Strategic Transformation

The Strategic Transformation appears to be focused only on academic programs. Will nonacademic programs, initiatives and issues be considered in the strategic transformation process? If so, when and how?
The Strategic Transformation process will consider both academic and nonacademic programs and initiatives. The current focus is academic programs strategy (see below) which is slated for completion in the first quarter of 2023. Support services and other nonacademic initiatives will be considered next. Information necessary for that phase is available internally and ideas have also been received through stakeholder engagement. They will inform plans surrounding student support needs, student life enhancement, academic infrastructure needs, administrative capabilities, marketing and advertising, etc.

What steps remain for the completion of the academic program phase of the strategic transformation?
The first and second parts – market demand analysis and stakeholder engagement – have been completed, shared with ITAC and the Steering Committee and presented at a town hall on Dec. 9, 2022. At that town hall, it was suggested by faculty that stakeholder engagement be extended and that is ongoing. The third part, program economics review and analysis, has been completed and shared with ITAC and the Steering Committee. Market analysis, stakeholder engagement and program economic analyses are being incorporated in a synthesis document which will be shared with ITAC and the Steering Committee during the week of Jan. 16 and later with the campus community via a town hall.

Have engagement efforts expanded as the strategic transformation process has begun?
The effort began with initial outreach to a broad group of individuals, employers, community organizations, alumni and other groups, encouraging everyone to participate. Due to the outstanding interest and engagement from so many constituencies, we have extended additional invitations to open meetings, additional focus groups, and individual or small group interviews.

What are the purpose and role of market analysis?
Market analysis is intended to provide UM-Flint with a data-informed view of the higher education landscape, the trends that are shaping it, and how those trends may affect UM-Flint in the future. Market analysis provides external perspective and third-party context for UM-Flint to consider as it develops approaches to pursue its mission.

How will market analysis be used to inform the strategic transformation process?
Market analysis does not determine which programs to offer, how to deliver them, or which audiences to prioritize; rather, it illustrates where program opportunities may exist based on demonstrated student demand, employer need and the competitive landscape. Market factors comprise only one set of considerations for decision-making. Other key factors include, but are not limited to, academic vision, mission imperatives such as promoting social mobility, and the university’s financial goals.

What geographic areas were considered for market analysis?
Market analysis was conducted at the local, state and regional levels. The local market was defined as Genesee County and the surrounding 13-county area, including Bay, Ingham, Isabella, Lapeer, Livingston, Macomb, Midland, Oakland, Saginaw, Shiawassee, Tuscola, Washtenaw and Wayne. The regional level was defined as Michigan, Illinois, Indiana, Ohio, Minnesota and Wisconsin.

When can we expect to learn the outcomes of the Strategic Transformation process?
Because of the large amount of feedback and innovative ideas received from late September through December 2022, President Ono and the Board of Regents extended the timeline of the process. We now expect to bring forward a complete synthesis in the winter semester. This will ensure the process is thorough and leads to a path that makes the most sense for UM-Flint.

How is the Huron Consulting Group involved in UM-Flint’s strategic transformation process?
Huron has been retained to support the university and the chancellor in developing a vision and, using a fact-based approach, identifying and validating options for the transformation of UM-Flint.

In all research, analyses, and modeling activities, Huron is providing options and information. Huron is not making recommendations or decisions. Huron is also supporting the university’s communications and constituent engagement efforts related to the transformation initiative and incorporating constituent input and feedback to support the institution’s future. Huron has been directed to seek input from students, faculty, staff, alumni, employers, and other constituents throughout the process to make sure all voices are heard. Overall, Huron’s role is to provide data-driven analyses and a synthesis of constituent input and feedback for UM-Flint leadership’s consideration.

How can staff be involved in the strategic transformation?
Staff have an important voice in this process. We invite all staff to participate by taking the survey sent to your inbox, attending meetings on campus, visiting the transformation initiative website to leave feedback, or in any other way that is comfortable for you.

Can recommendations for new programs of study be submitted?
We welcome all ideas in support of the strategic transformation initiative. There are no ideas too big or too small. We invite all of them in group meetings, individual meetings or through the website.

Will non-academic opportunities be considered as part of the strategic transformation process?
Yes. This is about making the campus academically vibrant and financially sustainable; therefore, the strategic transformation initiative will include a holistic review of university functions and activities.

Will comments, concerns, ideas and feedback submitted through the Strategic Transformation webpage be considered? If so, how?
All submitted comments, concerns, ideas and feedback are being carefully reviewed. Comments and ideas often provide important context and all are considered as part of the process in developing transformational options.

Are the Innovation & Transformation Advisory Council (ITAC) and Steering Committee (SC) meetings open to the public?
While the ITAC and SC will convene in working meetings that are for committee members only, there are myriad ways for UM-Flint constituents and the broader community to receive information and engage in the process. Prior campus updates and public meeting recordings can be found on the Communications webpage. Leadership will continue to share regular campus updates, and town halls will occur to share transformation progress.

Are the comments submitted on the website anonymous?
They can be. Feel free to omit your name and your comment will remain anonymous.

Assuming the Ann Arbor funding comes through, what is the likely timeline for distribution? How much money will be allocated per year and over how many years? What sorts of activities will be eligible to receive funding?
Currently, we are in the visioning stage. When a strategic path forward is built based off stakeholder input, data-backed research, market trends, and other considerations,  the President and the Regents will review. Upon approval of the plan, the level of funding will be determined. Decisions related to funding amounts, distribution, and timeline will be shared with the appropriate constituents in a timely manner.

What has President Coleman charged Chancellor Dutta with doing?
President Coleman has charged Chancellor Dutta with developing a robust vision and thoughtful implementation plan for transforming UM-Flint that will maximize its opportunity for long-term viability in a competitive higher-education sector.

The ultimate goal is for UM-Flint to emerge as an academically strong and financially viable institution that is an undisputed engine for economic growth and social mobility in the region.

How will this occur? How will the campus be involved?
The president, in her charge, outlined steps for the chancellor to:

• Assess comprehensive data and evidence-based information provided by the Project Team.
• Identify and evaluate options for the campus, select an appropriate strategy, and develop a plan for implementation.
• Engage UM-Flint faculty, staff, and students to provide feedback on the process and input that may influence final recommendations.
• Ensure recommendations are data driven, based on student demand for academic programs and aligned with jobs and workforce needs in Michigan.
• Keep the university and all interested parties informed about the process and outcomes.
• Complete relevant analysis and develop transformational recommendations within a period of about four months (mostly during the fall 2022 semester).

What kind of academic programs are being considered?
New program opportunities will be considered based on regional industry needs and statewide workforce needs. For example, new programs in areas such as biosecurity, medical devices, speech language pathology and health care data analytics that are in high demand across the state and in the country are possible growth areas. Many other opportunities exist across the spectrum for innovative programs, new pedagogy, and modes of delivery. In addition, UM-Flint’s current program portfolio will be analyzed for future growth potential.

What kind of academic programs will not be part of UM-Flint in the future?
Nothing has been predetermined. These questions will be answered based on market data and business case analysis. The focus is on what the university needs to build and develop to be successful in the years ahead. The university must undertake stakeholder engagement and program assessment processes before a future direction is determined.

Where will the additional funding for this transformation come from?
The President and Board have expressed support for a successful transformation. Initially, funding will be made available by the president from discretionary investment proceeds.

In the long term, however, UM-Flint administration will have to ensure that tuition revenues grow to sustain its academic program portfolio and operations.

Will a new focus be enough to attract new students to Flint?
A sharper focus will help the Flint campus stand out amongst other regional public universities to students from across the state.

The transformation will enable the university to provide excellent education that leads directly to well-paying jobs that are in demand regionally, statewide and across the nation.

What about current students in more traditional programs?
All current students in their respective programs will be able to complete their education.

What will engagement with the campus community look like and when will it begin?
Engagement began with the Sept. 23 Town Hall with President Coleman and Chancellor Dutta.

Administration is reaching out broadly across the campus and the local community, especially the business community, to get their feedback and make sure our programs are targeting the needs of the marketplace.

The university will engage with faculty, staff, students, and the Flint community throughout the process. This engagement will include future townhalls, constituent-specific forums, campus updates, and unit-level meetings, as requested. In addition, the transformation website will offer ongoing updates and the opportunity for UM-Flint community members to offer feedback.

Will this mean potential layoffs at UM-Flint as the campus shifts its focus?
Any shift in focus will be based on careful analysis and study, along with data and input from campus audiences. Any new programs will lead to new opportunities and growth. In the end, this may result in the need for more employees, not fewer.

It is too early to know where any investments will be made, and therefore we cannot say if there would be limited layoffs. Every effort would be made to help absorb any affected employees into the growth opportunities made available through new or modified programs. The university will do all it can to help the transition.

Our intention is that our campus community will be informed and engaged with this transformation process and bring all ideas to the table.

How will the transformation affect the greater Flint community?
Change can feel uncertain, but with it comes significant and exciting opportunities. For UM-Flint to continue to serve the greater Flint region, the institution must be deliberate and courageous in developing initiatives with the potential to better Flint, Michigan, and the world. Initial feedback stressed the need for strengthening relationships between the campus and the Flint community. This transformation process positions UM-Flint to build its relationship with the local community and to foster new academic programs that support the region. Ultimately, the success of our students means greater success for Flint and more graduates staying here to build careers that meet the community’s needs.

Enrollment is on the upswing. Why is this the time to change course?
This semester, UM-Flint saw growth in new student enrollment for the first time in five years.

Because there were so many years of decline in enrollment, it’s a trend that can’t be reversed in one year or even a few years. This year’s increase is good news and the result of years of hard work. At the same time, overall demographic trends haven’t changed so now is the time to put our plans in place to ensure our academic programs are aligned with the future needs of students and our community.

What has been the trend in student enrollment at UM-Flint?
You can see the details on enrollment here.

Enrollment on our Flint campus has been declining, as it has been at similar regional campuses across the state. There simply are not enough Michigan high school graduates to sustain our current approach.

UM-Flint seeks to carve out a niche and become distinct.

By doing so, the goal is to not only educate our students well but also make them job-ready and competitive as soon as they earn their degrees.

Why can’t we stick with what we’re doing?
During the last seven years, UM-Flint’s enrollment has declined 30% and six-year graduation rates rank at the bottom of the 15 public universities in the state. Demographic trends predict that numbers of high school graduates in Michigan will continue to decline, in part due to lingering effects of the pandemic.

A minor modification to campus strategy will not future proof UM-Flint against these trends. A small, general university will face significant barriers to survival.

UM-Flint will become more focused through this transformation. It will result in a viable financial model and a message to the community that conveys an institutional focus to meet the educational and career preparation needs of students, while also addressing the workforce needs of the region and the state.

Will there be a similar shift in focus at UM-Dearborn?
No. The chancellors and their leadership teams at each regional campus make decisions about their own programs and what is best for each campus.

What’s the enrollment trend look like at UM-Dearborn?
You can see those details here.