Strategic Plan

Strategy 1.1: Improve sense of belonging and community through efforts that highlight Catholic identity expressed through Benedictine values. 

• Sub-strategy 1.1.1: Create open times in scheduling and the University calendar for students, employees, and members of the monastic community to gather.
• Sub-strategy 1.1.2: Initiate a speaker series for students and employees to deepen understanding of Catholic identity and Benedictine values. 

Strategy 1.2: Initiate curricular changes to better reflect Catholic identity expressed through Benedictine values. 

• Sub-strategy 1.2.1: Revise University-wide outcomes to reflect mission.
• Sub-strategy 1.2.2: Revise and align course offerings, CORE learning outcomes (PLOs), and course-level outcomes (SLOs) to reflect University-wide learning outcomes, while grounding the CORE in the Catholic Intellectual Tradition. 

Strategy 1.3: Promote Catholic and Benedictine identity through strategic communications. 

• Sub-strategy 1.3.1: Undertake a comprehensive brand refresh centered on Catholic and Benedictine Identity:
• Sub-strategy 1.3.2: Develop a values-driven content strategy.
• Sub-strategy 1.3.3: Align and standardize event experiences.

Strategy 2.1: Improve student-facing infrastructure.

• Sub-strategy 2.1.1: Upgrade the appearance of high-traffic student-oriented facilities.
• Sub-strategy 2.1.2: Upgrade athletic and recreation facilities.
• Sub-strategy 2.1.3: Modernize classroom furniture with versatile replacements.

Strategy 2.2: Create or renew centralized student spaces for academic and wellness needs.

• Sub-strategy 2.2.1: Consider the feasibility of student-center space, either new or repurposed, that consolidates into an accessible one-stop format:
  • Retention-focused Student Affairs departments including Campus Ministry, the Dignity Center, Campus Life and the Center for Career and Calling;
  • A visible and accessible Visitor Center for the University and the Abbey;
  • A student chapel; and
  • Student Services—Admissions and Enrollment, Registrar, Financial Aid and Student Financial Services.
• Sub-strategy 2.2.2: Study the practicability of co-locating the Health Center and the Counseling and Wellness Center to improve service integration and student confidentiality.

Strategy 2.3: Improve IT infrastructure to enhance the student experience and employee efficiency.

• Sub-strategy 2.3.1: Transition to an improved learning management system (LMS).
• Sub-strategy 2.3.2: Where advantageous, replace current standalone operational systems with an integrated, enterprise-wide solution.

Strategy 2.4: Improve student success through student-centered services and instructional delivery.

• Sub-strategy 2.4.1: Removing barriers to graduation through the Saints Care referral system. Retain a dedicated case manager to lead retention efforts.
• Sub-strategy 2.4.2: Task the Center for Student Success with streamlining processes for admitted students and families.
• Sub-strategy 2.4.3: Institute regular and effective peer-teaching evaluations.
• Sub-strategy 2.4.4: Bolster instructional-design and learning-delivery support.
• Sub-strategy 2.4.5: Improve initial and continuing advising to retain students.

Strategy 2.5: Improve faculty and staff compensation, benefits and communication to improve employee retention.

• Sub-strategy 2.5.1: Develop and implement compensation plans and practices (as total-rewards packages) that reflect equity, fairness, transparency and fiscal responsibility.
• Sub-strategy 2.5.2: Build a career-path framework that defines and organizes employee roles within the University based on job functions, scope of responsibilities, and required skills and competencies. Provide a roadmap and training opportunities to foster hiring from within and career progression.
• Sub-strategy 2.5.3: Design and implement new employee onboarding and orientation programs that are inclusive, engaging, fully descriptive of what it means to work at Saint Martin’s as a Catholic, Benedictine institution.

Strategy 3.1: Increase enrollment and graduation rates through outreach, program expansion and improved retention.

• Sub-strategy 3.1.1: Continue to expand direct-admissions agreements with Catholic high schools in Washington, Hawaii, Oregon and Guam.
• Sub-strategy 3.1.2: Expand transfer agreements with community colleges in Washington and Hawaii. Washington sites should include staffed office hours for an admission counselor on site.
• Sub-strategy 3.1.3: Utilize technology to facilitate transcript evaluation for prospective transfer students.
• Sub-strategy 3.1.4: Continue to align program offerings with student and employer demand and institutional mission.
• Sub-strategy 3.1.5: Adjust graduate-program pricing to optimize revenues.

Strategy 3.2: Pursue alternative sources of revenue through grants, fund/friend raising. Intensify friend-raising efforts to expand the base of supporters and future donors.

Strategy 3.3: Grow mission-aligned grant and sponsorship revenue. Augment rental income by positioning Saint Martin’s as the entertainment and cultural venue of choice in the South Sound.

A strategic plan is a forward-thinking framework that outlines our institutional priorities, goals and initiatives. It serves as a guiding document to ensure that our decisions align with our mission and long-term vision. The process involves gathering input from the campus community, identifying key opportunities and challenges, and setting actionable goals that will shape our university's future. At the end of the process, the Board of Trustees will be the final vote for approval and implementation. 

At Saint Martin’s University, our strategic planning process is grounded in our Catholic Benedictine values, emphasizing community, stewardship and stability. This plan is designed to: 

• Strengthen academic excellence and student success.
• Enhance access and affordability for all students.
• Foster an inclusive and engaged campus community.
• Promote financial sustainability and responsible stewardship of resources.
• Build strong partnerships with external stakeholders to support our mission. 

This approach ensures that we remain true to our mission while adapting to the evolving landscape of higher education. 

The Strategic Planning Committee is composed of representatives from across campus, ensuring a diverse range of perspectives and expertise. This committee is responsible for reviewing feedback, developing key priorities and crafting the final strategic plan. 

Co-chairs: 

• Dr. Tim Madeley, Vice President of Business and Chief Financial Officer (email)
• Dr. Don Conant, Faculty Senate President (AY 2025-26), Department Chair and Professor of Business Administration and Economics (email)

Committee members: 

• Abbot Marion Nguyen, O.S.B., and Prior Nicolaus Wilson, O.S.B., from Saint Martin’s Abbey and the Board of Trustees
• Pat Rants and Tedi Reynolds '71 from the Board of Trustees
• Kaycee Selga, chair, (email) and Olivia Rackham (email) from the Staff Welfare Committee
• Dr. Kayla Blyman (email) and Dr. Ramon Luzarraga (email) from the Faculty Senate
• Avril Regis, president, (email) and Brittany Holland, vice president, (email) from the Associated Students of Saint Martin’s University (ASSMU)
• Members of the President’s Cabinet 

The strategic planning process will take place over several months to ensure thorough discussion, analysis and collaboration. Below is an outline of key milestones: 

• March 31: Campus-wide survey launched to gather input and feedback.
• April 16: Deadline for survey completion.
• May 1: The first campus town hall will be held from 3:30-5 p.m. on Thursday, May 1, in the Cebula Hall 3^rd Floor Event Space and over Zoom. The purpose of this event is to present initial findings from the survey and gather additional feedback.
• May 2: The second campus town hall will be held from 3-4:30 p.m. on Friday, May 2, in the Cebula Hall 3^rd Floor Event Space and over Zoom. The purpose of this event is to present initial findings from the survey and gather additional feedback for those unable to attend the first session.
• Summer Months: The Strategic Planning Committee will meet to develop the draft strategic plan.
• August 21: At the faculty and staff convocation, the near-final plan will be shared with the campus community for review and feedback before moving toward implementation.
• September 15-16: Presentation of the Strategic Plan to the Board of Trustees during the September quarterly board meeting to vote on approving and implementing the plan.
• October: Board of Trustees approved Strategic Plan.

Subject: Help Shape Saint Martin’s Future – Strategic Planning Survey Now Open

Dear faculty and staff,

Saint Martin’s University is launching a new strategic-planning process, and I invite you to be part of shaping our future. The last strategic plan, developed in 2022, laid a strong foundation for the University. However, the landscape of higher education has changed significantly, and the Board of Trustees has called for an updated plan that reflects our current challenges, opportunities, and aspirations.

What is a Strategic Plan?
A strategic plan serves as a roadmap for the University, guiding decisions and initiatives over the coming years to ensure that we continue to fulfill our mission. It identifies key priorities, goals, and initiatives that align with our mission and identity, and it positions Saint Martin’s for a strong future. This process includes gathering input from our campus community, assessing challenges and opportunities, and setting a course for continued success. The final plan will be proposed for approval to the Board of Trustees at its September meeting.

How You Can Engage
Your voice is essential in this process, and there are several ways to get involved:

• Take the Campus-Wide Survey – Open until April 9th, this survey will begin to shape the goals and priorities of our new strategic plan.
  Take the Survey
• Attend a Town Hall Event – These events will provide opportunities to learn about the themes that emerged from the survey and to provide further input.
  • April 21 from 3:30–5:00 in Cebula Hall, 3^rd Floor Event Space and over Zoom
  • May 1 from 3:30–5:00 in Cebula Hall, 3^rd Floor Event Space and over Zoom
• Connect with Your Strategic Planning Committee Representatives – Share your thoughts with those helping to shape the plan.

Strategic Planning Committee

To ensure broad representation, a Strategic Planning Committee has been formed with representatives from the various stakeholder groups of our community. I am grateful to these leaders for agreeing to serve.

Co-Chairs:

• Dr. Tim Madeley, Vice President of Business and Chief Financial Officer
• Dr. Don Conant, Faculty Senate President-Elect (AY 25–26), Department Chair and Professor of Business Administration and Economics

Committee Members:

• Abbot Marion Nguyen and Prior Nicolaus Wilson (Saint Martin’s Abbey and Board of Trustees representatives)
• Pat Rants and Tedi Reynolds ’71 (Board of Trustees representatives)
• Kaycee Selga and Olivia Rackham (Staff Welfare Committee representatives)
• Two representatives TBA (Faculty Senate representatives)
• Avril Regis and Brittany Holland (ASSMU representatives)
• Members of the President’s Cabinet

For more information on the strategic-planning process, visit the webpage: www.stmartin.edu/StrategicPlan.

Thank you for your time, insights, and commitment to the future of Saint Martin’s University.

Sincerely,
Bill

William Brownsberger, S.T.D.
President 
Saint Martin’s University – Office of the President
A: 5000 Abbey Way SE, Old Main 269, Lacey, WA 98503
P: 360-438-4307 | E: president@stmartin.edu | W: www.stmartin.edu

Dear Faculty and Staff,

Thank you to those who have responded to the Strategic Plan Survey by the original deadline of April 9^th. To provide more opportunity and time, we have extended the deadline to complete the strategic planning survey to this Wednesday, April 16^th.

Your feedback is critical as we plan for Saint Martin’s future. The survey is one of the primary ways your voice can be heard. A few important reminders:

• Not all questions are required—please submit what you can.
• You can save your progress and return later.
• The survey is anonymous—please be candid.
   

Take the Survey

Also, please note the corrected dates for the upcoming campus town halls (3^rd Floor Cebula and Zoom) below. These sessions will be another opportunity to share your ideas and hear initial survey findings. We will share a calendar invite in the near future to hold those dates/times and you can choose which to attend.

• Thursday, April 24, from 3:30-5 p.m.
• Thursday, May 1, from 3:30-5 p.m.

Strategic Planning Committee Update:
We’re grateful to Drs. Kayla Blyman and Ramon Luzarraga for serving as Faculty Senate representatives on the Strategic Planning Committee, alongside a cross-section of staff, faculty, students, Abbey members and Trustees.

More information may be found online at www.stmartin.edu/StrategicPlan.

Thank you for being an essential part of this important work.

Sincerely,
 

Dear Saint Martin’s community,

We are pleased to share that the Board of Trustees formally approved our 2026–2030 Strategic Plan in late October. This plan represents thoughtful collaboration among faculty, staff, students, trustees and members of the monastic community. Together, we identified the priorities that will help Saint Martin’s flourish in the years ahead.

Rooted in our Catholic Benedictine heritage, the Strategic Plan outlines a vision for strengthening our identity, enhancing the experience of students and employees, and ensuring long-term financial sustainability. It calls us to:

• Deepen our Catholic and Benedictine identity by creating more opportunities for students and employees to reflect on mission, renewing the Core Curriculum, and making our values more visible in our communications and campus life;
• Improve the student and employee experience through modernized learning environments, enhanced support spaces, upgraded technology, and strengthened onboarding and professional development grounded in our mission; and
• Build a sustainable future by expanding mission-aligned enrollment partnerships, donor engagement, and community use of our campus as a regional hub for gatherings and events.

These goals reflect who we are and who we are becoming. They honor our tradition while positioning us to move forward with clarity, purpose, and renewed momentum.

We look forward to sharing more about the Strategic Plan and its next steps during our In-Service gathering in January. This will be an opportunity for all of us to engage with the plan more deeply and to consider how each of our roles contributes to bringing this shared vision to life.

Thank you for the many ways you support our students and strengthen our community. You can view the full 2026–2030 Strategic Plan on our website.

With appreciation,

Bill Brownsberger, S.T.D.
President

Strategic Planning Co-Chairs:

Tim Madeley, Ph.D.
Vice President of Business and Chief Financial Officer 
tmadeley@stmartin.edu

Don Conant, Ph.D.
Faculty Senate President (AY 2025-26),
Department Chair and Professor of Business Administration and Economics
dconant@stmartin.edu