Chapter 6: Missouri State University as a Distinctive Organization

Strengths, Challenges, and Recommendations

Through the self-reflective processes described above and because of Missouri State’s commitment to institutional improvement, the HLC Steering Committee notes the following strengths and challenges. The Steering Committee also recommends several actions that might help to remove or mitigate some of the institution’s challenges.

Strengths

•   Missouri State is distinctive by its statewide mission in public affairs. No other state-supported Missouri institution and few institutions nationally have an explicitly stated public affairs mission.
•   Missouri State encourages and promotes diversity, in its broadest sense.
•   Since 1995 the University has made significant strides in increasing diversity through articulated plans, the hiring of women and minorities in administrative roles, and minorities in faculty positions. While the Steering Committee acknowledges the University has not yet met its goals in hiring, it is convinced that the University will continue to plan for increased diversity and to work toward those goals.
•   In keeping with our mission, the University “promotes knowledge and understanding of multicultural environments” through several aspects of University life. Academic programs provide students numerous opportunities to learn about diversity through course materials. The revised general education curriculum, area studies majors and minors, requirements within specific disciplines, such as Education and Business, and various activities on campus demonstrate how knowledge of multiculturalism and diversity are promoted.
•   Missouri State provides programs to reach a large cross section of the faculty in promoting and encouraging diversity.
•   Missouri State is accountable to many internal and external constituencies. For example, through long-range plans and accompanying performance measures, the University reports to all constituents; the Internal Audit office reports to the Board of Governors; academic programs report to the Coordinating Board for Higher Education and other accrediting agencies.
•   Missouri State is self-reflective through several systematic self-evaluations. Examples include long-range planning, Faculty Senate meetings, departmental meetings, program reviews, program accreditations, and program assessments.
•   Missouri State supports a strong system of faculty governance that includes the Faculty Senate, the Graduate Council, College Councils, Committee on General Education and Interdisciplinary Programs, and the Professional Education Committee.
•   External Advisory committees are used by many departments and units.
•   The Teaching Fellowship Program and the University’s performance measures are two examples of sustained efforts to connect assessment with the improvement of educational programs.

Challenges

•   Although the institution is compliant in EOAA issues and has made continuing progress toward an appreciation of diversity, one of the challenges it faces as Missouri State University is elevating its role as a leader in diversity issues in the region and state. For example, some students do not take advantage of the numerous opportunities available on campus for learning about diversity, and there is no system at present for the institution to assess the degree to which students apply the knowledge they gain about diversity as they live and participate in communities with diverse members, either on or off campus.
• Due in part to budget limitations, the University continues to have difficulty hiring and maintaining quality faculty members, especially those representing minority groups, and minority students. Studies of hiring across the nation have shown that equitable salaries are as significant as environmental factors in attracting employees. Until Missouri State is able to offer competitive salaries to minority candidates, it is unlikely that the institution will be able to achieve a significantly higher level of ethnic diversity.

Recommendations

•   In order to become a leader in diversity issues, the University should elevate equal opportunity and affirmative action to go beyond compliance to a greater appreciation of diversity. To this end, the institution should increase the opportunities for and student participation in the number of active learning experiences with international students and other diverse populations in order to make theoretical knowledge of diversity more meaningful. Likewise, it should assess these experiences through alumni surveys and other instruments.
•   The University should continue to give high priority to diversity in student recruitment and faculty hiring.