and materials.
   
   
5. Maintain close interaction to advise and assist the academic community and teaching faculty in informational, instructional, and research needs and techniques.
   
   
6. Establish resource sharing and cooperative access by interdependence with other college and university libraries.
   
   
7. Provide instructional and media support to students and faculty through materials, equipment, and staff to enhance instruction and learning.
   
   
8. Maintain professional and support staffs reflecting a multi-cultural, pluralistic society; support LR&T faculty and professional staff to develop as scholars and information managers.

Academic Advising Goal Statements

The Academic Advising Center has as its primary goal the overall coordination of University-wide programs of academic advising. Within that, the Center is responsible, directly or through representatives in Art and Music, for the advising of all students new to Eastern Michigan University; for the on-going advising of all students without declared majors; all pre-Nursing/Occupational Therapy students; all students on academic probation; all student re-enrolling or readmitted; and all students pursuing a second bachelor degree.

As overall advising coordinator, the Advising Center also provides training and acts as an information resource to faculty advisors in departments to which students are assigned as they declare their majors. This includes a special HOTLINE phone number and a "QUICK ADVISING QUESTIONS" program.

As a supplemental goal, the Academic Advising Center provides assistance to the Associate Vice-President for Academic Affairs in updating the University Catalogue, recommending language changes, and reviewing for accuracy as well as functionality.

Registrar Goal Statements

The publicly stated goals of this unit are:

1. To provide timely and courteous service to students, faculty, and staff.

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2. To provide efficient registration services for the University and its students.
   
   
3. To correctly record, evaluate, and maintain student academic records in an efficient and retrievable manner, and to maintain the privacy and integrity thereof.
   
   
4. To continually monitor operating systems and procedures, and adapt modern technologies as resources are made available.

Division of Marketing and Student Affairs

During the last decade the Division of University Marketing and Student Affairs has been guided by the following ten goals and six principles:

Goals

1. Position the University

   To develop, implement, and administer marketing initiatives which will position the University as the premier undergraduate institution in the State.

2. Mobilize Through Resource Sharing and Leadership

   To provide leadership, resources, and services to all areas of the University consonant with achieving Board of Regents and Presidential goals and priorities for the institution.

3. Stimulate Community Partnerships

   To stimulate the development and extension of partnerships within the University community by building a sense of community, pride, and commitment within the University. This is achieved by fostering mutuality and cooperation among, between, and within the various estates of the University: students, faculty, administration, and outside community groups.

4. Deliver Student Development and Support Services

   To enhance campus-wide awareness and sensitivity to the understanding that the test of effectiveness is the positive difference made in the life of an individual student while providing the following:

   • to give students a firm understanding of the University and aid in their successful functioning in the University environment;
   • assist in the self-development of students and promote their understanding of their own purposes for being in college;
   • help students develop a sense of individual responsibility and self-discipline;
   • aid students in appreciating and contributing to the cultural aims of the University;
   • assist students to understand the implication of living in a changing, dynamic society so that they may be able to shape their lives and futures to meet their goals;
   • prepare students for increased leadership roles and prepare them to become instrumental and contributing members of their communities.

      

5. Empower People

   To empower students, staff, and others to achieve their consensual

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   aims for their community. To develop unique systems, techniques, and activities to comprehensively activate widespread volunteerism, creative participation, group linking, mobilized energy, and community responsibility.

6. Actuate Strategic and Tactical Enrollment Marketing

   To develop and implement strategic and tactical plans which will maintain or improve the University's current enrollment market share and to attract new enrollment markets.

7. Execute Marketing Management

   To provide marketing management for developing strategic and tactical planning for University projects such as arts, entertainment, and special events.

8. Operate Auxiliary Enterprises

   To execute practices and priorities which assist achievement of recruitment and retention objectives; assuming a financially self-supporting basis while providing valued goods, experiences, and services to the campus community and its related community-at-large; and meeting specified fiscal objectives.

9. Creatively Utilize State-of-the-Art Systems and Technology

   To develop and creatively use state-of-the-art technology as a requisite tool to cost-effectively deliver services which meet high consumer satisfaction levels.

10. Promote Quality of Work Life and Performance Excellence

    To provide leadership, programs, activities, and initiatives which give support to employee development, staff renewal, recognition for excellence, work environment quality, and improved performance productivity.

Principles

1. Excellence

   Excellence is foremost. To achieve necessary satisfaction levels, the excellence of activities, practices, and services must be the number one priority.

2. Student, Consumer Focus

   Outcomes, priorities, resource use, and all evaluation of performance must continually recognize that meeting the needs and desires of students and consumers is the very reason for being.

3. Integrity

   The conduct of all leadership and membership of the division requires integrity and socially responsible behavior.

4. Partnerships

   The University and its contiguous environments are communities which maximize opportunities by teamwork, participation, and involvement; therefore this is a requisite management style for the division.

5. Creative Solutions

   Our belief in having a vision of a preferred future and collaboratively striving toward this positive potential for ourselves and our campus community are necessary conditions for stimulating creative solutions.

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6. Productivity and Quality of Work Life

   Concern for the support and development of employees must be a prominent leadership and membership priority to optimize the quality of work life and performance productivity.

Executive Division Goal Statements

The mission of the Executive Division of Eastern Michigan University is to coordinate the operational, entrepreneurial, public relations, and public service activities of the University.

The Executive Division has six goals:

1. To attract public and private funding to the University to support the mission of the institution.
   
   
2. To impact the public perception of the University through external communications and participation in University-related programs and activities.
   
   
3. To facilitate the use of various University services and systems.
   
   
4. To create new ventures and promulgate the entrepreneurial activities of the University.
   
   
5. To generate the public service activities of the University which impact the local, regional, and global communities.
   
   
6. To provide non-credit contract learning opportunities for business and industry, government agencies, associations, and educational institutions on a local, regional, national, and international basis.

Division of Business and Finance Goal Statements

Provide leadership and direction to the campus community and all related constituencies in matters regarding the University's fiduciary responsibilities, plant maintenance, campus beautification, new facility construction, campus safety, and risk management.

1. Perform the University's fiduciary responsibility through use of sound business practices, consistent application of accepted accounting principles, timely and accurate fiscal reporting, and professional assistance and communication to users of financial data.
   
   
2. Identify, control, and diffuse both on-going and deferred maintenance items of the University through proactive and reactive maintenance planning.
   
   
3. Identify and improve campus appearance through space/zone allocation among human and material resources.
   
   
4. Direct and control all new University facility construction projects through the consistent use of established purchasing policies, compliance with applicable building codes and ethics, coordination and communication with State officials, and the diligent inspection, evaluation, and reporting of on-going construction activity.
   
   
5. Instill crime prevention awareness throughout the campus community by means of education, officer training, visibility and diligence, and the fostering of cooperative University community relations.

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6. Identify and eliminate, accept, or transfer "risk of losses" through education, outside expertise, transfer, and loss prevention programs.

Evaluation of Goal Statements with Reference to the University Mission and Planning Assumptions

The University's mission statement and the associated planning assumptions have been arrived at through thorough examination of external conditions and internal resources, as well as institutional strengths and traditions. The goal statements of the constituent units of the University derive their character and emphasis from the University Mission Statement.

There is a necessary diversity in format and specific content among the goal statements of the constituent units. However, when examined for principal themes, a level of coherence emerges. It will be important for the University, as its current approach to strategic planning matures, that increased coherence in goal articulation is accomplished. Such improved goal coherence is among the aims of the strategic plan described in the final chapter of this report.