Developing the Plan:

Catholic Character/Mission
Initiatives

January 2001

Strategic Initiative: Sustain the College's commitment to the Mission/Catholic Character.

Identified Issue: During the 10-year life of the current mission statement, concerns about the inclusivity, clear Catholic identity and length of the statement have been raised.

Action:

Complete the re-articulation of the Mission Statement based on college community input and consideration. Submit the Statement to the Board of Trustees for approval.

Responsibility:

President Eldred

Resources:

Target Deadline:

June 2001

Evidence of Progress:

The Mission Statement is approved by the Board of Trustees.

Outcome:

All members of the College community have a Mission Statement that offers direction and inspiration for their work.

Strategic Initiative: Reconstruct the college committee structure.

Identified Issue: The proliferation of committees is a contributing factor to the feeling of fragmentation experienced by many members of the college community.

Action:

Dissolve the current committee structure and determine which committees are essential to effectively carry out the mission of Saint Mary's College. Revise the Governance Manual accordingly.

Responsibility:

Administrative Council

Resources:

Target Deadline:

Begin the process in June 2001.

Evidence of Progress:

The Administration initiates a college-wide process to review the purpose and effectiveness of all existing College committees. An efficient committee structure is established.

Outcome:

Members of the college community will be engaged in committees that are essential to achieve the mission of the College. Quality time will be gained to build relationships/community and foster an environment of leisure for learning.

Strategic Initiative: Implement an accountability system for mission integration.

Identified Issue: Fundamental criteria for evaluation of institutional effectiveness for mission integration needs to be decided and incorporated into the appraisal system.

Action:

Design and implement an education process to facilitate understanding of the mission, core values and behavioral expectations. Include mission integration criteria in the annual performance review.

Responsibility:

Vice President for Mission, Director of Human Resources, Administrative Council, Mission Council.

Resources:

Target Deadline:

December 2001

Evidence of Progress:

A cyclic implementation of an education process for mission integration and a revised performance review form to include mission effectiveness will be a standard operating procedure.

Outcome:

Members of the college community will understand and implement the mission with greater enthusiasm and integrity, thus offering an excellent, holistic education to students while enjoying personal satisfaction from membership in the college community.

Strategic Initiative: Determine that mission-based hiring is a requisite.

Identified Issue: Although candidates receive a copy of the mission statement, the hiring process ought to include clarity about the institutional culture in which the new person will work and indicators of the candidate's willingness to commit herself/himself to the College Mission.

Action:

Design guidelines and procedures that can assist the hiring agents of the college with the mission-oriented full cycle from the position description to performance appraisal.

Responsibility:

Administrative Council, Director of Human Resources, Mission Council.

Resources:

Target Deadline:

Begin during the Spring semester 2001

Evidence of Progress:

The hiring agents will have a clear understanding of and commitment to the mission of Saint Mary's College. They will articulate this effectively to candidates and discern with them the mission fit.

Outcome:

Saint Mary's College strengthens its identity because new members are invited into a mission-based community that possesses a strong commitment to its unique role in higher education

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