Embracing Our Mission:Strategic Plan 2009
Embrace the founding mission and values of the University, as established
by the Sisters of the Holy Names of Jesus and Mary, to educate the whole
person, serve the underserved, promote interfaith dialogue, and engage in social
action for the good of the community.
Honoring Our Roots While Nurturing New Branches
Proposed Outcomes1. Clarifying University Mission
2. Educating the Whole Person
3. Educating and Serving the Underserved
4. Promoting Interfaith Dialogue
5. Engaging in Social Action & Service
Outcome 1: Clarifying University Mission
To deepen our understanding of and rearticulate our mission.
Outcome 1: Clarifying University Mission Strategy 1: High Importance
To engage in a series of institution-wide dialogue sessions in order to deepen our understanding of our mission (heritage, current academic offerings, and future possibilities) and articulate a revised mission statement.
Why? Development as an institution now challenges Marylhurst
to deepen understanding of mission as it meets needs of the 21st century.
Outcome 1: Clarifying University Mission Strategy 2: High Importance
Adopt an annual mission-oriented project or theme that informs curriculum, social action projects, events, and university activities.
Why? To keep our awareness of mission alive, and to
embody the Marylhurst mission in educational and service activities with intention.
Outcome 1: Clarifying University Mission Strategy 3: Low Importance
To consider the creation of a “Mission Effectiveness” staff position.
Why? To focus attention on our work related to mission.
Like Janus:Looking Forward by Looking Back
Outcome 2: Educate Whole Person
To foster education and integration of all
aspects of the whole person through
campus experiences and across all
programs for ALL students.
Outcome 2: Educate Whole Person Strategy 1: Medium Importance
To identify existing and create new educational opportunities and student support programs to support the whole person for all students, faculty and staff (on-campus and distance).
Why? To ensure student support and educational focus
on mind, body, spirit.
Outcome 2: Educate Whole Person Strategy 2: Medium Importance
To build on recent campus improvements in order to more fully integrate intellectual, physical, and spiritual activities on campus for all constituents to promote physical and spiritual well-being.
Why? So Marylhurst can be a leader in utilizing campus
space for whole-person learning.
The Sankofa Bird
This West-African mythic bird flies
forward while looking backward
with an egg (symbolizing the
future) in its mouth.
Outcome 3: Educate & Serving Underserved
To define “underserved” within our own student population AND
To address our internal approaches to resources and compensation in order to promote and ensure equity for
faculty and staff.
Outcome 3: Educate & Serving Underserved Strategies – Underserved Students: High
Importance To create a working definition of “underserved” in our
current and future student population: identify the particular support services and resources
underserved students need. continue growing MU’s partnerships with community colleges to
help meet goal of serving underserved students.
Why? To support historical dynamic of the Marylhurst mission
in addressing unmet needs.
Outcome 3: Educate & Serving Underserved Strategies – Workload Equity: High Importance
To perform external and internal workload and compensation analyses.
To address issues associated with adjunct faculty model.
Why? Marylhurst staff and faculty, especially adjunct faculty,
are themselves “underserved” in the sense of equitable compensation, including salary, benefits and workload.
Seeing Things Differently
Outcome 4: Interfaith Dialogue
To have an integrated approach to promoting
and supporting interfaith dialogue
activities.
Outcome 4: Interfaith Dialogue Strategies: High Importance
To clarify, articulate, and communicate the goals of interfaith dialogue Identify and resource coordinator position Create promotional / marketing plan Develop new events and activities Explore creation of Center for Interfaith Dialogue
Why? Building on existing activities, Marylhurst is well-
positioned to be a community leader in interfaith dialogue activities.
Back to the FutureMarty McFly: Doc, we better back up. We don't have enough road to get up to 88.
Dr. Emmett Brown: Roads? Where we're going we don't need roads.
Outcome 5: Engage in Social Action & Service
To create the Marylhurst Service Program.
Outcome 5: Engage in Social Action & Service Strategy 1:
To create the Marylhurst University Service Program. NOTE: In process!
Why? To make community-based service a more intentional and
integral part of the University’s culture To benefit the numerous communities that we serve and
in which we live and participate. Though we are grounded in an ethic of service, we
currently have no formal way of coordinating these kinds of community service activities.
Team Disclaimers We listened intently to the voices of our
University constituents in creating this plan, and
We acknowledge our team’s limitations: Time for research and reflection The limits of our own perspectives The devil is in the details, and 5-year and 2-year plans restricted long-term
visioning
THIS IS WHY IT MATTERS
Respectfully Submitted ByPam Miller, Melanie Booth, Lynn Brown, Donna Davis, Jeff Hartnett,
Paul Sutinen, Sandy Pittenger, Susan Carter, Sheila O’Connell-Roussell, Meg Roland, Carole Strawn