NWCCU MSU Billings Self-Study Report
October 2008
Standard 1.A.1—Mission and Goals
MSU Billings' mission has not changed since its inception as a normal school in 1927: to provide a quality educational experience for students through excellence
in faculty, administration, staff and services. The mission statement, however, has
evolved. After the 1998 NWCCU review, the mission statement published by the
Office of the Commissioner of Higher Education (OCHE) grew in length with
necessary changes in higher education and institutional initiatives. As a result, the
mission statement, when printed, was nearly two pages in length. Fall 2005, MSU
Billings began an institutional review of our purpose, mission, vision, core values and
strategic initiatives.
The process for this review involved the University community. Initiated by the
Standards 1/6/9 subcommittee, the process included dissemination of drafts through
e-mail to the University as a whole, three summer pizza lunches at various campus locations — the College of Business (COB), the College of Technology (COT) and
the Library — and a display with opportunity for discussion and comments at the
2006 Back to School Conference.
During AY 2006-2007, all divisions/units within the University aligned their
master plans with the University Strategic Initiatives. Strategic planning is ongoing
at this University with the strategic planning process evolving for more than 14
years. Units with master plan alignments include the following: Academic Affairs,
Administrative Services, Alumni Relations, Intercollegiate Athletics, Facilities
Services, Graduate Studies, Grants and Sponsored Programs, Information Technology
and Institutional Research, Library, Public Service Units — KEMC/Public Radio
and the Montana Center on Disabilities (MCD) — and Student Affairs. As part
of the University Continuous Quality Improvement (CQI) effort begun fall 2005,
Academic Affairs required annual reports from each programmatic unit and each
College. These annual reports address alignment with the Academic Affairs Master
Plan, progress on annual goals and goal setting for the coming academic year. The
Annual Reports serve as a model for other University divisions as all units, whether
academic, administrative or student affairs, strive to come into alignment with
University initiatives and annually assess their progress toward unit goals.
The MSU Billings Mission, Vision and Strategic Initiatives reflect and relate to
the Montana University System Strategic Plan and System Wide Initiatives.
The Mission Document chart includes MSU Billings
Core Purpose, Mission, Core Values,
Strategic Initiatives and University
Divisions. Division alignment with
the University Strategic Initiatives is
included in the Exhibits.
MONTANA BOARD OF REGENTS STRATEGIC PLAN
Goal I: Increase educational attainment of Montanans
- Prepare students for success through quality higher
education
- Offer more need-based aid and scholarships
- Promote postsecondary education affordability
- Work collaboratively with the K-12 system
- Increase enrollment of traditional and non-traditional
students
- Improve distance and online learning
Goal II: Assist in the expansion and improvement of the economy
- Increase responsiveness to workforce development
- Employer satisfaction surveys
- Expand research and technology transfer
Goal III: Improve institutional efficiency and effectiveness
- Improve data systems
- Deliver efficient and coordinated services
- Reconstruct the budget allocation model
SYSTEMWIDE
INITIATIVES
- Improve Transferability and Student Data
- Coordinate and Enhance
- Distance Learning
- Equipment and
- Technology in High Demand Fields
- Workforce Training in High Demand Fields
|
Standard 1.A.2 - Mission & Goals Review
The Core Purpose, Mission, Vision and Core Values and Strategic Initiatives are
subject to review and approval by the University community and by the Montana
Board of Regents. With approval, the recent revisions are being included in catalogs
according to the two-year catalog revision cycle.
Standard 1.A.3 - Unit Plans in Alignment with Mission & Goals
Unit plans are reviewed annually. As previously stated, the Academic Affairs
Annual Report process serves as a model for other University divisions. The
University Strategic Initiatives are reviewed annually by the Chancellor’s Cabinet,
and changes are disseminated throughout the University for review, discussion and
incorporation into Unit Master Plans.
As the Annual Report process has been implemented, it has evolved from a
descriptive narrative to a more analytical review of each division’s alignment with
University Initiatives and purpose within the context of the University. The CQI
co-chairs meet with unit leaders responsible for producing the annual reports. These
meetings serve to guide the review process, promoting understanding, supporting
division self-analysis, and gaining insight necessary for continuing refinement of the
process.
Standard 1.A.4 - Strategic Initiatives
MSU Billings University Strategic Initiatives have evolved over time with
faculty, staff, administrative and student input, review and revision. Concurrent with
this evolution have been review and re-allocation of resources to meet the changing
University goals. Examples include dedicating resources to online course delivery, a
downtown University presence, initiation of the College of Allied Health Professions
and enhancement of the College of Technology. Online program/course delivery
meets the changing life needs of our students. The Downtown Campus facilitates
partnerships with the Billings’ business community. The CAHP coordinates with
Billings’ growing medical services and facilities. The COT, which became a part of
our University with the 1994 Montana University System re-organization, came
to us as a vocational-technical center. To better serve the postsecondary needs of
the Billings community, MSU Billings set a goal of broadening the mission of the
COT to increase the breadth of programming and services offered by the college
to be reflective of what would be found in a community college. Initiatives for AY
2008-2009 include workforce development across the life/career span and meeting
the educational and scheduling needs of adult learners.
Maintaining the foundations of the institution while attempting to meet current
student demands and move toward the future has not been an easy or smooth
process. Until the current biennium, the University was funded through student
FTE generation. MSU Billings’ traditional programs maintain stable student FTEs.
Maintenance, however, does not serve to fund new programs or initiatives that could
result in FTE growth. The result was constant tension between stability and growth.
Review of the FTE funding model by the BOR with constituency representation
has resulted in moving to a base budget model. The base budget model provides
stable funding on which MUS units can depend as they develop and implement
initiatives.
MSU Billings has used resources to purchase or lease buildings in locations
other than the original East Campus and additional West Campus COT. Sites in
Red Lodge, Mont., and in downtown Billings serve institutional efforts to reach out
to constituencies beyond traditionally aged university students.
 Chart 1.1 - University Strategic Initiatives
Evidence: Standard Seven—Finance Required Documents and
Required Exhibits; Standard Eight—Physical Resources; 8.4 Facilities
Services Master Plan
Standard 1.A.5 - Strategic Initiative Revisions
All units of MSU Billings have aligned their goals to the University
Strategic Initiatives. This alignment guides admission to programs,
selection of faculty and resource deliberations. Futures planning has its
foundation in both goal accomplishment/revision and current educational
trends/needs.
Evidence:
Standard 1.A.6 - Public Service Mission
MSU Billings supports two public service units on
campus — KEMC/Yellowstone Public Radio and the Montana Center on
Disabilities (MCD). Both units align with the mission of the institution. Public radio serves to inform and educate the rural reaches of Montana.
MSU Billings is the only public institution in the state to offer both
undergraduate and graduate degrees in special education and rehabilitation
counseling. The MCD, founded to provide direct educational services
to individuals with cerebral palsy, has had to adjust service delivery as
individuals with disabilities have been included in the mainstream of
society. The MCD has extended direct services to include service to
students with disabilities both on and off campus, as well as providing continuing professional development opportunities for educators through
Montana.
Evidence:
- 1.1 Mission Document;
- 1.10 Montana Center on Disabilities:
Focusing on Abilities
Standard 1.A.7 - Strategic Initiative Revisions
When MSU Billings considers a substantive change, the
responsibility of working with both the Montana Board of Regents and
the Northwest Commission on Colleges and Universities is understood.
An example is our COB/Anjo Japan collaboration to offer preparation for
becoming a certified public accountant through a combination of online
and coursework onsite in Japan for Japanese students. Due to changes
in Japanese administrative ownership and oversight, the Anjo program is
being discontinued and is in the process of “teaching out” those students
in process. Program closure is scheduled to be final by September 2008.
Evidence: 1.11 Anjo Agreement
 Evidence: 1.1
Evidence: 1.2
Evidence: 2.11
- General Bulletin
- 2.5 Graduate Catalog
Back to Top
|
