The Michigan Tech Plan: Our Goals

III. OUR GOALS

Universities that are recognized nationally are recognized because they have excellent educational programs, ground-breaking research and scholarship, outstanding faculty, staff, and students, and they are supported by a strong financial base, efficient business practices, and excellent facilities. In one way or another, these key attributes of a nationally recognized research university define the goals of all university strategic plans. We must proceed from a realistic assessment of Michigan Tech’s current advantages and challenges to make the goals of our strategic plans more specific.

The University’s vision is driven by education and scholarship and must have input from all of stakeholders. Our businesses, organizations, and infrastructure are crucial to enabling these educational and scholarly goals. At any given time, one goal might require more immediate attention and focus. However, it is imperative that we make progress across all of the following six goals:

GOAL 1: LEARNING—Provide an outstanding and relevant learning environment, consistent with a national university of choice

Our first goal links directly to our mission: to benefit the State of Michigan and society as a whole. The following objectives address the needs of the 21st century work force. First, the greatest job growth is in areas that demand a solid grounding in mathematics, science, and technology. Second, many of the new industries are related to emerging areas of science and technology that are interdisciplinary. Quite often, the most exciting areas are the overlaps of areas that already are multi-disciplinary, like bio-, nano-, and information-technology. Third, the explosion in global electronic communication has not only made all modern research truly global, it demands that we educate people who can function in a global and diverse environment. Finally, even in the midst of such changes, every student at Michigan Tech will gain the enriching and broadening academic and co-curricular experiences that have been the hallmark of a university education.

Objectives:

1.1 Provide an excellent foundation in the fundamental principles and areas of creativity and enrichment which are at the core of all university learning.

Strategies:

continuously assess and improve the general education program;
assess curricular outcomes and revise accordingly;
assess the integrated engineering first-year experience and revise accordingly;
increase the use of instructional technology; particularly on-line instruction for remedial courses.

1.2 Provide active, discovery-based learning experiences that include the integration of research and co-op/internship experience.

Strategies:

seek more funding for opportunities such as REU (Research Experience for Undergraduates);
increase participation in the enterprise programs including more disciplines and corporate sponsors;
develop fast-track (honors) program so undergraduates can start early on a professional master’s degree;
provide every interested student with an opportunity to work with faculty on research;
reward and recognize individuals who successfully generate monies in support of these activities.

1.3 Offer programs in new and emerging areas, particularly interdisciplinary areas (e.g. bioinformatics, information technology).

Strategies:

network with all of our stakeholders, e.g., advisory boards, alumni, industry, to identify emerging areas;
seek new state support for emerging areas beyond general fund revenues and pursue all existing state funding opportunities;
create interdisciplinary teams in both undergraduate education and research;
offer flexible undergraduate degree programs and fast-track professional master’s degrees;
structure a system in which cooperation between units is rewarded.

1.4 Repackage programs to keep current with the trends in science and technologies;

Strategies:

look at base line statistics to identify programs and establish criteria for rightsizing;
benchmark with external competitors;
look at overall quality, visibility, critical need and future demand;

1.5 Strengthen our international programs;

Strategies:

integrate the international experience in all educational programs;
strengthen the modern language instructional facility;
ensure a strong international cultural enrichment program;
establish meaningful partnerships with universities and companies abroad with both virtual and real exchanges;
enhance the English as a Foreign Language and culture awareness programs.

1.6 Develop unparalleled classrooms, learning laboratories, and centers that make the best use of information technology, with anywhere, anytime computing and communication.

Strategies:

optimize mix of centralized and decentralized computing infrastructure;
make high-tech instructional technologies available in all classrooms and laboratories and provide instructional support for its implementation;
implement wireless network connectivity in University commons areas such as the Library, the Memorial Union, and selected lecture halls; explore comprehensive laptop environment.

GOAL 2: SCHOLARSHIP—Expand our scholarship and research activities, sustaining successful existing programs while pursuing new endeavors in carefully targeted areas.

Our national recognition and reputation must be based on scholarship and research. The goal of reaching national prominence can best be achieved by selecting and promoting a few strategic platforms that can be supported university-wide. Platforms will provide a network structure that links faculty, staff, departments, colleges, educational programs, and strong disciplinary cores which fuel the development of new interdisciplinary science and technologies. Platforms which have been proposed are: Biotechnology, Environmental Science and Engineering, Manufacturing, Nanotechnology, Engineered Materials, Information Technology, Natural Resource Development. Some of these platforms link with new areas the National Science Foundation has identified as critical for promoting economic growth, creating rewarding jobs, and ensuring competitiveness: core disciplinary research, nanoscale science and engineering, information technology research initiative, biocomplexity focusing on environmental research, and the needs of the 21st century workforce. We have to consider these and other national priorities in further narrowing our focus.

Objectives:

2.1 Increase the number of interdisciplinary efforts in a few, well-focused platforms that will lead to world-class recognition;

Strategies:

form cross-departmental, cross-college/schools faculty teams in our areas of focus;
obtain endowed chairs in key areas;
ensure that interdisciplinary work is properly recognized and rewarded

2.2 Increase the number of faculty actively engaged in research and graduate education;

Strategies:

Reward scholarship and graduate education;
Choose new faculty with strong research and graduate education interests;
Devise equitable policies for the distribution of royalties from patents and copyrights among investigators, the central administration, schools/colleges, and departments.

2.3 Increase the percentage and number of graduate students who are supported externally;

Strategies:

reward faculty who support graduate students;
give the recruitment of graduate students highest priority;
provide competitive compensation and benefit packages to attract and retain quality graduate students.

GOAL 3: SIZE AND COMPOSITION—Achieve the best size and blend for our educational programs, which includes a diverse student body, faculty, and staff.

Graduate students need to grow from 10% to approximately 15% of the total student population, including a growth in the number of PhD students from currently 260 to about 500. Industry and businesses of Michigan need, and will continue to need, more engineers than are being graduated from Michigan schools. The State of Michigan needs to invest in increased capacity at Michigan Tech to educate more engineers and graduates in areas of high demand. As state funding permits, Michigan Tech will market and grow programs targeted to industry needs. In addition, we must take every step to encourage that Michigan Tech will be a diverse campus.

Objectives:

3.1 Determine the right mix of graduate/undergraduate students for the benefit of all of our stakeholders.

Strategies:

Develop a university resource model that can explore the financial consequences of curriculum, staffing, workload, average class size, scholarship, research, and both undergraduate and graduate enrollment decisions in terms of their short- and long-term impact.

3.2 Aggressively support and implement strategies to increase the diversity of our student body.

Strategies:

coordinate all efforts to recruit under-represented students, with a target of increasing the number of women students to those of our benchmarks;
and, similarly, increase the number of minority students to those of our benchmarks.

3.3 Manage and optimize enrollments within disciplines, schools and colleges for the benefit of all of our stakeholders.

Strategies:

coordinate and align academic and enrollment management efforts;
align financial aid with enrollment policy;
increase the effectiveness of financial aid by developing new programs, such as targeting national merit scholars;
examine a differential tuition structure by degree program;
implement incentives for increasing 4-year graduation rates.

3.4 As demand increases, obtain substantial additional resources to support programs important to the economic development of Michigan.

Strategies:

have industry and business leaders be advocates for increased State appropriations for programs relevant to the economic vitality of Michigan;
convince State government leaders to provide significant increases in general fund appropriations to increase Michigan Tech’s capacity to educate graduates.

GOAL 4: ENRICHMENT—Be the residential campus that provides the sense of diverse community and student experiences that strive to develop the whole person.

Michigan Tech needs to identify its competitive niche in an environment where the e-commerce markets try to segregate “knowledge delivery”, “knowledge creation”, and the “social aspects” of a traditional college education. Fewer institutions will offer robust residential programs devoted to the student-centered development of educated citizens and leaders. Michigan Tech must take advantage of its beautiful location on the shores of Lake Superior and become a university where undergraduate students have the developmental experience of living and studying in a small, residential setting among a true community of scholars.

In addition to outstanding recreational opportunities (cross-country skiing, down-hill skiing, golfing), the completion of the Rozsa Performing Arts Center will provide the university and the community with an acoustically superb and visually beautiful facility in which to experience, perform, and learn about the arts. It will elevate the quality of the University’s music, theatre, and visual arts programs through its performance and exhibit spaces and its specialized rehearsal, recording and computer labs. It will provide each of our students the possibility to actively participate in artistic, acting, or music experiences. In sum, we should strive to become a student-centered university, known for attention to student needs and committed to student success.

Objectives:

4.1 Become recognized for high quality student life activities
Strategies:

initiate and fund student centered outdoor activities such as an “Outdoors Club” focused on outdoor recreation and taking advantage of our location, particularly the waterfront and cross-country ski trails;
create an integrated center for student life programs that includes advising;
integrate the administration of student life programs including academic, residential, co-curricular, counseling, and career center activities;
develop proactive programs to foster student success;
reinforce the traditions of the past and begin new traditions that will instill a sense of community and pride;
foster student leadership and self-managed teams in co-curricular and classroom activities;
offer exciting intramural and varsity athletics programs.

4.2 Provide and promote cultural and artistic experiences.
Strategies:

coordinate cultural and artistic activities to maximize their impact on students;
increase the support of cultural and artistic experiences through outside funding sources.

4.3 Provide an attractive campus environment.

Strategies:

promote campus beautification efforts;
establish an inviting campus entrance;
expand the Memorial Union and make it the center of student services.

4.4 Provide outstanding residence hall options such as suites, etc.

GOAL 5: ADMINISTRATION—Provide an optimized administrative framework, with sound physical, technological, and financial bases, consistent with a national university of choice.

One of the greatest assets at Michigan Tech is our people. We would do them, and the institution as a whole, a disservice if we did not maximize their potential and provide a sound framework in which to work. If we are to become a national university of choice, it will be because our people made it happen. Appropriate compensation, possibilities for professional advancement, and professional respect are all necessary ingredients for a quality workplace.

Too often the administrative framework of an institution remains stagnant. As the world around us changes, so must we. We need to continue to pursue innovative processes that will enable the University to move forward into the 21st century. Michigan Tech must promote an outlook that encourages organizational agility and flexibility. We especially want to ensure that we implement practices that benefit the entire Michigan Tech community and to tear down the barriers which prevent us from working as a team.

Objectives:

5.1 Continue to improve operational methods, simplify processes, remove bureaucratic barriers and empower our people.

Strategies:

set up a problem-solving team who will make a self-improvement do-list for administration and continuously work across units to make procedural improvements;
evaluate and redesign systems to be more efficient and customer-service oriented, both for internal and external customers;
encourage cross-training to ensure the coverage of critical services;
recognize and reward the support of and the participation in faculty and staff development activities;
implement processes to optimize communication between students, faculty, staff, and administration.

5.2 Optimize the financial structure to provide for adequate checks and balances, and most, importantly, to best support the education and development of students.

Strategies:

implement efficient, cost-saving practices;
develop a university resource model that can explore the financial consequences of curriculum, staffing, workload, average class size, scholarship, research, and both undergraduate and graduate enrollment decisions in terms of their short- and long-term impact;
develop a budget model that combines positive feedback, internal quantitative productivity measures, quality measures, and benchmarking, in order to allocate resources based on unit contributions to the strategic plan.

5.3 Increase the financial resource base.

Strategies:

successfully conclude the "Leaders for Innovation" campaign and raise $140 million by 2003;
link the capital campaign to the strategic plan;
build endowment for student scholarships, faculty chairs, and university operations to $400 million by 2010;
improve Michigan Tech's response to state and federal opportunities for funding;
move Michigan Tech into the first tier of Michigan’s university funding structure;
increase number of endowed chairs;
increase the extramural funding for education and research.

5.4 Provide well-maintained physical facilities with up-to-date technological features.

Strategies:

evaluate and redesign physical facilities to be more efficient, technologically up-to-date, and customer-oriented;
link the campus masterplan to the strategic plan;
improve the space allocation process for more effective utilization;
implement the ubiquitous sharing of resources, laboratories, and equipment.

5.5 Provide an outstanding work environment and support opportunities for all members of the Michigan Tech community.

Strategies:

provide competitive compensation and family-friendly benefit packages to attract and retain quality faculty, staff, and students;
insure the availability of resources to retain the best faculty and staff without penalizing others;
provide day-care opportunities on campus;
expand professional development of faculty and staff to ensure they have the necessary tools to carry out their mission effectively;
actively recruit diverse faculty and staff.

GOAL 6: OUTREACH—Support economic development, public sector outreach, and distance education appropriate for a technological university.

6.1 Increased activities in research & development and technology transfer will become a hall mark of Michigan Tech.

Strategies:

establish a program to revitalize the manufacturing and natural resource base of the state of Michigan through cutting edge technology;
establish a technology park;
pursue cost-effective building options for the seamless integration of enterprise, incubator and technology transfer programs;
develop new partnerships with non-traditional, emerging companies and businesses;
initiate a “client service” approach to corporate and entrepreneur relations;
establish a comprehensive technology transfer program that provides incentives to all stakeholders;
extend the boundaries of the campus through the development of distance learning programs, K-12 outreach programs, and other initiatives.

6.2. Develop distance learning programs that contribute to the financial well being of the University, especially by partnering with industry and state agencies.

Strategies:

look at distance education and residential markets under separate administrative structures;
explore downstate presence and satellite campus.

GOAL 7: IMAGE—Build our reputation beyond the borders of Michigan and the Midwest such that Michigan Tech becomes a national university of choice.

7.1. Develop a pervasive marketing plan that emphasizes quality.

7.2. Develop a compelling statement to other institutions that emphasizes a high quality environment of learning and scholarship.

7.3 Pursue aggressive targeted marketing for programs with potential and need.

Strategies:

develop a marketing plan that is in line with the strategic plan;
increase the visibility and enhance the image of Michigan Tech, move from “easy to get into and hard to get out of” to an image of quality and selectivity (“hard to get into but once in, the quality of our programs, faculty and staff will ensure your success”);
develop first-class web presence;
form a marketing advisory board.

The portfolios of the different units that make up Michigan Tech articulate to various degrees detailed strategies, timelines, sets of quantitative productivity factors, indicators of quality, and numerical targets against which progress can be measured. Here we present under each goal only major objectives and some key strategies.

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