MARYVILLE COLLEGE’S BICENTENNIAL AND BEYOND STRATEGIC PLAN

RENEWING OUR STRENGTH 2013–2019

“BUT THEY THAT WAIT UPON THE LORD SHALL RENEW THEIR STRENGTH; THEY SHALL MOUNT UP WITH WINGS AS EAGLES; THEY SHALL RUN , AND NOT BE WEARY; AND THEY SHALL WALK , AND NOT FAINT . ” — I saiah 40:31 ­

FIERCELY PRACTICAL AND DETERMINEDLY ASPIRATIONAL,

the “Renewing Our Strength” Strategic Plan for Maryville College was approved by the Board of Directors on Oct. 18, 2012, and provides a vision for its bicentennial in 2019. The two major goals for this period are achieving financial stability and ensuring a vital academic program that is relevant in its time and place. These goals are fundamental to Maryville College continuing to accomplish its mission to prepare students for lives of citizenship and leadership. Connecting the Maryville College of yesterday, today and tomorrow, this plan reaffirms the College’s belief in the liberal arts as a distinctive and successful approach to education, the College’s commitment to faith and learning, and the College’s desire to embrace change. One guiding purpose in this plan is that, in 2019, Isaac Anderson would both recognize and approve of the College he founded. From 2013 to 2019, Maryville College will focus on fostering the holistic personal development and professional preparation of its students in a church-related, residential liberal arts setting. I encourage you to look over this publication and see how and where you might get involved. As always, I welcome your comments, questions and ideas. Dr. William T. “Tom” Bogart Maryville College President

MARYVILLE COLLEGE WILL BE A VIBRANT, SUSTAINABLE INSTITUTION joining the liberal arts
and professional preparation in partnership with others.
In 2019, M aryville College will demonstr ate sustainability in
every area of its life. T his commitment to sustainability will undergird the vibr ant institutional life of the College and the surrounding community and will teach a lifestyle of sustainability to our students.

Financial sustainability goals include:

a student body of 1,300 and reporting a freshman-to-sophomore • Serving retention rate of at least 80 percent and a 5-year graduation rate of at least 60 percent.

• Growing the endowment to a minimum of $80 million. $1.5 million annually for the Maryville Fund and increasing, by • Raising 10 percent, the number of donors from all constituencies.
a Capital Projects Fund that will provide for ongoing • Establishing maintenance and contribute to future construction.

REACHING OUR GOALS

Environmental sustainability goals include: sustainable • Implementing environmental practices that

will lead to decreased energy use and increased health of the College Woods. a facilities life cycle plan • Implementing and integrated campus master plan that will determine priorities and allow for full utilization of facilities. “Vibrant institutional life” goals include:

In April 2013, Crawford House was awarded LEED Gold certification from the U.S. Green Building Council. The house, constructed in 1876 for professor Gideon Crawford, underwent numerous improvements in pursuit of LEED, including the installation of low-E storm windows, efficient HVAC units, soy-based foam insulation and a 12-panel solar array.

compensation packages for faculty and staff that are consistent • Offering with appropriate regional and national norms.

professional development opportunities for faculty and staff that • Funding will enable them to grow as experts and develop new knowledge and the diversity of the College’s faculty, staff and student body so • Increasing as to expose the entire campus community to a variety of perspectives. healthy work-life balance and regular physical activity • Encouraging among the faculty, staff and students. skills in their areas of teaching and work.

Maryville College will be a vibrant, sustainable institution

JOINING THE LIBERAL ARTS AND PROFESSIONAL PREPARATION
in partnership with others.
In 2019, M aryville College students will capitalize on
their deep understanding of the liber al arts and vocational explor ations to successfully begin a lifelong professional journey.

Goals include:

an innovative, • Supporting relevant curriculum that joins the liberal arts and professional preparation. a developmental • Implementing advising and mentoring program that cultivates engaged professionals and citizens. and expanding • Enhancing international experiences and improving their accessibility to students.

REACHING OUR GOALS

•  Providing modern and appropriate facilities and equipment that will support
innovative and relevant curricular and co-curricular programs.

In 2013, college administrators announced the plans for “Maryville College Works,” an initiative that will require every student to complete a significant, practical experience before graduation.

•  Supporting an intercollegiate athletics program that maintains the highest
standards of competition while fostering a balance between in-classroom and onfield achievements.

Maryville College will be a vibrant, sustainable institution joining the liberal arts and professional preparation

IN PARTNERSHIP WITH OTHERS.
In 2019, M aryville College’s mutually supportive and
enduring partnerships will provide a strong foundation for institutional sustainability, community and global outreach, and academic and professional development.

Goals include:

collaborative agreements with educational institutions, • Establishing nonprofit organizations, businesses and other groups for the purposes of facility sharing, internships, practica, undergraduate research, professional development and increased enrollment. alumni, friends, foundations and corporations to strengthen • Engaging philanthropic support to improve teaching, learning and facilities. meaningful relationships with the Presbyterian Church • Developing (USA) and other faith communities that present a distinctive model of a church-related college serving a religiously pluralistic student body.

“ THE MARYVILLE COLLEGE STATEMENT OF PURPOSE says, among other things, that the College is an institution which ‘prepares students for a world of uncertainty and accelerating change.’ When the Board of Directors adopted this strategic plan in October 2012, members were focused on this very important part of the College’s mission. With the strategic plan at its foundation, ‘the Queen of all the highlands’ will be better equipped to successfully prepare its students for such an everchanging world. And that is a very good thing.”

WAYNE R. KRAMER ’74
Chairman Maryville College Board of Directors

MARYVILLE COLLEGE’S BICENTENNIAL AND BEYOND STRATEGIC PLAN

502 E. Lamar Alexander Parkway Maryville, Tennessee 37804 865.981.8000 For more information, visit maryvillecollege.edu/about/strategicplan

2013

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