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