MU-Middle States Self-Study: Chapter 2. Institutional Planning: Mission, Goals, and Effectiveness

Chapter 2. Institutional Planning: Mission, Goals, and Effectiveness
Conclusions and Recommendations

Strengths

There is strong, objective, and compelling evidence that Millersville University is an outstanding institution, one of the foremost of its class in the country, that distinguishes itself through its overall quality and excellence and is achieving its mission with distinction.
The mission is clearly stated and constitutes an appropriate focus for University activities. It reflects and helps us focus on our priorities.
The vision is clear, current, and well organized through its six themes.
Institutional goals are clearly stated. As a result of the analysis presented in this chapter, the institutional goals have been reduced in number and made broader and farther reaching.
A strong relationship among the mission, vision, and institutional goals is readily evident.
There is broad-based participation in developing the mission and vision.

While the mission is presented in our catalogs and both the mission and vision are on our Web site, it appears that some cohorts of stakeholders are not familiar with these important statements.
Despite attempts to involve them, students have limited input into the mission, vision, and institutional goals. Stakeholders other than students largely develop these important statements delineating University purposes, direction, and destination.
The programs suggested by the mission are resource- and time-intensive. Breadth, range, and depth (scholarship and service as well as teaching) are emphasized and can be expensive to provide. Similarly, discourse, exchange of divergent and controversial opinions, and staging for free play of imagination and curiosity are often best facilitated in small group settings, which are resource-intensive.
The University community lacks assurances that our many planning and outcomes assessment efforts are sufficiently coordinated to avoid duplication of efforts.

Define and communicate more clearly the relationship among our many planning and assessment efforts.

Increase the understanding of and appreciation for the mission and vision among a broader range of institutional stakeholders.
Use the mission and vision to promote University programs and services and justify new initiatives.