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Principles of Planning at The University of Montana

  • Not only do planning priorities drive budget decisions, but those goals are set within the context of institutional mission and values, environmental context (social, cultural, demographic, economic, public policy, and governance), and objective assessment of current performance and fiscal reality. 
  • Internal and external stakeholders have confidence in the institutional process and in the leadership because they can clearly identify the process used and the linkage to mission and strategic goals. 
  • Committees understand that their role is advice and counsel – not decision-making – but are confident that their voices are heard and have an impact on the resolution of issues. 
  • Initiatives, new programs, and department or unit plans are approved only after appropriately providing answers to  the questions, “How does this move the University closer to the achievement of its strategic goals?” and “Is this the best use of these resources?” 
  • Reallocation, refinancing, major equipment acquisition, new construction or major remodeling, assessment, and budget cuts are part of the continuum of planning, and occur as a logical consequence of assessment and strategic decision making.
  • Salary increases, new positions, new buildings, new programs, and new services are possible – even in a time of scarce or shrinking resources – but only as a result of strategic planning and resource allocation. 
  • Managers of individual units are expected to document and be accountable to long-and-short-term operational goals, and they clearly understand that these individual goals are subordinate to the strategic success of the University. 
  • Managers are rewarded for collaboration and cost-effective accomplishment of mission-driven goals.
  • Managers are held accountable for making the best use of resources allocated to them to achieve measurable outcomes, and no unilateral decisions are made to allocate resources independent of planning structures. 
  • Institutional assessment – like institutional strategic planning – is a coordinated activity with broad-based input, but across the campus every manager given the spending authority of a budget is charged with the correlative responsibility of assessment of unit performance against planned, measurable outcomes.
  • External accountability, including state and federal governance, accreditation, and public perception, is ensured to be seamlessly linked to institutional planning, budgeting, implementation, and assessment through the consistency and integrity of information.

University Hall 217

The University of Montana

Missoula, Montana 59812

Phone: (406) 243-5661

Fax: (406) 243-5537