The University's Contemporary Role in Southeastern Michigan
During recent years Eastern Michigan University's role in the region it serves has changed from that of a teacher preparation institution to a comprehensive State university. Certainly, Eastern continues to be very prominent in the field of education, supplying a large number of educational professionals both to Michigan and other regions of the country. But, the development of the College of Technology, the growth in prominence of the College of Business, and the expanded corporate services and contract learning activities of the University have strengthened Eastern's relationship with business and industry.
Also of importance to the University has been its dynamic relationship with the City of Ypsilanti, Ypsilanti Township, and the surrounding community. Both the Corporate Education Center and the new College of Business Building are situated off the main campus and at sites that project a strong University presence within the community.
This chapter describes and evaluates those aspects of University operations through which Eastern seeks to establish and maintain its relationships with important external constituencies. Those relationships are sustained through communicating effectively and providing important services. But, in a larger sense, such relationships are sustained through the University's responsive participation in the life of the community and region of which it is a part.
Institute for Corporate Learning
The region of Southeastern Michigan is a highly-industrialized commercial and business center. As the State of Michigan has undergone major economic change during the 1980s, Eastern has been an important participant in responding to developing conditions. Two important innovations have been the creation of the Corporate Services Institute and the construction (with specially-designated State funds and private support) of the Corporate Education Center.
The Institute for Corporate Learning has evolved out of several disparate initiatives that have been recently coordinated: Corporate Services, the Center for Organizational Risk Reduction (CORR), the Center for Entrepreneurship, and the Institute for Community
and Regional Development (ICARD). Both Corporate Services Center and CORR had been providing very similar services through contract learning arrangements with business and industrial clients. Consequently, these two units are in the process of being merged fully.
Corporate Services and CORR have service contracts in progress for statistical process control training to be delivered to manufacturing employees of organizations such as Ford Motor Company and many of their major suppliers, and for hazardous materials handling training to be delivered to General Motors Technical Center employees and other similar industrial clients. Employee literacy programs are also being delivered through contracts with the United Auto Workers, Ford and Chrysler Divisions.
The Center for Entrepreneurship was established in 1986 to provide training and to build a network of peer support for entrepreneurs and heads of high-growth companies. Its services are based on a foundation of applied research designed to increase knowledge of entrepreneurship and growth management. In an institutional context, the Center for Entrepreneurship also provides a direct linkage between the University and emerging entrepreneurs of industry within the State and the nation. Its outreach programs assist the chief executives and officers of the fastest-growing firms in Michigan and foster interaction with mentors drawn from around the country.
The Center for Entrepreneurship furthers social and economic development and explores new partnerships with the corporate community while developing leadership for the future. In particular, the Center for Entrepreneurship is committed to increasing the number and success rate of Michigan entrepreneurs and of entrepreneurially-managed firms. The desired results are the stimulation of job creation and an increase in job stability in Michigan's economy.
The philosophy of the Center for Entrepreneurship holds that talented entrepreneurs can become more successful if they are equipped with the training and skills required to cope with rapid growth. The Center's programs allow entrepreneurs to share tools for success and to build new strategies for growing their own companies. To do this, the Center focuses on the vital transition from start-up to sustained long-term growth and stability of the firm. Its training and mentor programs are designed by entrepreneurs and heads of high-growth firms and are targeted specifically to their peers.
The Institute for Community and Regional Development (ICARD) is a public service unit of Eastern Michigan University. Its purpose is to make the expertise and capabilities of the University available to governments, community agencies, and businesses. It is part of an
overall effort by Eastern to establish a closer working relationship with the communities it serves and to aid them in meeting their needs and in solving their problems.
The primary emphases of ICARD activities are local government services, economic development, economic analysis, and environmental concerns. In the Ypsilanti area and throughout Michigan, ICARD's applied research and service projects address these areas of societal need. ICARD has provided assistance to small businesses in areas such as computer training, advertising, and downtown re-development. ICARD has done many research projects to provide information to cities and townships on issues such as transportation needs, solid waste policies, contaminated groundwater, and shoreline recession. This information allows these governments to become more responsive to the needs of their communities. ICARD's economic analysis project, including its regular newsletter, forum, and regional forecasts, provide guidance to policy-makers in business and government.
To further the University's commitment to non-credit corporate training and contract learning it has, in recent years, cooperated with State and private entities to develop the Corporate Education Center (CEC). Located on 144 acres overlooking Ford Lake in Ypsilanti Township, the facilities of the Huron Center Project include the University-owned Corporate Education Center and Huron Golf Club, and the Radisson Resort Hotel, privately owned by the Huron Shores Limited Partnership.
The University and the Huron Shores Limited Partnership have entered into an agreement to jointly operate the facilities in a complementary and supportive manner, while maintaining the University's public image. Financing of this facility was accomplished through creative cooperation among private industry, the State of Michigan, and the University. Details of the start-up and operational financing of the Center are available in the primary data file for this report.
No other complex in the region offers such advanced conference and meeting facilities and the amenities of a luxury hotel all located on a lakefront setting, surrounded by a championship golf course, and within fifteen minutes of a major metropolitan airport, directly accessible from an interstate highway connection.
The heart of the CEC is the U.N.-style auditorium with comfortable semi-circular seating. The room can accommodate 155 guests seated around the continuous writing surfaces and up to 230 people with peripheral seating. Audio-visual capabilities in this auditorium include: rear screen projection on a 8' X 16' screen; fiber-optic
teleconferencing; simultaneous language translation (up to 3 languages); closed circuit television with satellite downlink; computer hook-up for 20 terminals; and push button control of lighting and audio-visual equipment from the lectern.
The second auditorium adds flexibility to the "general session" rooms. The non-tiered, open room may be arranged in a variety of seating configurations. This room contains: rear screen projection on a 5' X 10' screen; closed circuit television with satellite downlink; and fiber-optic teleconferencing.
Seven conference rooms and five seminar rooms add four different size areas which will support large group "break-out" sessions as well as the needs of smaller individual groups. Each room has fixed walls which alleviates the sound problem often associated with portable air walls dividing large rooms into smaller sections. Large windows with black-out blinds; executive, ergonomic arm chairs; and in-room telephones are well-received features of each of the conference and seminar rooms. These rooms are completely open and may be arranged in the configuration preferred by the group. Omniboards, featuring a large marker board, flip chart, corkboard, and screen are found in each room, as are larger, ceiling-mounted projection screens.
To complete the 27,000 square feet of space in the CEC are an executive boardroom and a well-equipped computer laboratory. The boardroom's large marble conference table and high-back executive chairs complement the paneled walls and hand-crafted wood trim. The inclusion of rear-screen projection, and a full complement of audio-visual capabilities and upgraded furniture, creates a boardroom satisfying to discriminating clientele. The 15-station networked computer lab houses AST terminals, which are IBM-compatible, and EGA (enhanced video display) color monitors. Clients wishing to use the lab for instructional purposes install their software in the in-house file server for the duration of their conference. The lab is linked to the hotel sleeping rooms allowing guests to access the information from the lab in order to complete any "homework" in their guest room.
The large open areas found throughout the conference center allow flexibility for group registration, coffee breaks, and displays and at the same time allow for large numbers of people to flow through the building comfortably. The outdoor courtyard, used for informal gatherings, adds to the open-air atmosphere of the resort setting.
The CEC is staffed in a manner that allows the University to serve corporate clientele appropriately. The Director of the Corporate Education Center is chiefly responsible for supervising the development, marketing, financial management, and operational aspects of the
facility. In addition, this individual serves as liaison with the Institute for Corporate Learning and other units of the University. Fund-raising activities are also coordinated by the Director.
The Facility Sales/Systems Manager is responsible for direction and management of the computerized systems (DELPHI) used to control function space and budget and accounting systems between the Corporate Education Center, hotel, and Huron Golf Club. This person supervises the computer lab and AV systems in the center, as well as recommends appropriate systems upgrades.
The Supervisor of Corporate Education Center Operations is responsible for day-to-day operations, client services, scheduling, coordinating with hotel for use of space, purchasing, and monitoring Corporate Education Center accounts. This person compiles the daily revenue reports and projections. The Senior Secretary provides complex secretarial assistance to Corporate Education Center clients and administrative staff.
The CEC has entered into a contract with General Motors Education and Training in which GM contracts 44% of the CEC space every month through 1990. There is an option in the contract to continue through 1993. Also, the center has a solid base of clients who have booked large conferences over the next few years: Masco Corporation, IBM, UAW/Chrysler, Ford Motor Company, Procter and Gamble Corporation, and Hiram Walker are examples.
The Huron Golf Club is a recreational and educational facility constructed and operated by Eastern Michigan University. This state-of-the-art complex includes an 18-hole championship golf course, a spacious clubhouse with meeting and seminar rooms, a complete food service operation, and contemporary locker facilities. The Golf Club is an integral component of the development that includes a privately-owned Radisson Hotel and the Corporate Education Center.
The 18-hole championship golf course was designed by Karl Litten, a renowned golf course architect from Boca Raton, Florida. Financed through cooperation among Ypsilanti Township, the Natural Resources Trust Fund, private gifts, and the University, Huron Golf Club is owned and operated by Eastern. This facility is self-supporting from user fee revenues. No general fund monies will be allocated for operation or maintenance. Details of construction and operational funding are available in the primary data file for this report.
The Huron Golf Club, opened in March of 1989, cooperates closely with the other two components of the Huron Center that includes Corporate Education Center and a 232-room Radisson Resort Hotel. The Huron Center was designed to augment and advance the University's commitment to economic development, especially in the
Ypsilanti area, develop a contract learning environment, and provide an alternative and enticing recreation facility for Eastern Michigan University students, faculty, staff and the visitors to the Ypsilanti and Southeast Michigan area.
The Director of Golf Course Operations is responsible to Eastern Michigan University for ensuring that overall objectives, policies, programs, and fiscal practices of the facility are implemented, administered, and maintained. The Golf Course Superintendent is entrusted with the maintenance, turf management, equipment operation and repair, and certain construction and landscape projects of the facility. The Golf Shop Manager/Pro receives general guidance from the Director of Golf Operations and this individual is responsible for the daily operation of the golf course and its activities including promotion of the golf course, conducting lessons, maintaining golf leagues, tournaments and corporate outings, and developing an atmosphere of hospitality and goodwill.
Huron Golf Club serves to enhance the character of the Corporate Education Center. It is also a valuable recreational facility for the students, faculty, staff, and alumni of the University.
The principal role of the Office of Alumni Relations is to cultivate and preserve a relationship between the University and its over 70,000 alumni and friends. More specifically, Alumni Relations intends to bring at least 10,000 of those individuals to an eager involvement with the University.
The Alumni Association Board serves as the volunteer support mechanism for all alumni activities. In the past, the Board has had a relatively limited role in the University. Today, the Board is actively involved with the University and supports projects such as the alumni awards dinner dance, fund-raising events, social outings, continuing services, scholarship awards and local chapter and national dues programs. A copy of the recently amended by-laws of the Board is included in the primary data file for this report.
The activities and programs of Alumni Relations are designed to create a life-long relationship between the graduate and Eastern Michigan University. This role is accomplished through such events as:
- Seven regional alumni chapters have been established, and one constituent chapter.
- Four additional regional chapters and four constituent chapters are in various stages of organization.
An Alumni Association membership program was established in 1988 and currently has 1,500 members. The current goal is to have 2,500 dues-paying members. Eventually, the dues program will fund the Association's programming.
The Alumni Outreach program includes events in Washington, Los Angeles, Colorado, Dallas, Florida's east and west coasts, Chicago, and the Ohio area in addition to a concentrated series of events in Michigan where two-thirds of our alumni and friends reside. These programs bring together alumni in an environment conducive to establishing new friends, renewing old acquaintances, and reinforcing their relationship with the University.
Alumni activities are conducted jointly with numerous departments of the University. In recent years Homecoming has brought together more than 4,000 alumni and friends yearly to participate in activities jointly sponsored by the Parents' Club, Athletics, and various Colleges. In addition, programming is planned in conjunction with the Communication and Theatre Arts Department and Continuing Education.
Eastern Today continues as a major magazine to our alumni and friends, with production four times yearly. A monthly newsletter, the Alumni Action Newsletter, has also aided in on-going cultivation.
Recently, Alumni Relations has contracted with John Grenzebach to purchase "Prospect Profiles." This program will allow the University to gain additional knowledge on the background of alumni. It is the University's goal that the membership in the President's Council ($10,000 pledge) will increase five times as a result of the Prospect Profile.
In 1988 the computerized records of both Alumni Relations and Development were converted to the University's mainframe. Now, a much more sophisticated system with great potential is in place. With certain enhancements, the Eastern record system can equal any major university's record system.
The athletic program at Eastern has a direct effect on cultivation and fund-raising. Recent successes (see Chapter V) have assisted Alumni Relations in very important ways.
A significant factor influencing future success is the Corporate Education Center (CEC) and its associated Huron Golf Club. The CEC is gaining visibility in the corporate world as a quality facility, with quality programs. The image created by the CEC directly reflects on the University and has a very positive effect on attitudes of alumni and friends.
Generally speaking, Eastern's Alumni Relations programs are expanding both in size and sophistication. The University's maturing identity as a major regional State university has begun to affect the relationship with alumni and friends in a very positive manner.
As State funding becomes a smaller percentage of Eastern's income, tuition must not be depended upon solely for the difference. Consequently, private support for the University needs to increase.
The Development Office assumes the role of direct fund-raising. Fund-raising programs such as phonathons, direct solicitation, planned gifts, and corporate and foundation giving are the responsibilities of this unit.
One of the operational goals of the University is that it "must seek to increase external support for the institution from groups such as private donors, the State and federal government, and private foundations." In support of this goal, Development is expected to raise 3.5 million dollars yearly through the cultivation of 40,000 selected alumni and friends of the University, and to realize contributions from 20,400 such individuals and organizations.
In 1981, the major portion of the development effort was direct mail, and the total dollars raised were $677,987 from 7,959 contributors. The following information outlines the growth in private funding since 1981:
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The steady increase in dollars is the result of a number of factors.
In 1981 the phonathon produced $73,484. In 1988, $727,095 was pledged through a more sophisticated telemarketing campaign. The growth in this area has been dramatic. In 1985, $125,068 was raised. As programs and systems were improved, the income climbed to $328,188 in 1986, $420,898 in 1987, and $727,095 in 1988. The phonathon program has produced a broader base for future funding possibilities.
The significant increases in gifts in 1983, 1984, and 1985 reflect the University's first capital campaign. During those years $1.3 million was raised for the renovation of Quirk Theatre and the construction of the new Sponberg Theatre.
An active planned gifts program has influenced significantly gifts received from estates. In 1981, a planned giving program had just been discussed. Today, the University actively cultivates planned giving among alumni with approximately 44,000 mailings annually. Follow-up action has resulted in contact with nearly 600 active prospects. Presently, Eastern Michigan has an expectancy from planned gifts of $4,067,189.
Historically, major donations reflect the largest source of private giving. In 1984 the University Circle program was reorganized. A series of recognition clubs were established. These clubs allow not only recognition, but opportunities for gift upgrading. The gift levels are:
Regents' Council
$50,000 gift/pledge paid over 10 years
President's Council
$10,000 gift/pledge paid over 10 years
Tower Club
$500 annual gift
Founders' Club
$250 annual gift
Hundred Club
$100 annual gift
The initial year saw 1,477 alumni and friends as members of the University Circle. In 1988 there were 3,343 members. This represents a significant increase and reflects the effectiveness of recent development efforts.
Recently, two University projects funded entirely by gifts drew large numbers of relatively small donors, indicating an interest in the University, and a willingness to assist in private support. The campaign in 1987 to secure $71,000 of private support for the Martin Luther King Gardens was successfully completed in 1988. Also in 1987, a fund to restore a one-room schoolhouse on campus was initiated. The goal was $181,000. By Fall of 1989, the committee had raised $156,000 with $15,000 pledged, for a total of $171,000.
The Corporate Education Center provided a funding opportunity that was extremely successful for the University. Gifts for construction totaled $682,975; gifts for equipment totaled $226,578. These dollars account for the significant increase in gift income in 1988-89.
The recent faculty/staff campaign represents another important and effective initiative. In 1987, the first campus-wide fund-raising campaign was instituted. The fifteen-month campaign raised $150,000. In 1988, the second campaign raised $102,000&emdash;exceeding the goal by $2,000. An on-going goal of $150,000 yearly is currently in effect.
In general it is expected that Development will secure $3.5 million each year. In recent years that goal has been achieved. As new initiatives are brought forth and new opportunities present themselves, goals will be adjusted accordingly.
The Public Information Office, the University Publications Office, the Switchboard, and radio station WEMU-FM all report to the Director of University Communications and are collectively known as the Communications Area. All are considered to be public relations units of the University. The Assistant Executive Vice-President serves as the chief spokesperson for the University and as such works very closely with the President and Cabinet as well as other administrative officers as the need arises. Staff in the Public Information Office work with all offices and departments on campus to promote and publicize the activities, programs, and people at Eastern Michigan University.
The Public Information staff also works closely with the public media in the local area, in the metropolitan Detroit area, and, as the need arises, throughout the State and nation. The Director serves as a member of the State-wide Public Information Officers subcommittee of the Presidents Council of State Universities.
Public Information
The Public Information staff is responsible for publicizing and promoting the mission, goals, objectives, programs, activities, and people of the University. Its fundamental mission is to enhance the image of Eastern Michigan University, both internally and externally, through the placement of targeted information in newspapers, periodicals, and on radio and television programs.
The Public Information staff also is responsible for all relations with the external media. The director serves as the chief spokesperson for the University, and staff are expected to respond to inquiries from the media for information, story ideas, and so forth. Staff are expected to have a proactive relationship with media representatives in order to enhance the use of University experts in the media on topics of current interest.
The Public Information Office uses a variety of methods to promote an internal understanding of the mission, goals, and objectives of the University among faculty and staff. These include a weekly tabloid titled Focus EMU and an audio message accessed by telephone called Newsline. Public Information staff members also meet with departments and consult with individual faculty and staff regarding public relations issues. Public Information is also responsible for the maintenance and distribution of the monthly master calendar and the annual campus telephone directory as well as other information pieces such as the campus map and EMU digest, a pocket information guide to the University.
Publications
University policy requires that all publications of the University are to be produced through the University Publications Office. As a result, the University Publications staff work with every department on campus in the production of printed materials. Departments are charged for labor and materials used in the production of their publications, excluding editorial services.
University Publications is a service department of the University. Services include the writing, editing, and proofreading of copy for publication, design and keylining, typesetting, copying, printing, and binding. Specialized services include desktop publishing, computerized calligraphy, and facsimile service.
University Publications operates a full-service print shop proficient in providing high-volume copying and one- and two-color offset printing. Four-color printing and higher-volume projects are bid to commercial printers in the area on the basis of their particular capabilities.
The department also is responsible for handling the acquisition of copy equipment for the University through the competitive bid process.
WEMU-FM
WEMU- FM is a National Public Radio affiliated station that provides news and music programming for Southeastern Michigan. In doing so, it provides a public service from the University which emphasizes the local community (Washtenaw County) in its news service, and jazz in its stereo music service.
The station has attempted to emphasize the sense of community in its activities, as well as in its program emphasis. These activities included news forums and debates among political candidates and concert presentations in conjunction with community organizations. These presentations have attracted thousands of people to Ypsilanti, many of whom had never visited this portion of the county. These efforts have been profitable in many ways for the business community, the University, and citizenry of the City.
The combination of the on-air program service and the community-sponsored activities have extended the resources of the University in a dramatic and unique way into the immediate Ypsilanti community and the larger region of Southeastern Michigan included in the station's coverage area. Construction of a new broadcast tower and adjustment in the FCC-approved signal pattern will extend WEMU coverage further into Ohio and more broadly access Southeastern Michigan.
Overview Evaluation and Future Plans
For Eastern Michigan University the 1980s have been highly eventful in the public/alumni relations and development arenas. The University is recognized as an important contributor to the economic development of the State of Michigan. It enjoys unusually cooperative and cordial relationships with the community of which it is a part. It has cooperated in highly creative and cost-effective projects that have benefited the community and the University simultaneously. Its relationships with alumni have been cultivated at an increasing level of sophistication and thoroughness and its success in development is reflected in substantial increases in the numbers of donors and the amount of money brought to the University.
Naturally, much remains to be done. Continued consolidation of elements within the Institute for Corporate Learning will improve efficiency and strengthen still further the service rendered by the University to the corporate community and the consequent influence the University has with this important private sector within Southeastern Michigan. The Corporate Education Center will continue to serve a variety of clientele, thereby sustaining itself financially and advancing the reputation and image of the University.
The Alumni Relations and Development operations had been, for some time, operating as one unit. While they will continue to cooperate very closely, they will be subdivided into separate units once again to keep clear their related yet distinct roles in advancing the University's future. In addition, a newly-authorized University Foundation will begin its organizational stage and complement the operation of the successful development initiatives already undertaken.
University Communications will continue to stress the sense of community and cooperation among the University and its many constituencies. This process will be advanced by the completion of a new broadcast tower for WEMU-FM, improving its signal in the current service area and reaching more completely the whole population of Southeastern Michigan.
Many of the academic challenges facing the University will require enhanced funding and continued success in cultivating strong relationships with alumni and friends of the University as well as with governmental, corporate, and community decision-makers. Eastern Michigan University is in a very good position to attract such funding, cultivate such relationships, and consequently to help meet those challenges.