The University of Montana-Missoula
Summary of Strategic Goals
The planning context for The University of Montana is framed by the Montana Board of Regents Strategic Plan.
This plan is updated annually and its progress is continuously monitored through the compilation and analysis
of key outcomes data.
At the same time, current economic conditions of the nation and the State of Montana offer challenges and
opportunities to The University of Montana in myriad ways. Faculty and campus leaders are continually engaged
in focused strategic planning efforts in: Academics; Research; Student Affairs; Information Technology; Campus
and facilities; Intercollegiate Athletics; and Foundation and fundraising. In addition, the President annually
publishes the Strategic Directions for The University of Montana, which serves as a dynamic statement of
priorities and targets for achievement, directing the specific paths of programmatic planning.
While these individual plans link the various elements of the University’s strategic direction, the following
is a summary of the four overarching goals that are inherently critical to the University’s success in all its
endeavors. The degree to which we attend and adhere to these goals will ultimately determine the continued
success and the value of The University of Montana.
Improve Academic Quality and Student Success
In order to achieve this goal, The University of Montana will cultivate learning and discovery in both undergraduate
and graduate education; build community through engagement and outreach; embrace diversity and the global
environment; and continuously improve the academic environment. Fundamental to the University’s core values
is the understanding that high quality learning experiences allow students to realize their full potential. Student
success requires collaboration and alignment throughout the K-20 sector to ensure that Montanans from across
the State are academically prepared and have effective access to success in higher education. As data from ongoing
assessment inform the planning processes, the University will ensure continuous improvements in academic quality,
resulting in the best possible learning outcomes for its students.
Grow Research, Creative Scholarship, and Technology Transfer
The University must continue to grow its research and creative scholarship. Success is not only measured in the
volume of sponsored research projects, but in the number and stature of publications, the contributions faculty
and students make to Montana and global economic, health, cultural, and social issues, and the hands-on research
experiences of students. Learning and discovery occur not only through instruction, but through scholarly
interaction between faculty and students engaged in research and scholarship.
Strategically Manage Enrollment
The University will work proactively to optimize its enrollment in order to continue to provide affordable and
accessible higher education for the people of Montana at the two-year, four-year, and graduate levels. More than
simply growing total enrollment, this strategy requires that the University focus on targeted segments, programs,
and services. Strategic enrollment management includes understanding and accommodating the needs of
underserved and underrepresented populations, as well as attracting, retaining, and graduating students from a
diverse array of cultural backgrounds, age groups, financial means, and geographic regions.
Optimize Institutional Efficiency and Effectiveness
Keeping education affordable concurrent with declining levels of public funding support is not possible unless
the institution is operating efficiently and effectively. UM must continuously identify sources of potential savings,
practice cost containment, and develop new revenue streams in order to maintain the integrity of instructional
programs. Finally, campus and program level planning and budgeting processes will be continuously enhanced and
aligned to ensure that resources are allocated consistent with strategic priorities.
The University of Montana-Missoula
2010 Strategic Achievement Report Card
Goal/Objective
Measure
2015 Target
2010 Target
Current Status
Improve Academic Quality and Student Success
Student Success
First-Year Retention Rate 80%
Six-Year Graduation Rate 57%
Undergraduate Degrees Awarded
2,600 Graduate Degrees Awarded 1,000 COT First-Year Retention Rate 60%
COT Graduation Rate 45%
73%
45%
-
-
-
-
73%
45%
2,218
735
56%
38%
Academic Performance
Learning Outcomes (CLA)8th decile
Writing Proficiency (first-time pass rate) 90%
COT Learning Outcomes - Licensure Pass Rate 100%
-
85%
-
7th decile
83%
95%
Student Engagement
Hands-On Research Experiences (NSSE)
Study Abroad Experiences
Internships
Hours of Public Service/Service Learning
Graduate Students Supported (GTAs and GRAs)
25%
450
800
-
820
-
-
-
-
-
23%
299
633
369,612
496
Grow Research, Creative Scholarship, and Technology Transfer
Faculty Scholarship
Volume of Sponsored Research $100M $70M
Peer-Reviewed Publications (ISI citations) 650 500
Science and Nature Articles 45 30
Technology Transfer
Patents Issued
Number of Startups
6
2
4
2
$67M
497
31
3
1
Strategically Manage Enrollment
Total Enrollment
Fiscal Year FTE Enrollment 13,393 13,043
Fall Headcount
15,000 14,272
Composition
Headcount by Level
COT
Baccalaureate
Graduate Affordability
Access 13,340
14,921
23% 13%
54% 72%
23% 15%
14%
72%
14%
Tuition (% of median - 20 regional comparators) 100% 100%
94%
Annual Growth in Number of Ethnic Minorities >2% Annual Growth in Low Income Students >2% 5%
5%
3%
3%
Optimize Institutional Efficiency and Effectiveness
Instruction Cost/Productivity
Student Credit Hours per Faculty FTE 100% 100%
Instructional Expense per student (% of benchmark) 90%
-
102%
86%
Resource Allocation
% of General Funds Budget to Instruction,
Academic Support, and Student Services 70% 70%
% of Budget Allocated to Strategic Initiatives 1.5% -
% of Budget Allocated to Contingency 2% -
68%
0.9%
0.5%
Facilities
Energy Expense per Square Foot $2.02 $2.49
Operating & Maintenance Expense per Square Foot $3.20 $3.20
Climate Action - Carbon Emissions (MTeCO2) 38,700 -
$2.24
$3.17
43,000
Value of Endowment $150M
-
$106M
Faculty (% of CUPA national median)
Administrators (% of CUPA national median)
Mid-Professionals (% of CUPA national median)
Staff (% of median - Montana OES data)
-
-
-
-
91%
78%
87%
90%
Advancement
Salary Comparisons
95%
85%
90%
95%