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Strategic Plan

As the only public institution of higher education in Montana’s capital city, The University of Montana-Helena College of Technology is keenly aware of its role in providing access to learning opportunities for the citizens of Helena and the entire State of Montana. The directions and priorities set forth in this plan are intended to reaffirm UM-Helena's commitment to its mission as a comprehensive technical college, providing high-quality programs and services in workforce training, university transfer preparation, and lifelong learning.

This strategic plan establishes a road map for the College's growth and development over the next five years. The directions and priorities set forth in this plan were developed through a participatory process led by a team of students, faculty, and staff members. The planning process included an analysis of strengths and strategic opportunities, periodic interactions with college departments and committees, the surrounding community, and the entire college community. Taken together, this input shaped the definition of four strategic directions, each representing an area where the College would benefit from focused attention over the coming five years. Priorities for action further support each of the strategic directions by identifying specific tasks for the College to address. This framework will be brought to life by operational initiatives developed annually by the departments and programs throughout the college. A standing committee of staff and faculty members will coordinate an annual review of progress and make recommendations for any adjustments to the plan that may be needed.

This revision of the UM-Helena strategic plan is but one component of a continuous process of planning, action, assessment, and evaluation. These ongoing activities will help UM-Helena remain focused on fulfilling its mission and help the college thrive in the face of challenges. Meeting the needs of the communities it serves, keeping pace with economic and demographic changes and rising expectations, and serving our students well will all translate into transforming lives.


Strategic Directions and Priorities, 2006-2011


Student Success

Direction: UM-Helena develops and offers instructional programs and student services that help students succeed in reaching their goals.


Priorities for action:

  • Assist students in balancing life and school demands.
  • Provide transition services for students from application through graduation.
  • Develop and evaluate quality educational programs.
  • Increase access to student resource areas for the varying student populations.
Connect with the Community

Direction: UM-Helena builds connections with a broad range of groups to respond to the diverse needs of the communities we serve.

Priorities for action:

  • Work collaboratively with business and industry, local and state governments, community organizations, and educational partners to accomplish common goals for statewide economic development.
  • Create communication avenues with the surrounding community.
  • Fully develop internships and service learning opportunities for students.
  • Identify and incorporate community interests/ business and industry needs in future planning.
  • Foster faculty, staff, and student involvement in community organizations and events.

Create Access

Direction: UM-Helena makes access to higher education possible for the communities we serve.

Priorities for action

  • Develop alternative delivery methods for courses and degree obtainment including distance learning, evening and weekend offerings and collaboration with other educational institutions to enhance access to higher education.
  • Lessen the financial burden of higher education through the development and marketing of scholarship opportunities.
  • Improve access and services to people with disabilities.

Develop Resources

Directions: UM-Helena proactively develops its fiscal, capital, technological and human resources to ensure the effective, efficient management of quality programs and services.

Priorities for action

  • Improve technological infrastructure and services including electronic mail, wireless networks, and computers.
  • Develop criteria for managing enrollment to sustain the quality of our programs and services including marketing and development.
  • Develop staffing and salary structure plans.
  • Expand the college’s fiscal resource base through grants, private funding, and entrepreneurial activities that support college priorities.
  • Develop public/private partnerships and corporate sponsorship and in-kind donations.
  • Promote legislative awareness and support.
Support the excellence and growth of college faculty and staff members through professional development programs.