Embracing Our Mission.6.15.09

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 Outcomes
Clarifying University Mission
Educating the Whole Person
Educating and Serving the Underserved
Promoting Interfaith Dialogue
Engaging in Social Action & Service

Outcome 1: Clarifying University Mission
To deepen our understanding of and rearticulate our 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.

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.

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.

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.

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.

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.

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 Future
Marty 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 By Pam Miller, Melanie Booth, Lynn Brown, Donna Davis, Jeff Hartnett, Paul Sutinen, Sandy Pittenger, Susan Carter, Sheila O’Connell-Roussell, Meg Roland, Carole Strawn

Embracing Our Mission.6.15.09

by Melanie Booth on Jun 16, 2009

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Embracing Our Mission.6.15.09 — Presentation Transcript