While the organizational structure of the University is apparent in the set of diagrams above, the role of certain key constituencies in the governance of the University requires some further explanation.
The Board of Regents
The Constitution of the State of Michigan, adopted in 1963, provides for autonomous governing boards for each of the State colleges and universities. Eastern Michigan University is governed by its Board of Regents who are appointed for six-year terms by the Governor with the advice of the State Senate. The membership and committee structure is described above. The by-laws and minutes of the Board of Regents are available in the primary data file for this report, held on Eastern's campus.
The role of the Board of Regents is to establish policy for the University and to ensure, on behalf of the State of Michigan, that the University operates in the interests of its citizens, that it conducts its affairs efficiently, and that its educational programs and related services meet the expectations the public has for value and quality.
The President's Cabinet
The President's Cabinet, Chaired by the President, is made up of the Provost and Vice-President for Academic Affairs, the Executive Vice-President, the Vice-President for Business and Finance, and the Vice-President for University Marketing and Student Affairs. The Executive Associate and Secretary to the Board also serves in the Cabinet.
The Cabinet is the senior-most administrative group at the University. As such, it advises the President on all major policy issues and acts in concert to establish resource allocation priorities. It is also the executive group with which the President develops long-term plans with the advice and staff work of the Office of Strategic Planning and Advancement.
Faculty Governance
Throughout the history of the University there has been a tradition of faculty participation in decision-making. Generally, in all decisions regarding the curriculum of the University, the faculty role is preeminent. There are also well-established means through which the faculty provide input on matters of personnel and finance that affect the academic mission of the University. The faculty also have a significant role in the selection of the President, the Provost, Deans, Academic Department Heads, and other key administrators in the Division of Academic Affairs.
While faculty ad hoc committees are formed, as necessary, to deal with special topics, faculty participation in governance is achieved principally through a system of standing committees and councils. The faculty are represented on the Faculty Affairs Committee of the Board of Regents.
The Faculty Council, established by contract with the Eastern Michigan University chapter of AAUP, is the group through which the faculty provides input at the level of the Provost. The various academic department and College councils are also provided for in the EMU-AAUP contract and ensure faculty input to department heads and Deans in the areas of instruction, personnel, and finance. In addition, the Graduate Council provides policy guidance to the Dean of the Graduate School and the Provost on all matters pertaining to graduate education. There is also preeminent faculty influence in the areas of basic undergraduate curricula and student outcome assessment via faculty committees on both of those subjects.
Further detail on these mechanisms of faculty governance can be found in the appendices of this report, particularly in Article XIII of the Agreement Between Eastern Michigan University and the EMU Chapter of AAUP and in the By-Laws of the Faculty and Graduate Councils. In addition, in the primary data file for this report the departmental and College-level governance documents are available for visiting team inspection.
Student Government
The Eastern Michigan University Student Government Constitution and By-Laws are included in the appendices of this report. Students are represented on the Student Affairs Committee of the Board of Regents and are typically included on all major University ad hoc committees. The Colleges and departments also have a variety of student advisory bodies that represent student perspectives in the process of decision-making at those levels.
Other Constituent Groups
Because participative governance is a well-established tradition at Eastern there are a variety of other constituent groups that contribute to the dialogue on matters of interest to the University. For example, the heads of major administrative units meet regularly with administrators to whom they report. The Provost meets regularly with all academic department heads and other administrators of the Academic Division. The University's academic department heads meet as the Council of Academic Department Heads-EMU
(CAHD-EMU) and offer counsel to the senior leadership of the University. There is a constant and energetic exchange of ideas on all of the issues that face the University.
Because there are certain processes that are key to the conduct of the University's affairs it would be instructive to review them here. These processes chosen for review represent those that most clearly and continually shape the developing character of the University.
Strategic Planning
During the Fall term of 1989 an extensive information assembly process began. Assessment was conducted of both the external forces affecting the University as well as its internal operations. The results of those assessments, in the form of a "Planning Notebook" and the draft of this NCA report, were shared with senior leadership of the University. Extensive input was sought from throughout the campus in the form of formal self-studies as well as through small focus group meetings and campus-wide forums led by the President.
During the winter, spring, and summer months of 1990, the results of the extensive information gathering and input were studied by the President, the Office of Strategic Planning, and the senior leadership of the University. The outcome of this process has been the strategic plan described in Chapter XII of this report.
Strategic planning is an on-going process subject to constant adjustment and re-evaluation. Such an on-going process is now an institutionalized part of Eastern Michigan University. The process will be advanced through the efforts of the whole University community with coordination provided through the Office of Strategic Planning and leadership provided directly by the President and the other senior leadership of the University.
General Fund Resource Allocation
General fund financial resources have, in recent years, been allocated among the units of the University through a process of discussion and prioritizing that begins at the operational unit level and proceeds through the level of the President and Vice-Presidents. Broadly speaking, general fund allocation has been done using a base-plus method. The previous year's financial base has been enhanced according to new requirements. There has been some modest internal reallocation, principally in faculty salary budgets. As enrollment shifts have dictated, approximately 2-3% of the faculty salary budget has been reallocated in a typical year.
The nature of general fund allocation increases has been of three types. First, an increase may have been derived from an "above base budget request" peculiar to the operation of a particular unit. Second, an increase may have resulted as a consequence of an across-the-board base roll-up for operating expenses. These first two types of general fund allocation increases would have been derived from the combination of increased tuition revenue and general State appropriation increases. Third, an increased budget allocation to a particular unit may have come as a result of a "program revision request" to the State of Michigan in which earmarked funds are sought for a particular new development within a specific unit of the University.
During the first year of the current administration the past pattern for resource allocation within the University's general fund has been continued with little modification. There will be adjustments in this allocation process in the future. The nature of those adjustments is discussed briefly in the evaluative section at the end of this chapter.
Budget Management
The management of the University's Budget is achieved under the cooperative guidance of the Executive Director of University Planning, Budgeting and Analysis; the Vice-President for Business and Finance; and the University Controller.
Personnel services require approximately 75% of the University's budget in a typical year. Funds for this purpose are highly controlled, with a close tracking, in particular, of the use of faculty resources. Salary recoupment is channeled for use in addressing the University's continuing needs for maintenance and equipment acquisition.
Operations require approximately 12-13% of the University's budget in a typical year. Funds for this purpose are assigned to departments for their control with the benefit of carryovers in the case of surpluses and the obligation of repayment from subsequent year's allocation in the case of deficits.
University general obligations (utilities, insurance, debt service, etc.) require approximately 12-13 % of the University's budget in a typical year. Funds for these purposes are managed centrally in a highly controlled manner.
Further detail on the University's budget management practices is available by examining the most recent audit and associated notes in the appendices of this report and by consulting the primary data file held on campus. Chapter VIII of this report contains further detail on the financial circumstances of the University.
Academic Program Approval and Review
In Chapter I of this report a brief overview was given of academic program review. Because program review has grown to be an important process through which the University monitors the value, quality, and efficiency of its academic programs a more detailed description is offered here.
Program Approval
Review and approval of new academic programs and adjustments in existing programs are accomplished through a process summarized in the chart below.
Adjustments to current courses and programs must proceed only through the first four steps of the process. New programs or major alterations of existing programs must proceed through all ten steps of the process.
Steps for Approval of Academic Program
Adjustments and Additions
1
Department and intra-department reviews involving recommendations
from appropriate faculty Instructional Committee(s), approval from
appropriate department head(s), and consultation with Learning
Resources and Technology
2
College and intra-College review including recommendations from
appropriate faculty instructional council(s) and approval from
appropriate Dean(s)
3
In the case of graduate programs, Graduate Council review and
approval
4
Associate Vice-President for Academic Affairs review and approval
5
Provost and Vice-President for Academic Affairs review and
approval
6
Presidential review and approval
7
Educational Policies Committee of the Board of Regents review and
recommendation
8
Board of Regents approval to forward to the State Council of Academic
Vice-Presidents for review
9
State Council of Academic Vice-Presidents review and endorsement
10
Board of Regents approval
Provisions are made throughout the process for student participation in departmental and College instructional councils. When appropriate, advice is sought from professional associations, potential employers, student clientele, alumni, and the community. All changes in the University's Undergraduate Basic Studies Curriculum must be approved also by the University Basic Studies Committee.
Program Review
Academic program review is a process that has become an important function on most university campuses during the past few years. The purposes of such reviews have been many. Eastern's process is designed to fulfill each of the purposes outlined by Clifford F. Conrad and Richard F. Wilson in Academic Program Reviews: Institutional Approaches, Expectations, and Controversies, Association for the Study of Higher Education, 1985. Those purposes are:
Conrad and Wilson have identified four major evaluation models for program review. These models are:
The Eastern Michigan University program review process is a combination of the Goal-based Model and the Decision-Making Model. In addition, input from outside evaluators (the Connoisseurship Model) is sought in some instances.
Program review at Eastern Michigan University is viewed as a ten-year cycle, with review activity occurring in each academic department during each year of the cycle. The cycle is tied to the accreditation of the University by the North Central Association. The system in outline form is as follows:
|
Years 1-4 |
ANNUAL REPORT |
|
Year 5 |
COMPREHENSIVE REPORT |
|
Years 5-9 |
ANNUAL REPORT |
|
Year 10 |
DEPARTMENTAL REPORT |
REPORTS
Annual Report
Each department will submit a brief narrative report covering the following topics:
The comprehensive five-year report will be based upon the departments' analysis of the data shown in the annual reports. The outline for these reports follows. In addition, each Dean may ask each department to address one or more special issues.
Assessment of Attainment of Goals During Five-Year PeriodImpact of Goals on Department Enrollments/Image, etc.
Explanation of how department responded to issues/concerns identified in annual report, NCA report, or special issues identified by Dean.
Assessment. Definition of department plans to assess student achievement on department major(s) and results of assessment.Follow-up of graduates. Results of follow-up study of graduates and how their occupations relate to their degree program.
Advisory Committees. Description of department use of advisory committees.
Special Accreditation Agencies. If the program has special accreditation (i.e., American Assembly of Collegiate Schools of Business, National Council for Accreditation of Teacher Education, etc.), how recommendations for the special accreditation agency have been utilized to revise the program.
Use of Outside Evaluator. If an outside evaluator (not an employee of Eastern) is engaged, description of the recommendation of this evaluation. If an outside evaluator is not used, why not?
The North Central Association Self-Study in based on the "Guidelines for Academic Department Review" (included in the appendices of this report) and requires each department to present a comprehensive profile of the department and to conduct an evaluation of its strengths and weaknesses as they relate to departmental goals.
The Associate Vice-President for Academic Affairs (beginning 1990/91) will issue an annual report on academic programming at Eastern Michigan University. The report will delineate the Associate Vice-President's observations concerning the health of the academic programs at the University and will consider the issues of value, quality, and effective use of resources and will be addressed to the academic Deans, the Provost, and the President.
The academic program review system continues to develop. Assessment of this system and certain plans for future enhancement of it are included in the overview evaluation section later in this chapter.
Faculty Appointment, Re-appointment, Tenure, and Promotion
Policies governing faculty appointment, re-appointment, tenure, and promotion are stipulated in Articles XIV through XVI of the Agreement Between Eastern Michigan University and the EMU Chapter of the AAUP, included in the appendices to this report. Those policies are complemented by and further elaborated in the individual Departmental Evaluation Documents, held in the primary data file for this report and available for examination by the on-site evaluation team.
Human Resource Management
Beginning in July of 1990 management of all personnel matters pertaining to faculty and academic administrators was assigned to an Assistant Vice-President for Academic Affairs who reports directly to the Provost and Vice-President for Academic Affairs. The central department of Human Resources is responsible for management of all non-faculty personnel matters. This change has enabled the Division of Academic Affairs to function more efficiently. Such an organizational structure also recognizes the distinctive requirements of managing faculty and other academic professionals as compared to the non-academic personnel of the University.
Information Systems Management
In August of 1990 Academic Computing User Services moved organizationally from the Executive Division to the Division of Academic Affairs, reporting to the Office of the Provost. Upon the resignation of the Executive Director of Computing, the University began examining several alternative approaches to managing its information systems. At this writing there remain organizational issues that have not been resolved. Many alternative perspectives have been given serious study and may help to define the future of information systems at the University. Prominent among the important view points currently informing deliberations is the report from the Educational Technology Task
Force, contained among the appendices to this report. Further detail will be available to the NCA evaluation team during the on-site visit.
Currently, University computing resources consist of Academic Computing Services, which supports Digital Equipment Corporation's (DEC) ULTRIX system using a combination of VAX computers, and Administrative Information Services, which supports an IBM 3090-150J. Gradually a Banyan network has been expanded to various units of the campus.
The University is engaged in the implementation of the Integrated Student Information System (ISIS) that will support student recruitment, admissions, registration, financial aid, housing, accounts receivable, academic history, and degree audit functions. In addition, course catalogue and schedule as well as faculty and facilities data will be maintained on the system.
The University Library has implemented the NOTIS system of on-line catalogue access and materials charging, tracking, and ordering. The NOTIS system is resident on University Computing's IBM 3090.
There is one large VAX computer laboratory for use by faculty, staff, and students and an array of microcomputer laboratories within the Library and the various College and department facilities.
Of course, the revolution in personal computing has affected Eastern as it has all institutions. Consequently there is a tremendous variety of equipment and software used by the various departments of the University.
More detail regarding the University's information management systems is available in the primary data file for this report. That detail is included in the self-studies prepared by University Computing, Learning Resources and Technology, and many of the individual academic departments that depend heavily on computing technology.
Overview Evaluation and Future Plans
Following is an assessment of the University's structure, governance, and key processes described above. Having operated for over 141 years, Eastern has well-established systems for managing its affairs. Still, there are always aspects of such systems that can be improved.
Structure
The University's organizational structure and the structure of its major units is the result of several recent adjustments. Those adjustments were undertaken at the initiative of the President and with the advice of the senior leadership of the University as well as the counsel of outside consultants.
Several significant changes were made to improve the effectiveness of the University's structure. Planning, Budgeting, and Analysis was moved from the Executive Vice-President's to the President's reporting line. Academic Computing was shifted from central University Computing to the Provost's office. Certain outreach and service programs were consolidated as the Institute for Corporate Learning and placed in the Executive Division.
These and other adjustments have improved the utility of the University's structure. With such improvements Eastern is now structurally prepared to meet developing challenges.
Governance
The University's system of governance has developed over a long period of time and is responsive to its various constituencies. As a consequence of this self-study and through the on-going dialogue on such subjects it has been noted that faculty are not consistently satisfied that their voice is heard clearly on all important matters.
Several recent actions have been taken to address such concerns. The current President has engaged himself more directly than might have been the practice in the past with the Faculty Council and other faculty bodies. For example, three campus-wide forums were held, with the President as group facilitator, to exchange views on the evolution of the University's strategic plan. This was an extension of several working sessions previously held by the staff of the Strategic Planning Office. The Provost has redoubled efforts to engage faculty in campus-wide dialogue through monthly meetings referred to as "Focus On" meetings in which any subject will be treated with the Provost chairing the sessions and answering questions. In the Fall of 1990 publication was undertaken of a newsletter devoted exclusively to developments in the Division of Academic Affairs.
These recent efforts and the continued functioning of a very well-established committee structure will further strengthen the governance of the University. Eastern is a complex and mature University that experiences all of the lively debate and occasional controversy of all such institutions.
Key Processes
The University continually strives to improve the processes through which it manages its affairs. Notable recent examples have included the new "cardless" registration system in which the course registration process was streamlined and improvements were made that allow better design of the course offerings mix. The Integrated Student Information System (ISIS) represents the next generation of such improvements.
There still remains work to be done in the improvement of certain of the University's processes. Strategic planning will include, in the future, a strong outcome assessment component. The President has appointed a University-wide steering committee consisting of six faculty and two administrators to direct the work of a large task force that will design methods through which the University will integrate outcome assessment fully into its planning and management. The plan for initiating outcome assessment at Eastern is included in Chapter IX of this report. Development of such an outcome assessment system will also have implications for the conduct of academic program development and review.
While the information system of the University has continued to grow in scale and sophistication there is still much to be accomplished. There is a clear need for the University to examine its information systems in a comprehensive manner rather than in reference to isolated units. Organizational realignments described above are the first step in developing such a comprehensive approach to information management at Eastern. New pressures will derive from new developments. There will be intensified demands on computer resources as the result of new undergraduate basic studies requirements. There continues a disparate evolution of personal computer use on campus. There is a growing need for completion of a viable computer network for the campus. Payroll, student accounting, and financial recordkeeping can all benefit from thorough reviews of their operations in light of available new technology. And, of course, completing the installation of the Integrated Student Information System (ISIS) must continue to receive high priority. Responding to these demands will be challenging.
The University has managed its resource allocation and budget management procedures quite firmly during difficult times. Sound approaches have evolved. There is, however, an intention to adjust the resource allocation process to facilitate a greater degree of internal reallocation. This is likely to take the form of a budget planning process in which assumptions about the appropriate size of each operating unit's budget base will be re-evaluated in each planning cycle. While "zero-based" budgeting does not appear feasible, "modifiable-base" budgeting will be part of Eastern's future.
Generally speaking, the key processes through which the University manages its affairs are based on sound practice and have matured over many years. As all healthy organizations, however, Eastern must be prepared to adjust its procedures to accommodate new realities and to exploit new technologies.