Gonzaga Thinking:

This August marked my 19th anniversary of employment at Gonzaga. Of the many issues with which I have been involved over that period of time, none has been either as perennial or as profound as answering the question, “How do we [as Gonzaga University] best live out our Mission?” There are various ways of framing this fundamental, or “key” question, each of which approaches it in a slightly different way: “What students are we to serve?” “What academic and student life programs should we offer?” “What are the hallmarks by which our particular educational experience should be known?” “What are the types of experiences that each of our undergrad/graduate/law/doctoral students ought to have while enrolled in their program(s)?” “Who should teach our students?”

As I look back over time, I can recall numerous attempts to articulate and answer this key question – and its many corollaries. At times, our efforts have been met with tremendous success, and much about Gonzaga today reflects those efforts. It is also true that, at times, our efforts have been overtaken by the need to respond to more immediate, short-term issues. For example: along with the opportunities brought to us by unexpected enrollment success, our energies have, of necessity, been diverted to the immediate challenge of responding to the short-term needs of our students, faculty, staff and campus facilities.

As we set our course for the next several years, I think a good place to start is by revisiting this fundamental question and seeking the thoughtful wisdom of our entire community – students, faculty, staff, parents, Jesuits, alumni, Trustees & Regents, friends and benefactors – in response to it. Internally, there are three primary approaches by which I hope we can get at it: (1) Thoughtful review of our institutional Strategic Plan (see “Notes,” below). The Plan was developed in 2006-07 to serve as guidance for institution-wide planning and goal-setting. Given our recent successes in undergraduate and distance-delivered programs, as well as real changes in the economy, it is in need of review and refinement by our constituencies. (2) Engaged review of the University Core Curriculum. This effort has been in process now for two years; during the current year, the Core Curriculum Committee is structuring opportunities for the rest of the University community to weigh in on the question, “What is it, through the Core Curriculum, that we want each of our undergraduate students to experience? In many ways, it is through the Core Curriculum that our students have a common experience of what it means to be educated at Gonzaga; it is a wonderful opportunity to get at our key question.” (3) The annual budget process. It is a belief of mine that if one wants to understand what an organization truly values, one need only look at how it chooses to allocate resources. This year, I would like to see our budgeting process begin with answering our “key” question, and allow requests and allocations to be informed by it.

I am interested to know what you think about this key question – “How do we [as Gonzaga University] best live out our Mission?” – and the issues it raises. When you think of Gonzaga, what are the things that constitute appropriate and effective ways by which the University can live out its “Jesuit, Catholic, and humanistic educational Mission” in service to our students?

Notes:
1)  An on-line version of the institution’s Strategic Plan can be found at: www.gonzaga.edu/strategicplan
2)  The efforts of the Core Curriculum Committee’s review can be found at: www.gonzaga.edu/core