Strategic Planning 2020

Approved by the EMU Foundation Board of Trustees in February of 2018, the current three year plan was substantially completed nearly six months early. Board Chair, Molly Luempert-Coy, called for planning to begin on a new three year plan during the June 2020 meeting of the FBOT.

The new plan, nextgen, will provide a “true north” for the EMUF Board of Trustees and for the staff of the Advancement Division by establishing strategic goals with accompanying objectives and tasks. A number of Strategic Planning work groups have been hard at work developing their plan for accomplishing this new plan. Below is an overview of our vision, strategic goals, and timeline.


Transforming lives by inspiring philanthropic support for Eastern Michigan University.

Diversity, Equity and Inclusion Statement

At the EMU Foundation, diversity, equity, and inclusion are at the core of who we are. We are committed to these values across our work groups and board committees.

We believe that when we make diversity, equity, and inclusion central to our Mission, we create greater philanthropic impact for donors and greater value for Eastern Michigan University. That’s because having varied perspectives helps generate better ideas to solve the complex problems of a changing—and increasingly diverse—world. Throughout the course of this strategic plan, we will infuse these values into our work.

What do we mean by diversity, equity and inclusion?

These concepts mean many things to many people. To us…

Diversity is the representation of all our varied identities and differences (race, ethnicity, gender, disability, age, sexual orientation, gender identity, national origin, etc.), collectively and as individuals. We seek to proactively engage, understand, and draw on a variety of perspectives. We believe that we are best equipped to serve Eastern Michigan University when we affirm our similarities and find value in our differences.

Equity seeks to ensure fair treatment, equality of opportunity, and fairness in access to information and resources for all. We believe this is only possible in an environment built on respect and dignity.

Inclusion builds a culture of belonging by actively inviting the contribution and participation of all people. We believe every person’s voice adds value, and we strive to create balance in the face of power differences. We believe that no one person can or should be called upon to represent an entire community.

Credit: DEI Statement language modeled from Ford Foundation.

Strategic Goals

Through executing the EMUF 2021-2024 Strategic Plan we will…

  1. Leverage donor passion and philanthropy to reach the $100 million comprehensive campaign goal, providing private support for Eastern Michigan University priorities including student success initiatives and programs of distinction.
  2. Create meaningful engagement opportunities that advance the University’s level of interaction with alumni, donors, corporations, foundations, and current and emeritus EMU employees resulting in both higher participation rates and increased giving among all stakeholder groups.
  3. Create an organizational culture in which the Foundation Board and Foundation Staff aspire to be the volunteer organization and employer of choice for a diverse, passionate, and talented group of individuals. 


  • June-August, 2020: One-on-one interviews were held with 33 board members and emeritus board members to discuss opportunities and challenges and to vet the existing vision, mission, and values. Group discussions were also held with EMUF staff resulting in the establishment of nine work teams.
  • Mid-August, 2020: Work team leaders and members were selected and planned their first round of meetings.
  • September, 2020: EMUF & Advancement Staff Planning Council and EMUF Strategic Planning Council met and affirmed the strategic goals. These two groups will provide oversight for the planning process. Work teams and board committees met as needed to establish objectives and tasks that support the strategic goals.
  • October 9, 2020: Full board received the draft strategic plan and returned feedback and edits by October 23rd.
  • November 6, 2020: Final draft sent to all stakeholders for review.
  • December, 2020: Electronic vote by full board to endorse the strategic plan.
  • January 1, 2021: New plan is launched.