It would be useful if someone could describe this in an organizational chart

Provost Kim Schatzel sent around an email to all personnel updating us on some what she’s been up to and what she’s learned so far in her first eight weeks at EMU.  Here’s how she starts:

I have recently completed my eighth week as provost and my experiences have reaffirmed my already firm belief in the many strengths that can be found at Eastern Michigan University, as well as the talent and dedication of our fine faculty, staff, and students. Since I joined the university in January, I have tried to listen hard and consult widely. During these weeks, I have heard several consistent themes toward action from the numerous groups of students, faculty, and staff I have met with. You told me:

1. We need to improve our process of advising, course scheduling, and catalog management as they directly impact our retention, progress-to-degree, and graduation rates;
2. We need to strengthen our internationalization efforts to provide our students and faculty with global research/educational opportunities, as well as increase our international student enrollment;
3. We need to strengthen/increase our research/scholarship activities, grant awards, and graduate program offerings;
4. We need to reinvent/revitalize Extended Programs and Educational Outreach (EPEO) as a unique strength of the university that will directly impact enrollment growth;
5. We need to continue to improve the process of budgeting to make it even more inclusive and transparent, and to identify/support opportunities for growth and excellence.

This list is by no means all-inclusive, final, nor formal. But it does give me great insight regarding the areas of concern and opportunity shared by many on our campus, and has helped greatly in my orientation to Eastern. So I thank all of you .. and there were many .. who took the time out of your busy schedules to meet with me, warmly welcome me, and share your thoughts and ideas about Eastern. I plan to keep this list close to me and refer to it often as we work together towards Eastern’s very bright future.

This all seems fine and good.  I agree with her and feel more strongly about some of these items more than others, but generally, I think she’s sizing things up at EMU pretty well.

Then she goes into great detail about the various shuffles and reorganizations of various suit-level positions at EMU.  Now, I’m not saying I disagree with any of these things; what I am saying is I don’t quite understand them, and it seems that many/most of these things must have been in process before Schatzel arrived.

I include the part of Provost Schatzel’s email where she spells this all out after the jump.  If there’s anyone out there who has the time and ability to chart this all out in a user-friendly graphic, I’ll be happy to post it.

Here’s the rest of Provost Schatzel’s email:

As you also know, President Martin recently transferred The Office of Enrollment Management to the Provost’s Office. I have spent the last week or so getting to know our colleagues from this office and learn more about them, their organizations, and their activities. As you also know, in the summer of 2011, Interim Associate Provosts Jim Carroll and Rhonda Longworth took over day-to-day operations of the Provost’s Office and managed the office’s responsibilities and duties until I arrived on campus this past January.

As we move to the close of the academic year and the beginning of a new one, it makes great sense to integrate further Enrollment Management and the Provost’s Office, as well as to clarify the reporting and administrative responsibilities of this newly re-organized Division of Academic Affairs. Towards that goal, the following changes will be made effective Monday, March 12. They are:

1. Interim Associate Provost James Carroll to Interim Associate Provost for Research and Administration and Interim Dean of the Graduate School. This move places an Associate Provost directly responsible for the Graduate School along with the Office of Research Development. This move is intended to support more quality research /scholarship and grant activities by our faculty and students. Dr. Deb deLaski-Smith will assume the position of Interim Director of Graduate Programs reporting to Dr. Carroll.
2. Dr. Stephen Burwood, from Director of EPEO-International Programs, to Director of the Office of International Studies. This move will combine the Study Abroad Programs from the Division of Academic Affairs, and the Office of International Students from Enrollment Management, into one university-wide Office of International Studies.
3. Interim Associate Provost Rhonda Longworth to Interim Associate Provost for Academic Programming and Services. This move integrates all academic services (e.g., University Advising and Career Development Center (UACDC), the Holman Success Center, Promoting Academic Survival and Success (PASS), the Disability Resource Center (DRC), Catalog, and Records and Registration) that support our students’ retention , progress-to-degree, and graduation rates (e.g. advising, registration, and student success ) with university-wide academic programming efforts.
4. Dr. Bin Ning, Assistant VP and Executive Director of Institutional Research and Information Management (IRIM), will assume oversight responsibility for the Provost’s Office regarding university-wide accreditation and assessment activities.
5. Dr. Lynette Findley, Assistant Vice President for Retention and Student Success, will move to Assistant Vice President for Academic Success Partnerships, and will be responsible for Keys to Degrees, and the Summer Incentive (SIP) and UPrep Opening Doors (UPODS) Programs. She will report directly to me and will work with me to identify and support development of innovative educational partnerships/programs supported by external funding.
6. Dr. Rebecca Sipe, Director of the Honors College, will move from reporting to Interim Associate Provost Longworth to reporting directly to me.
7. Dr. Malverne Winborne, Director of Charter Schools, and Dr. Jann Joseph, Dean of the College of Education, will strengthen their already close collaboration in response to an increased emphasis by charter schools to foster partnership relationships with colleges of education. This will include sharing collaborative space, so the Charter Schools Offices will be relocating to the Dean’s Suite of the College of Education.
8. Ms. Julie Knutson, from Director of Innovative Programs and Support Services, to Interim Director of EMUOnline, Extended Programs, and Regional Sites. Ms. Knutson currently reports to Interim Associate Provost Carroll. This move will result in her reporting directly to me and will allow us to work closely to revitalize/reinvent our strategy for online education, including increased support for instructional design and pedagogy; extending our online degree programs and enrollment well beyond Michigan; and rationalizing our extended programs and regional sites for future growth.

Again, thank you for all your efforts to support my transition to Eastern. I am proud to be part of this historic and important university. There is much to be proud of at Eastern Michigan University … and great things ahead.

All the best,



9 thoughts on “It would be useful if someone could describe this in an organizational chart

    • Well, now I feel like I need a “before” and “after” chart….

      I’m not against these changes, btw. I’m not sure I have an opinion. It’s interesting looking at this chart and seeing how far removed I am from it as someone whose job consists entirely of some minor administrative work and teaching. It sure seems like a lot of moving around of suits though, and it sure makes it look like there’s a lot of bureaucracy there….


  1. I commend our new provost for taking steps to remedy dysfunctional organization and to speed efficiencies. For those parts of Academic Affairs that I know best, these changes strike me as especially worthwhile. And for the other areas.

    Three cheers for Kim, who started at EMU in January and doesn’t seem inclined to take the usual 4 years to consider making substantive changes! (Nearly all prior org changes to the Division in recent years have been driven solely or mainly by cost-cutting mandates from outside the division.)

    Of course, the proof is in the delivery, not merely the org chart! And, academic advising is here, as it is at nearly all regional state schools, a complex set of problems. They can’t be fixed on the cheap….and a real remedy probably requires a realignment of the curriculum, especially General Education, to fit student learning needs. But first steps are most welcome indeed.


  2. Opps — I meant to delete that half line, “And for the other areas,” which was just going to be an endorsement of the other changes, even in areas that I know less about.


    • Two reasons, one good, one bad. An appointment for an administrator, to be regular, needs to have a real search, with real faculty input in Academic Affairs. That takes time, hence, sometimes it’s necessary to have an interim appointment. The second, negative reason, is that by putting someone in an interim appointment, management can avoid real input, and just rely on cronyism (we had an interim dean of arts and sciences for 4 years, and he was highly destructive to the college and accountable to nobody). But in my view, all the interims on the provost’s staff are reasonably explained by the first, positive, explanation. (Excuse me if your post was merely sarcastic! I’ve responded as if it was straight up, as it’s a truly interesting, important question).


  3. I have no idea about the org chart implications, but I was struck by her focus on areas which I know haven’t been working well. She seems results oriented, which I like. So, I’m adopting a cautiously optimistic attitude.


  4. The only concern/reservation I have here is about the issues around “revitalizing online education.” Mind you, I’m a big supporter of online classes (I’m teaching one right now), but only if they are done right. One of the big mistakes a lot of places have made over the last 10 or so years is viewing online education as this “cash cow” where institutions like EMU could attract students from all over the world with their offerings.

    That just hasn’t happened: I’d estimate that 90% (maybe more) of my online students are either taking classes on campus right now or they have taken classes on campus at EMU in the recent past. In other words, while online classes can do lots of good things to help our current students, I don’t think we’re going to get new students from Alaska or something. And I think quality matters in online education, too. If we start overloading online classes with too many students and/or staff them with less than excellent faculty, then we will hurt ourselves in the long-run.

    Though I’m not saying that Schatzel et al haven’t thought about all of this.


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