ITEM 118-2701-R0103  Summary

Montana University System New Academic Program Proposal Summary

1. How does this program advance the campus' academic mission and fit priorities?

This is consistent with the approved mission of Montana State University-Billings. Specifically, the language of the mission statement reads, "Fulfilling its mission as Montana's only urban university whose energies and resources, programs and aspirations are inextricably interwoven educationally, economically, socially, culturally, and environmentally with those of the communities of Billings, the Greater Yellowstone Region, and the State of Montana."

2. How does this program fit the Board of Regents' goals and objectives?

The specific Board of Regents' goals and objectives this proposal addresses are:

A. To make high quality, affordable higher education experience available to all qualified citizens who wish to further their education and training.

1. To identify or seek creative funding alternatives that will expand public and private resources.

2. To expedite student progress towards degree objectives in order to reduce time to degree (and related costs) and maintain affordability for the widest range of students.

B. To deliver higher education services in a manner that is efficient, coordinated, and highly accessible.

3. To increase the coordination of academic resources to improve student progress toward degree.

C. To be responsive to market, employment, and economic development needs of the State and the nation.

1. To offer programs and services consistent with the changing market and employment needs of the state and nation.

2. To promote the full spectrum of higher education needs and opportunities in 2-year, 4-year, graduate and professional education.

3. To make the Montana University System more accessible and responsive to businesses, government and other constituents.

D. To improve the support for and understanding of the Montana University System as a leading contributor to the State's economic success and social and political well-being.

1. To meet constituents' expectations for accountability through responsible stewardship of resources.

2. To expand community involvement, service and outreach initiatives at the campus level.

3. To partner with state government, our congressional delegation, K-12 education, tribal and local governments, labor and business leaders, to preserve and improve the economy of Montana.

3. How does this program support or advance Montana's needs and interests?

This change is consistent with the mission and vision of MSU-Billings to better serve the health care industry in Billings and rural Eastern Montana. This is a common goal shared by the regional health care providers and Montana State University-Billings. In addition to better serving the educational needs of the regional hospitals and long term health care facilities, the reorganization should facilitate the need for Montana's public health agencies to have linkages with institutions of higher education to provide critical workforce preparation, up to date information, methods, and technology.

4. How will this program contribute to economic development in Montana?

It is the intent of the reorganization to respond to the requests of the health care industry in Montana by providing a responsive infrastructure for existing and new program offerings, and use existing resources more effectively to support the health care industry and its related workforce needs in Montana. Of Montana's 56 counties, 50 have been designated in whole or in part as Health Professional Shortage Areas by the federal government. There are approximately 35,000 individuals employed in the health care industry in Montana and 10,000 of those individuals are employed in Yellowstone County. Additionally, MSU-Billings is uniquely situated to serve the needs of rural/frontier health care providers located across Eastern Montana. Rural/Frontier health is receiving significant governmental attention through the "Critical Access Hospital" program designed to maintain health care in rural communities. It is also widely recognized that community health providers have significant economic impact within these rural/frontier communities. In Billings the industry pumps an estimated $190 million into the local economy. MSU-Billings has in excess of 100 graduates in health professions annually earning average salaries above the state's per capita income. Graduates from the Masters of Health Administration, the majority of which stay in Montana, have average annual salaries of $59,082.00. In addition, last year MSU-Billings administered $515,000 in grants and research serving community health needs. This effort is expected to grow significantly in the next five years.

5. What is the Program's planned capacity?

Break-even point? FTE students

Enrollments/year? 666 (current enrollment in existing programs)

Graduates/year? 113 (current graduates from existing programs)

MT jobs? 30,000 current positions exist in all health related fields. Vacancy rates for each industry and agency vary.

6. Resource Allocation

Total program budget?     $ 1,560,979

Faculty FTE? 27.00

Staff FTE? 6.00

Does this program require new resources? Amount?

The reorganization will rely on reallocation of existing personnel and operating resources.

How will the campus fund the program?

Internal reallocation

If internal reallocation is necessary, name the sources?

With the exception of the dean's position the reorganization relies on resources currently funding faculty, staff, and operations in existing health related programs (see table 1). The dean's position will be funded by elimination of 2 administrative positions, the Director of the Master's in Information Processing and Communication and the Associate Vice Chancellor for Academic and Student Support.