Prospectus:

The Willamette University Presidency

non nobis solum nati sumus

not unto ourselves alone are we born
—Willamette University motto
 Prospectus | November 2010 w i l la m e tte university

UNIVERSITY overview
Willamette University is a nationally renowned, highly
selective private liberal arts university in Salem, Oregon.
In fulfillment of its core values, which include academ-
ic excellence and the direct engagement of students in
the learning process, the University recently adopted
a Strategic Statement articulating its commitment to
these principles in a contemporary context. The core
commitments of the University include: the pursuit of
academic excellence in teaching, research and student
learning; fostering a diverse, vibrant and intellectually
stimulating learning and social community; and pre-
paring globally minded students for meaningful lives
of professional achievement and civic contribution.
Founded in 1842, Willamette was the first university
established in the western United States. Situated in Willamette is supported by 24,000 alumni around the
the capital of Oregon on a beautiful historic campus, nation and world who pursue impressive careers and
Willamette features a competitive residential under- lives of achievement, contribution and meaning.
graduate liberal arts college co-located with three
Willamette graduates pursue advanced and professional
accredited professional graduate schools — College of
degrees at some of the best schools in the nation and
Liberal Arts, College of Law, Atkinson Graduate School
beyond, including Harvard, Yale, Columbia, University
of Management and Graduate School of Education —
of California-Berkeley, University of Michigan, University
employing 318 faculty members and 522 staff. This
of Oxford and the London School of Economics.
particular combination of schools is unusual among
They embark on careers at Nike, Intel, Microsoft, the
comparably sized universities and provides opportunities
Environmental Protection Agency, McKinsey &
and advantages that benefit both undergraduate and
Company and the White House; they teach at inner-city
graduate students.
schools, practice law and medicine, and create and
The University’s 2,605 students — 1,800 undergraduate lead businesses and invent products and services that
and 805 graduate students — represent 46 states and 42 enhance modern life.
countries, and 23 percent self-identify as multicultural.

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Among our alumni are a Nobel Prize-winning economist, ment and culture in which students may develop
leaders of industry, U.S. senators and representatives, qualities that will enhance the varied dimensions of
governors and secretaries of state, Oregon Supreme Court their future personal, civic and professional lives.
justices, U.S. Olympic Team athletes, 281 Peace Corps
The University is governed by a highly engaged Board
volunteers, and, in the last decade alone, 126 winners
of Trustees which oversees a $208 million endowment
of national awards, grants, fellowships and scholarships
and oversees the management of the institution.
such as Hertz, Fulbright, Truman and Goldwater.
For 2011, Willamette ranked 59th in the nation among
The chief purpose of Willamette University is to provide
liberal arts colleges by U.S. News and World Report
an exceptional education where teaching and scholarship
and was listed among the rankings’ top ten Up-and-
flourishes in a community that models the values of
Coming National Liberal Arts Colleges for making the
diversity, sustainability and service to others. Willamette’s
most promising and innovative changes in academics,
invigorating atmosphere features small classes, close
faculty and student life. Willamette was also recognized
student-faculty relationships, a deep commitment to
as the leading university for sustainability by the
collaborative research, and a variety of programs and
National Wildlife Federation, and one of the nation’s
learning methods to meet individual student objectives.
50 “Best Value” private colleges and universities by
Equally important, the University provides an environ-
Princeton Review.

Mission Statement
The mission of Willamette University extends throughout
Oregon and the Pacific Northwest, across the United States and
around the world. In its pursuits, Willamette University:
• Cherishes the dignity and worth of all individuals and strives
to reflect the diversity of our world;
• Encourages close relationships among faculty, students and
staff to enhance learning and foster community;
• Provides a lively and challenging education in a small
university setting where teaching and learning are strengthened
by ongoing scholarship and research;
• Embraces a commitment to service and leadership in our
various communities and professions;
• Honors its historic roots in The United Methodist Church and
values the ethical and spiritual dimension of education; and
• Believes that education is a lifelong process of discovery,
delight and growth, and is the hallmark of a humane life.
The mission and University’s motto, Not unto ourselves alone
are we born, capture the essence of this distinguished institution
and speak to the extraordinary collaboration between faculty
and students and the tradition of service and civic engagement
intrinsic to this community.

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 Prospectus | November 2010 w i l la m e tte
Regional Reputation with National Visibility
Willamette is a university on the move. The institution’s
leadership, intentionality and investments have laid the
groundwork for it to advance into a new era of distinc-
tion and innovation. Recognition and achievements
from the 2009–10 academic year include:
• Willamette University is one of only six institutions
nationwide to receive the Higher Education
Community Service Presidential Award, the highest
federal recognition a college or university can receive
for its commitment to service learning and civic
engagement.
• In 2010, twelve of the nation’s most prestigious
scholarships, fellowships and awards, such as
Fulbright, Goldwater, Kemper, NCAA, Mellon,
Datatel, Udall and National Science Foundation
went to current CLA students and recent graduates.
Jeff Weber ’10, became Willamette’s first-ever
Hertz Fellow, receiving one of the most prestigious
fellowships in the nation for applied sciences and
engineering.
• The Institute of International Education recognized
Willamette University as one of the top U.S.
producers of Fulbright scholars. The Chronicle of
Higher Education (Oct. 2009) listed Willamette
among the top bachelor’s institutions for 2009–10,
with three Fulbright scholars. This is the third year
in a row that Willamette made the list.
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• In addition to numerous individual grant awards,
Willamette recently received three grants from the
Mellon Foundation totaling $810,000:
o Liberal Arts Research Collaborative — $460,000 in
support of a three-year pilot program for interdis-
ciplinary student-faculty research
o Presidential Discretionary Grant — $250,000 for
faculty innovation and teaching excellence
o Consortium Grant — $100,000 planning grant
administered by Willamette and shared among
the Pacific Northwest Five Consortium (NW5C)
for purposes of faculty development, student
enrichment and resource-sharing.
• Willamette University is “academically rigorous” and
“seriously gorgeous,” according to the 2010 edition
of The Princeton Review’s popular guidebook,
The Best 371 Colleges. The annual guide named
Willamette as one of the country’s best universities
for undergraduate education and one of the nation’s
50 “Best Value” private colleges and universities.
• Excellence in teaching and scholarship, encouraging
student endeavor that benefits others, and providing
need-based aid to high-ability students earned
Willamette a ranking of 30th nationally among
Washington Monthly’s list of 253 leading liberal
arts colleges.
 Prospectus | November 2010 w i l la m e tte
• For the second year in a row, the College of Law
ranked among the nation’s “Best Value Law Schools”
by PreLaw/National Jurist magazine, taking second
place among the nation’s 107 private law schools.
The ranking is based on, among other things, the
College of Law’s tuition, the employment rate of
its graduates, and its bar passage rate.
• For the eighth consecutive year, College of Law
graduates outperformed their peers on the Oregon
Bar examination. Willamette law graduates also
outperformed their peers on the 2009 Washington
Bar examination by 13 percentage points, with a
passage rate of 92 percent versus 79 percent.
• The Atkinson Graduate School of Management
was named to Forbes magazine’s “Best Business
Schools” list for 2009. Willamette is the highest-
ranked program in Oregon and one of only three
programs in the Northwest to make the list.
• Princeton Review in Entrepreneur magazine ranked
the Willamette MBA program as one of the
nation’s top 15 graduate schools for preparing
students for careers in marketing.
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university
• The Willamette MBA was recognized by the Aspen
Institute’s Beyond Grey Pinstripes survey as one of
the top 100 MBA programs in the country for envi-
ronmental responsibility and stewardship. The
Willamette MBA appears in the Global 100 list at
47th overall, and 20th for the relevance of its courses
to ethical and socially-conscious decision-making.
• The Princeton Review’s Guide to 286 Green Colleges,
developed in partnership with the U.S. Green
Building Council, recently named Willamette as one
of the most environmentally responsible colleges
in the nation.
• Sierra, the official magazine of the Sierra Club, named
Willamette University one of the nation’s greenest
universities in its third annual “Cool Schools” issue.
• Willamette was named again among the top schools
of its size for producing Peace Corps volunteers.
With 17 CLA alumni currently serving, Willamette
is ranked twelfth on the Peace Corps annual list of
the nation’s top volunteer-producing schools.
 Prospectus | November 2010 w i l la m e tte university

Strategic Investment
Willamette has consistently raised the bar for academic archaeology, sustainable forestry and farming, habitat
excellence and in recent years has reinforced this restoration and alternative energy.
commitment through several significant actions.
This year, the Graduate School of Education (GSE)
capital campaign launched a new Master of Education degree for licensed
The Campaign for Willamette: Exceptional to Extraor- teachers. The program focuses on improving practice
dinary launched in June 2002 and officially ended in and renewing passions for teaching through an emphasis
October 2009, exceeding its goal of $125 million and on teacher inquiry. The GSE also entered the online
raising $131 million in endowed funds for people, pro- education market with courses for its specialty endorse-
grams and facilities that support and enhance academic ment offerings. In January 2011, the school will launch
excellence. More than 16,000 donors made a gift its Master of Arts in Teaching degree program online.
during the course of the campaign, making it the most
successful fundraising effort in the University’s history.
academic programs
In 2005, the Board of Trustees approved the restructuring
of the academic teaching load from six to five courses
and the addition of 25 new tenure-track positions for
the College of Liberal Arts in order to increase research,
enhance student-faculty interaction and maintain
teaching excellence. The 20 percent increase in CLA
faculty is strengthening the undergraduate academic
experience through high-impact pedagogy and greater
involvement in and exposure to scholarly research and
creative production.

In 2006, the Atkinson Graduate School of Management

expanded its reach and established an MBA for Profes-
sionals program in Portland, approximately 40 miles
north of Salem, raising visibility for and increasing access
to its offerings in the state’s largest metropolitan area.
That same year, five cross-disciplinary Centers of
Excellence were established in the areas of Ancient Studies
and Archaeology; Asian Studies; Religion, Law and
Democracy; Public Policy and Governance; and Sustain-
able Communities to support collaborative research
and scholarship among students and faculty across the
University.
In 2008, the University acquired Zena Forest (right),
a 305-acre research outpost approximately nine miles
west of campus where students engage actively in
research and experiential learning across academic
disciplines — including art, astronomy, environmental
science and politics — and have developed projects in

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 Prospectus | November 2010 w i l la m e tte university

infrastructure
In 2006, the newly constructed and LEED Gold certified
Kaneko Commons became the first learning-and-living
community at Willamette. It is distinguished by flexible,
graduated housing arrangements, self-governance,
a substantial faculty presence and expanded learning
opportunities for students outside of the classroom.
Features include a 151-bed addition, an enlarged dining
facility in a four-story atrium and high-quality meeting
and activity spaces.

In 2008, the College of Law dedicated the Oregon Center

for Civic Justice. The product of a $4 million renovation
of Salem’s Carnegie Building, the Civic Justice Center
houses an expanded Clinical Law program, the Center
for Religion, Law and Democracy, the College of Law’s
first-in-the-nation Center for Dispute Resolution, and
the Willamette Law Review. The Civic Justice Center
also houses the Oregon Law Commission, which was
established by the state legislature in 1997 to conduct
a continuous program of law reform. The College
of Law provides a home for the Commission under
a unique public-private partnership which allows
students and faculty to be involved in supporting the
Commission’s work.
Willamette completed the construction of Ford Hall,
the University’s newest academic building, in fall 2009.
An investment of $19.6 million created a 42,000-square
foot LEED Gold certified facility dedicated to students’
interdisciplinary study and collaborative learning
supported by state-of-the-art technology.
Most recently, the University concluded a $5.6 million
renovation for its theatre department in fall 2010 that
overhauled the building’s infrastructure, installed a
configurable stage and industry-standard communications
systems for the playhouse, and created labs for combat
training, dance, costumes, acting, prosthetics, digital
media and set design. The new capabilities of the play-
house are improving the experiential learning of
Willamette students, providing access to the latest equip-
ment, technology and creative space to hone their
talent and skills, while also modeling sustainable reuse
of building material.

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 Prospectus | November 2010 w i l la m e tte university

THE ACADEMIC CORE

College of Liberal Arts
Enrollment: 1,791 FTE | Tenured or tenure-track faculty: 145 | Faculty-student ratio: 1:10 | Average class size: 14

The College of Liberal Arts (CLA) is
nationally recognized for undergraduate
educational programs that are exciting,
intellectually challenging and relevant.
The college has high expectations
for intellectual discovery and produces
thinkers, creators and leaders who
understand how they can use their
talents and skills to improve the world
around them.
The liberal arts and sciences curriculum
offers 35 majors and 35 minors and
emphasizes the mastery of skills which
span all professions and are vital to
success in our global economy: critical
thinking and reasoning, effective
writing and persuasive speaking.
The balance of a liberal education with
real-world experiences is essential to
preparing CLA graduates for a lifetime
of success beyond Willamette. Interna-
tional immersion study fosters a global
perspective and self-confidence among
students, while internship opportunities
and research build expertise and
applied skills. More than half of under-
graduate students study abroad during
their time at Willamette. And, almost
70 percent of students complete one
or more internships, while a quarter of
students participate in faculty-mentored
research. Community service and
civic engagement are characteristic of
the CLA educational experience, with
undergraduate students providing
nearly 29,000 hours of volunteer
service to more than 260 organizations
each year.
The success of CLA students is rooted in
the commitment and talent of the CLA
faculty who are honored regionally
and nationally for their exceptional
teaching and scholarship — since 1989,
ten CLA faculty have won the Oregon
Professor of the Year Award from the
Carnegie Foundation for the Advance-
ment of Teaching. Through these gifted
educators, students enjoy a highly
personalized learning experience,
exemp lified by small class sizes, one-
to-one mentoring, and the autonomy to
create initiatives and programs around
their own interests.
Upon graduation, students are prepared
for a successful career of meaningful
work in the private and public sectors
or to pursue advanced study at some of
the nation’s most prestigious graduate
and professional schools. A network of
services helps undergraduate students
identify career goals and opportunities
through a variety of programs. Resources,
including career counseling and job
search strategies, career development
workshops, mentors and access to
professional networks, remain available
to students and alumni throughout
their working lives.
The College of Liberal Arts is selective
and seeks high-achieving students who
are passionate about learning. The
average first-year student in the fall
2010 entering class had an unweighted
GPA of 3.79 and an 1870 SAT I
score (28 ACT) and over half of the
class was in the top 10 percent of their
high school graduating classes. Approx-
imately 475 new students enrolled from
an applicant pool of more than 8,000.
Undergraduate applications for admis-
sion continue to rise. Its record high
of more than 8,000 in 2010 represents
a 34 percent increase over 2009. In
fact, applications have increased by four
and a half times over the last decade.
The primary driver for this application
explosion is the University’s investment
in strategic marketing and aggressive
outreach to identify, contact and recruit
promising applicants, with extraordinary
results. For fall 2010, CLA admitted
42 percent of its applicants, compared
to 59 percent in 2009, placing
Willamette in the elite group of colleges
nationwide that admits fewer than 50
percent of applicants.
About 90 percent of CLA students
receive financial assistance from
the University, including need-based
aid and merit scholarships, and 26
percent come from historically under-
represented groups.

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 Prospectus | November 2010
College of Law
Enrollment: 420 FTE (10 joint degree FTE with AGSM) | Tenured or tenure-track faculty: 29
Faculty-student ratio: 1:14 | Average class size: 35
The first law school in the Pacific
Northwest, the College of Law has
prepared students for a life spent
mastering the law. Located across the
street from the state Capitol complex
and the Oregon Supreme Court, the
college is situated in the epicenter of
state law and government. The College
of Law is committed to the advance-
ment of knowledge through research
and scholarship, to diversity and to
public service. It is also a leader in the
emerging field of sustainability law, as
well as in more established fields such
as dispute resolution, international
and comparative law, law and govern-
ment, and law and business.
Willamette’s learning environment is
committed to the pursuit of academic
and professional excellence and to
providing a supportive environment
that maximizes each student’s unique
potential. The College of Law empha-
sizes small enrollments, excellence in
teaching and a high level of student-
faculty interaction ensuring a personal
learning environment.
The College of Law’s selective enroll-
ment of fewer than 430 students creates
an intellectual intimacy unmatched by
most law schools in the United States.
While the college is small, its curricu-
lum is rich and diverse. Specialized
certificate programs in Law and Govern-
ment, Sustainability Law, Dispute
Resolution, Law and Business, and
International and Comparative Law
underscore the strong academic foun-
dation provided by the college and
help distinguish Willamette students
from other law school graduates.
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In addition, students gain important
practical skills training through
simulation-based courses, moot court
competitions, intensive trial practice
and targeted externship placements.
They also acquire real-world experience
working with clients in the Clinical
Law program. These programs provide
students with an insider’s view into the
lawmaking process and valuable hands-
on experience in the actual practice
of law.
Willamette law students expect to be
challenged, to defend their opinions,
to think and rethink their ideas, and to
graduate with a heightened respect for
themselves and confidence in what
they can do. Guided by a highly gifted
and dedicated faculty, Willamette law
students leave the school well equipped
to become notable leaders in their
chosen fields. Graduates of the College
of Law serve the profession and their
communities with honor and distinction
throughout the United States — ­ on
the bench and the bar, in state and
national government, in Fortune 500
corporations, and in nonprofit agencies.
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For fall 2010, the College of Law
received 1,432 applications for the 158
available spots and enrolled a class with
a median LSAT score of 156 and a
median undergraduate GPA of 3.3.
The class includes representatives of 89
colleges and universities and residents
of 23 different states.
The 2010 recruitment season was one
of the best in the history of the college.
Specifically: (1) The number of appli-
cations for admission was the third
highest in the school’s history and 222
percent higher than ten years ago; (2)
The acceptance rate fell by two points
to 36.8 percent and is the second
lowest in the school’s history; (3) The
LSAT scores of the entering class
improved by two points at both the
75th and the 50th percentiles, and by
one point at the 25th percentile, making
this the second strongest class in the
school’s history; and (4) The percent-
age of entering students who identify
themselves as members of an ethnic
minority rose from 15 to 19 percent and
exceeded the school’s ten-year average
of 13.8 percent.
 Prospectus | November 2010 w i l la m e tte university

Atkinson Graduate School of Management

Enrollment: 293 FTE (10 joint degree FTE with Law) | Tenured or tenure-track faculty: 15 | Faculty-student ratio: 1:14
Average class size: 27
The George H. Atkinson Graduate
School of Management is a fully
accredited professional graduate school
that prepares students for careers in
business, government and not-for-profit
organizations.
The Atkinson School is committed
to providing world class management
education to students in all stages of
their careers. The school offers inno-
vative programs specifically designed to
provide the knowledge and experience
students need to prepare for their
first professional position, career change
and career advancement.
• T
 he Early Career MBA is a full- Students enrolled in the Early Career/ The MBA degrees offered by the school
time program for students seeking Career Change programs come from are accredited by AACSB International
their first professional position. As a around the world and across the U.S. — the global hallmark of excellence
national leader in early career MBA The entering class of 2010 included 97 in business education. The MBA for
education, Willamette’s unique degree-seeking students and 7 exchange Business, Government and Not-for-
program emphasizes experiential students. Students came from 20 Profit Management degree is also
learning, a cross functional multi- states and 18 countries. The incoming accredited for public administration by
sector curriculum and a complete class has an average age of 25. Thirty- the National Association of Schools
program of career management. seven percent are international and 12 of Public Affairs and Administration,
percent are U.S. multicultural students. and is one of only two MBA degrees in
• The MBA for Career Change is a
Students enrolled in the MBA for the U.S. to achieve dual accreditation
full-time program for students who
Professionals program come from a for business and public administration.
have at least two years of professional
variety of organizations in the Portland/
experience who are seeking career The Atkinson School’s Early Career/
Salem metropolitan areas.
change or advancement. The program Career Change and the MBA for
combines the learning experience The management faculty is committed Professionals programs recorded a
of the Early Career MBA with cus- to providing a distinctive learning record number of applications for fall
tomized experiential opportunities model that includes excellent teaching, semester 2010. The EC/CC program
that recognize the value of previous research and service, a “high-touch” posted a 13 percent increase over the
experience. student-centered learning environment, record year of 2009, and a 115 percent
experiential learning, development increase over 2006. The MBA for Pro-
• T
 he MBA for Professionals
of customized educational materials, fessionals program posted a 49 percent
program is an evening program for
cross-sectoral orientation, coordination increase in applications over 2009.
mid-level managers with three or
and integration, mentoring, and effec-
more years of professional experience The school’s portfolio of programs,
tive assessment of student achievement.
who are seeking career enhancement numerous accolades and expanding
Within this model, experiential learn-
or advancement. The MBA-P recruitment initiatives have resulted in
ing is defined as learning through the
curriculum emphasizes an interdis- the highest enrollment in the school’s
direct experience of applying academic
ciplinary understanding of manage- history and an eight percent increase
learning to the execution of real tasks
ment and the immediate practical over record enrollments of 2009–10.
in real-world organizations or markets
application of knowledge learned.
outside the school environment.

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 Prospectus | November 2010
Graduate School of Education
Enrollment: 103 FTE and over 100 continuing enrollments in professional
development programs | Tenured or tenure-track faculty: 8 |
Faculty-student ratio: 1:23 | Average class size: 20
The Graduate School of Education
offers a full-time (10 months), an online
(16 months) and a part-time (two years)
Master of Arts in Teaching (MAT)
degree program designed to prepare
teachers to become educational leaders.
Each delivery mode of the MAT degree
requires on-site student teaching. The
purpose of these field-based offerings is
to develop reflective professionals who
are student-centered, collaborative
andsensitive to issues of diversity and
culture.
The Master of Education (MEd) degree
is a non-cohort program designed
for in-service teachers seeking to earn
a master’s degree. The MEd may
be earned in two years along with a
specialty endorsement in Reading,
English Speakers of Other Languages
(ESOL) or Special Education. Teacher
research and environmental literacy
are also offered in conjunction with
the endorsement.
The Graduate School of Education
recognizes that a solid liberal arts
background is the best preparation for
a career in teaching. Students interested
in a teaching career are encouraged to
select an undergraduate major related
to the subject(s) they wish to teach
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and to gain some experience with
youth of an appropriate age. Undergra-
duate courses and internships are
available to help students prepare for
the Master of Arts in Teaching program
and the teaching profession.
Stand-alone specialty endorsements
are also offered through the GSE for
licensed educators. These may be
earned in one or two years and include
the areas of Reading, ESOL and Special
Education. Initial and continuing
administrative licensure may also be
obtained through the GSE.
The School of Education was officially
approved by the Board of Trustees in
February 2010 as the Graduate School
of Education, independent from the
College of Liberal Arts, and a new fac-
ulty governance system was approved
by GSE faculty, effective April 2010.
Current enrollment in the MAT
program remains steady, and MEd
enrollments have increased, as have
participants in GSE’s specialty endorse-
ments programs. GSE’s new online
format for MAT is set to begin January
2011 and the inquiry pool is growing;
the inquiry pool for the 2010–11
MAT admission cycle has more than
doubled over last year.
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university
University Accreditation and Degrees
Willamette University is a charter member of the
National Commission on Accrediting.
Current accreditations and approvals held by
the University:
• Northwest Commission on Colleges and
Universities*
• University Senate of The United Methodist
Church
• American Bar Association
• American Chemical Society
• Association of American Law Schools
• Association to Advance Collegiate Schools
of Business
• National Association of Schools of Music
• National Association of Schools of Public Affairs
and Administration
• National Council for Accreditation of Teacher
Education
• Oregon Teacher Standards and Practices
Commission
Degrees offered by the University:
• Bachelor of Arts (BA)
• Bachelor of Music (BM)
• Master of Business Administration
for Business, Government and Not-for-Profit
Management (MBA)
• Master of Business Administration (MBA)
• Master of Arts in Teaching (MAT)
• Master of Education (MEd)
• Doctor of Jurisprudence (JD)
• Master of Laws (LLM) in transnational law
Cooperative programs enable all students to benefit
from the quality curriculum available throughout
the University, including four joint degree programs:
BA/MBA; BA/MAT; BA/JD; and MBA/JD.
Willamette also has external cooperative programs
in engineering and environmental science. CLA
students may pursue a joint degree program earning
a Willamette BA and a Bachelor of Science in
engineering from one of these universities: Columbia
University, University of Southern California or
Washington University. The University has a similar
joint degree program with Duke University’s Nicholas
School of the Environment allowing students to
earn a Willamette BA and a Master of Forestry or a
Master of Environmental Management from Duke.
*Willamette’s re-accreditation by Northwest Commission on
Colleges and Universities is scheduled for April 2011 (site visit),
with a final outcome expected in June.
 Prospectus | November 2010
special programs, resources
and opportunities
College Colloquium The College of
Liberal Arts first-year seminar is a
one-semester course required of all
entering freshmen students, providing
a challenging and engaging introduc-
tion to the liberal arts curriculum.
These small seminars (13 students on
average) are taught by faculty from
across the curriculum. These faculty
serve as the students’ academic advisers
until they declare a major.
Undergraduate Research: CLA
students are able to conduct meaning-
ful, hands-on research to gain valuable
real-world experience. More than a
quarter of undergraduates will conduct
faculty-mentored research while at
Willamette. Each year there are at least
75 competitive Willamette grants
available among several programs. These
programs include the Science Collabor-
ative Research Program for those
interested in biology, chemistry, envi-
ronmental and earth sciences, and
physics. Colloquium, Lilly and Carson
grants fund independent summer
research. The University’s Presidential
Scholarship supports two juniors’
tuition and research expenses. The
Centers of Excellence offer numerous
options for interdisciplinary research
across a variety of topics. Two new
programs, the Liberal Arts Research
Collaborative and iHuman Sciences
Initiative, further expand opportunities
for student-faculty collaboration.
Phi Beta Kappa: Willamette University
was recognized by the National Council
of Phi Beta Kappa and granted a
chapter charter in 1997.
Four Webber scholarships are awarded
on an annual basis to women majoring
in chemistry, biology, environmental
science or physics. The scholarship
requires the recipients to participate in
the Willamette Science Outreach
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Program, a community service project
in which the scholars serve as role
models to elementary school girls,
encouraging them to continue their
studies in math and science.
TIUA: Adjacent to the campus and
connected by a pedestrian sky-bridge
is Tokyo International University
of America, the American campus of
Willamette’s Japanese sister university.
TIUA offers classes in English and
American studies to visiting students
from Japan. Through a resident
exchange program, Willamette and
TIUA students have opportunities to
be paired as roommates on both cam-
puses. The close relationship offers
a wealth of intercultural activities and
opportunities for students of both
institutions.
Willamette University’s Lilly Project
for the Theological, Spiritual and
Ethical Exploration of Vocation is
dedicated to helping undergraduate
students engage the larger questions of
meaning and purpose, and to discern
their vocation, their calling in life.
Funded by a generous grant from the
Lilly Endowment, Inc., the Lilly Project
offers opportunities for members
of the community to consider issues of
vocation, service through a variety of
academic and co-curricular programs.
Study Abroad: The University
emphasizes the importance of global
understanding and perspective across
the graduate and undergraduate curri-
culums. To that end, the College of Law
offers three study-abroad opportunities
in China, Germany and Ecuador.
The Early Career/Career Change MBA
programs have international exchange
agreements with Bordeaux Manage-
ment School in Bordeaux, France;
Copenhagen Business School in
Copenhagen, Denmark; EM Strasbourg
School of Business in Strasbourg,
France.
12 | willamette.edu
Prospectus | November 2010 w i l la m e tte
With more than half of the undergrad-
uate student population participating
in off-campus study prior to graduation,
the College of Liberal Arts offers a
wide variety of programs ranging from
exchanges with foreign universities to
traditional programs in which students
study with other American students
in courses designed especially for them
by international faculty members.
Since 1998, the Hallie Ford Museum
of Art (HFMA) has supported the
University’s liberal arts curriculum, and
serves as an intellectual and cultural
resource for the city of Salem and
beyond. Significant gifts and donations
have endowed the Native American
gallery and the director’s position,
expanded the permanent collection and
supported a variety of exhibitions
designed to instruct and delight. Both
attendance and membership are on the
rise, with approximately 30,000 visitors
each year.
The Office of Student Academic
Grants and Awards works with under-
graduate students interested in applying
for nationally competitive scholarships,
fellowships and awards. Over the
last decade, Willamette has had 126
national fellowship/scholarship winners.
The Office for Faculty Research and
Resources (OFFRR) helps College of
Liberal Arts and Graduate School of
Education faculty secure external grants
and awards. Since OFFRR’s inception
in 2005, more than 100 faculty and
staff members were nominated for or
submitted 283 proposals resulting in
nearly $5.7 million in external grants
and awards.
13 | willamette.edu
university
libraries and information
technology
The Mark O. Hatfield Library serves as
the library for the College of Liberal
Arts, the Graduate School of Education,
and the Atkinson Graduate School
of Management. The library includes
more than 426,000 volumes, over
25,000 electronic and print journal
subscriptions and databases, and a
collection of United States Government
documents, and provides computer
access to information and documents
from around the world. The facility
also houses the University Archives and
Special Collections.
The J.W. Long Law Library, serving the
Willamette University College of Law,
contains a comprehensive law
collection tailored to the law school
curriculum. Its 292,000 volumes and
microform equivalents include state
and federal primary law sources, as well
as the leading treatises, periodicals and
other secondary sources that are vital to
a full understanding of American law.
Information Technology
Willamette Integrated Technology
Services (WITS) enables the effective
and innovative use of technologies
in teaching, learning, research and
administration. Resources and facilities
available through WITS begin with the
campus data network and the telephone
system. Approximately half of all
classrooms are equipped with video
and data projection capabilities; all
classrooms have overhead projectors,
and network connections. WITS pro-
vides a wide variety of support services
to faculty wishing to incorporate infor-
mation technologies into instruction.
 Prospectus | November 2010
residential and student life
Willamette University requires that all
first- and second-year undergraduate
students live on campus unless they are
married, over 21 or living with parent(s)
within a commutable distance. The
Offices of Residential Services and
Residence Life serve and support the
living communities that facilitate CLA
students’ academic success and
co-curricular learning. Willamette offers
one residential commons, ten coed
residence halls, four national fraternities,
three national sororities and two apart-
ment buildings (for juniors, seniors and
graduate students). Theme residences
are options for students interested in an
international focus, maintaining their
connection to the outdoors and
environment, service learning, sustain-
ability and Japanese culture. In addition,
two halls are substance-free commun-
ities. Live-in professional staff members
supervise student staff members who
focus on community development
and programming for the students in
their communities.
Willamette is in the process of transi-
tioning from traditional residential
programming to a “residential commons”
approach that extends opportunities
for intellectual engagement beyond the
classroom into the residential lives of
undergraduate students. The University’s
first residential commons program was
instituted at Kaneko Commons in
2006. It is distinguished by a substantial
faculty presence and expanded and
re-focused programming (lectures, film
series, service learning opportunities
and other activities). These programming
aspects are currently being expanded
and integrated into other undergradu-
ate residential facilities on campus.
Willamette University’s relationship with
Tokyo International University of
America offers an exceptional opport-
unity for students to learn more about
w i l la m e tte university
Japanese culture. Unique options such
as having an international roommate
are a distinctive part of Willamette,
and they foster many lasting global
friendships.
student activities: greek
life, volunteer service,
athletics and recreation
Under the direction of the Dean of
Campus Life, the Division of Campus
Life provides a broad range of student
services and supports substantive
programming designed to enhance the
learning experience of Willamette
students, such as: athletics and campus
recreation, student activities, clubs
and organizations, including Greek-
affiliated organizations; undergraduate
student government; health services;
community service learning; career
services; multicultural student affairs;
and religious life.
Student organizations: The Office of
Student Activities supports numerous
opportunities for CLA co-curricular
involvement that supplements class-
room learning, and advises the student
governing organization. CLA students
are given the opportunity to oversee
and implement various activities and
programs whenever possible.
The College of Law supports a large
number of student organizations,
representing a broad scope of interests
and perspectives, including the Student
Bar Association, J. Reuben Clark
Law Society, Moot Court Board,
Multicultural Law Association, Sports
Law Journal, the Women’s Law Caucus
and several others.
The Atkinson Graduate School of
Management offers multiple opportu-
nities for students to be involved in
organizations that promote professional,
educational and social development
structured around specific areas of
interest, such as: the Atkinson
14 | willamette.edu
Prospectus | November 2010 w i l la m e tte
Accounting Association, Atkinson
Finance Association, Atkinson
Marketing Association, Atkinson
Management Today, International
Graduate Student Association, Net
Impact, the National Association of
Women MBAs, Atkinson Consulting
Association, and others.
Intercollegiate athletics at the College
of Liberal Arts has been an important
part of the life of the institution for
more than 100 years. As a member of
the NCAA Division III, Willamette
offers a broad range of competitive
opportunities. The overall balance of
the athletics program (10 sports for
women; 10 sports for men) continues
to be a defining strength of the Univer-
sity. Willamette offers opportunities
for intercollegiate competition in the
following sports: baseball, basketball,
crew, cross country, football, golf, soccer,
softball, swimming, tennis, track and
volleyball. More than 25 percent of
undergraduate students are intercolle-
giate athletes. In 2009–10, five sports
participated in NCAA Division III
national championship competition:
cross country (M, W), tennis (W), and
track and field (M, W).
Undergraduate Campus Recreation
consists of seven programs: Intramurals,
Extramurals, Fitness, Special Events,
Outdoor Program, The Bike Shop
and Sport Clubs. Each academic year,
two-thirds of undergraduate students
participate in intramural athletics.
The undergraduate Greek community
consists of four fraternities, three
sororities and their attending gover-
nance organizations. Beta Theta Pi,
Phi Delta Theta, Sigma Alpha Epsilon
and Sigma Chi fraternities, and Alpha
Chi Omega, Delta Gamma and Pi Beta
Phi sororities have on-campus housing
facilities with University staffing.
15 | willamette.edu
university
The Office of Multicultural Affairs
promotes multiculturalism throughout
the campus community, providing
opportunities for education, enrichment
and support. The office fosters the
academic and personal development of
all students by supporting the ongoing
development of multicultural student
organizations and programs.
Career Services: Willamette places a
high priority on career development
and provides a complete portfolio of
services that supports the goals of
students at each of the University’s four
colleges. Career services are devised to
help students identify career objectives
and opportunities through a variety
of programs and to teach the skills
needed for a lifetime of successful career
management. Resources, including
career counseling and job search strat-
egies, career development workshops,
mentors and access to professional
networks, remain available to
students and alumni throughout their
working lives.
Services for undergraduates focus on
preparation for a successful transition
to graduate school or professional
employment. Career counseling, career
testing, internship opportunities,
alumni networking, interview practice,
a for-credit career planning course, and
assistance with graduate school
applications are some the resources
available to CLA students.
Services for graduate students continue
to provide comprehensive career
counseling as these individuals will
enter new positions, work environments
or industries after Willamette. Graduate
students can access a variety of resources
through their individual college career
centers, including comprehensive
career libraries; workshops, panels and
speakers addressing wide-ranging
topics such as job search, professional
behavior, interview preparation and
 Prospectus | November 2010 w i l la m e tte university

compensation negotiation; on- and

off-campus alumni and employer
networking programs; and faculty fall 2010

mentors and student peer career

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alumni relations
Willamette is proud of its 24,000
alumni across the nation and world.
Approximately 80 percent of alumni
reside in the Western United States,
primarily from Seattle to Los Angeles,
with robust alumni communities
in New York City, Washington, D.C. Memories for

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the last 15 years.

Active alumni programs are driven by

the Alumni Association and the
University’s academic units. The
Association includes members from
both the undergraduate and graduate
schools. Annual reunions, international
and regional gatherings and events,
career network programs and resources,
annual distinguished alumni awards,
and a travel program are just some of
the ongoing benefits for the Willamette
alumni community.
Friends and graduates of Willamette
stay abreast of University progress and
happenings through web and social
media, the monthly WU News
e-newsletter, and the University’s mag-
azines — The Lawyer, published twice
yearly by the College of Law; The
Scene, published three times yearly by
the Office of Alumni Relations; and
Cardinal and Gold published annually
by the Department of Athletics.
Notable Alumni
• U.S. Senator, Oregon Governor, Oregon Secretary of State, Willamette
University Dean of Students and Associate Professor of Political Science
(Mark Hatfield ’43)
• 2010 Nobel Laureate in Economics and Professor of Economics,
Northwestern University (Dale Mortensen ’61)
• CEO, Boeing Commercial Airplanes (James Albaugh ’72)
• U.S. Chairman and CEO of Deloitte Consulting LLP (Punit Renjen
MBA’86)
• Oregon Supreme Court Chief Justices (Wallace P. Carson, Jr. JD’62; Paul
DeMuniz JD’75)
• Milken Educator Award winners (Dave Bertholf ’90, MAT’92; Larry
Conley MAT’99; Hendrea Ferguson MAT’95; Kevin Zerzan ’89, MAT’90)
• President and Director at the Art Institute of Chicago (James Cuno ’73)
• Non-executive Chairman, Gemalto (digital security company) and named
“One of America’s Most Powerful Businessmen” by Forbes (Alex Mandl ’67)
• U.S. Senator (Lisa A. Murkowski ’79, JD’85)
• Medical Director, University of Washington Medical Center and Assistant
Dean for Clinical Affairs, University of Washington School of Medicine
(Dr. Loren Winterscheid ’48)
• Founding Dean, School of Medicine, University of California,
Riverside (Dr. G. Richard Olds ’72)
• CEO and Founder, The Tao of Tea (Veerinder Chawla MBA’90)
• Best-selling true crime author (Ann Rule ’53)

16 | willamette.edu
 Prospectus | November 2010
LOCATION AND COMMUNITY
Located in Salem, Oregon’s third-largest
city, Willamette’s 60-acre campus is
spacious and beautiful, located across
the street from the state Capitol.
Willamette’s 55 buildings are surrounded
by majestic trees, park-like green spaces,
botanical and Japanese-style gardens,
native wildlife, with the picturesque
Mill Stream flowing through the middle
of the campus footprint. The architec-
tural character of the campus is
modeled after the red brick walls and
white-trimmed windows of Waller Hall,
one of the University’s first buildings.
The University’s 13 residence halls
provide living and activity space for
1,450 students. These combined with
athletic facilities, libraries, student
center, dining, classrooms, offices,
academic and administrative spaces, and
the historic Bishop House (university-
owned, off-campus presidential
residence), comprise the campus’
1,475,957 square feet of facilities space.
An additional 305 acres are attributed
to Zena Forest. During the past decade,
more than $70 million will have been
invested in campus facilities. All
recent capital projects adhere to LEED
Silver or LEED Gold standard.
The greater Salem area has a population
of approximately 350,000 and offers a
high quality of life, with well-regarded
public and private elementary and
secondary schools, wonderful parks
connected by bike paths along the
Willamette River, and affordable close-in
neighborhoods that permit many
students, faculty and staff to walk or
bike to campus.
Salem offers a range of restaurants,
movie theaters, and art and wine festivals,
and other cultural opportunities within
easy walking distance of the campus.
w i l la m e tte university
Additionally, Salem is located 45 miles
from Portland, home to several world-
class museums, galleries, restaurants,
bookstores, and a dynamic urban
culture. The closest commercial interna-
tional airport is also located in Portland.
Willamette’s geographic location
exemplifies the beauty, livability and
eco-minded culture of the Pacific
Northwest, with gorgeous forests, rivers,
mountains and ocean beaches nearby.
The surrounding area, known as the
Mid-Willamette Valley, is renowned
wine country and the source of specta-
cular local foods and fresh produce that
are consumed worldwide. Outdoor
recreational opportunities — such as
skiing in the Cascade Mountains,
kayaking in the Pacific Ocean, hiking
the acclaimed Pacific Crest Trail, and
windsurfing the Columbia River Gorge
— are abundant.
The Portland-Salem area is home to a
multitude of businesses (including Nike,
Intel, Kettle Foods, Morrow Equipment
and Tektronix) as well as a wide variety
of government and not-for-profit
organizations. Willamette benefits from
its location across the street from the
Oregon Capitol and near other federal,
state, county and city offices. In
particular, this proximity provides stu-
dents, particularly those pursuing law
and politics, with exceptional opportu-
nities for civic engagement in the form
of internships and involvement with
advocacy groups and student political
organizations.
As one of the area’s major employers,
Willamette is also an important player
in the local economy and, as such, contri-
butes leadership, support and resources
to worthy community initiatives.
17 | willamette.edu
Prospectus | November 2010 w i l la m e tte
community engagement:
educational & cultural events
The community can attend lectures
almost every week of the school year at
Willamette. Notable speakers include
Robert F. Kennedy, Jr., Salman Rushdie,
Ira Glass, Benazir Bhutto, Archbishop
Desmond Tutu, George Will, E.O.
Wilson, Cokie Roberts, Paul Krugman,
David Brooks, Fareed Zakaria and
John Irving. Lectures cover everything
from politics and social issues to the
arts and sciences. Speaker series are
sponsored by the President’s Office, the
College of Law, Indian Country
Conversations program, the Dempsey
Environmental Speaker Series, the
Mark O. Hatfield Library, the Centers
for Excellence and various student
organizations.
Forums, panel discussions and readings
provide educational activities, and
conferences draw local and worldwide
audiences to explore specific topics
like green building, climate change and
sustainable business.
Retired residents are invited to return
to school with the Institute for
Continued Learning, which provides
low-cost courses, access to professors
and access to the Hatfield Library.
18 | willamette.edu
university
Willamette offers 30–40 concerts a
year, including choral music, classical,
new music, folk, jazz, blues, operettas
and world music. The Grace Goudy
Distinguished Artists Series brings
notable guests from around the world.
Willamette is also home to the Salem
Chamber Orchestra and hosts Salem
performances of the Oregon Symphony.
Plays and dramatic performances are
presented by the Willamette Theatre
Company.
The Hallie Ford Museum of Art at
Willamette University attracts 30,000
visitors each year with exhibits of
regional and international significance,
ranging from notable Pacific North-
west artists to Maori feather weavings
to ancient Egyptian artifacts.
Family events include the annual light-
ing of the Star Trees, the Wulapalooza
earth and music festival, Martin
Luther King Jr. celebrations, annual
Luaus, Africa Day and annual Social
Pow Wows that draw hundreds of
area residents. Athletics fans can attend
events such as softball, basketball,
football, soccer and crew.
Willamette Academy is a highly-succes-
sful college access program at the
University committed to empowering
youth in grades 7–12 in the Salem-
Keizer School District who have
the desire and potential to advance to
higher education. The program engages
those who are historically underrepre-
sented at colleges and universities
in the United States.
Willamette Academy was the only
Pacific Northwest-based program high-
lighted in the College Board’s guide-
book, Resources for Increasing Latino
Participation and Success in Higher
Education. The book profiles successful
programs serving Latino students at
schools, colleges and outreach programs
nationwide.
 Prospectus | November 2010
community service
Inspired by the University’s motto,
Not unto ourselves alone are we born,
Willamette students, faculty and staff
provided 72,096 hours of community
service in 2009–10, working with 261
community organizations:
• 176 community organizations
in Salem
• 46 community organizations in
cities throughout Oregon, including
Portland and smaller communities
• 28 community organizations in
cities located throughout the
United States
• 11 community organizations in
cities located around the world
The Office of Community Service
Learning (CSL), which includes the
Community Outreach Program (COP)
and the Service-Learning Program,
fosters and facilitates student service,
resulting in more than 65,000 hours
of undergraduate and graduate student
volunteer service to the community
each year with more than a third of the
undergraduate students participating
in service activities. Academic service-
learning is initiated by faculty who
integrate service as a pedagogical tool
w i l la m e tte university
into course curricula. This collaboration
between faculty, students and commu-
nity partners connects for students the
academic theory from the classroom
with real-life experience.
College of Law students contribute
thousands of hours of legal assistance
primarily to non-profit corporations
and people of modest means through
the Willamette Legal Clinic; while most
of the beneficiaries of the clinic’s
work are Oregonians, the clinic also
represents clients outside of Oregon
particularly through its projects that
incorporate international human
rights law.
MBA students provide thousands of
hours of free consulting services and
direct volunteer support to not-for-
profit and government organizations
through the Practical Application
for Careers and Enterprises (PACE)
program, experiential client based
elective courses, the activities of the
student professional organizations and
non-paid internship positions.
Students with the Graduate School
of Education teach children in local
schools.
19 | willamette.edu
 Prospectus | November 2010
GOVERNANCE
board of trustees
Selected primarily, but not exclusively,
from among the University’s under-
graduate and graduate school alumni,
Willamette’s 36-member Board of
Trustees is comprised of national and
regional leaders in business, law and the
non-profit sector. In recognition of the
long-standing relationship between
Willamette and the United Methodist
Conference, the Bishop of the United
Methodist Conference is a trustee and
appoints a lay person and clergy
member as representatives to the Board.
Although originally founded by
Methodist missionaries, Willamette
does not make religious affiliation or
doctrinal uniformity a condition for
admission or employment.
The Willamette University Alumni
Association president represents the
Association as a member of the Board.
Faculty and student representatives
from the academic units participate in
Board meetings and report back
according to the wishes of their respec-
tive constituencies, and seven of the
10 committees of the Board of Trustees
include student and faculty represen-
tatives.
w i l la m e tte
The full Board of Trustees meets three
times a year; its Executive Committee
meets monthly or as otherwise needed
to conduct the University’s business.
A significant portion of the Board’s
work is accomplished by its 10 commit-
tees, comprised of trustees and relevant
executive staff. Each committee is
staffed by a dean or vice president.
financial overview
Willamette University’s operating
budget is $120 million and is tuition
driven with net student charges
comprising over 70 percent of net
operations and endowment spending
about 17 percent. As of fiscal year end
May 31, 2010, the endowment value
was $208 million, year-end net assets
were $311 million, and long-term
debt totaled $65 million. In April
2010, Standard & Poor’s re-confirmed
the University’s A-stable bond rating.
The University came through the
2008–2009 financial crisis in sound
condition, even though the endowment
had negative investment returns
typical of U.S. university endowments.
Returns turned positive in the spring
2009 and in fiscal 2009–10 exceeded
15 percent. Investment losses are
being felt gradually in the operating
20 | willamette.edu
university
budget as a result of the smoothing
effect of the endowment spending
formula. The gradual impact has
allowed for careful budget planning
and pruning in order to absorb lower
endowment spending without disrupt-
ing academic programs.
Due to strong enrollment and prudent
budget management across all academic
units, operating results were positive
in fiscal year 2008–09, and fiscal year
2009–10 ended with a balance of $1.6
million. These measures enabled the
University to provide modest raises to
its faculty and staff despite adverse
economic conditions. This year’s lower
enrollment presented some short-term
revenue challenges, but looking ahead,
applications remain quite strong,
particularly for the College of Liberal
Arts, which expects to exceed last year’s
total of more than 8,000 applicants.
University fund-raising capacity has
been strong over the last decade — a
comprehensive capital campaign begun
in 2002 and ended in 2009 raised $131
million against a goal of $125 million.
The total included $32 million in
endowed student scholarship funds, $33
million for facilities, and the remainder
for strengthening existing programs,
adding new programs, and assisting
faculty expansion. External grants have
averaged $2.5 million per year.
administration
The President is appointed by the
Board of Trustees to serve as the Chief
Executive Officer of the University.
Principal administrative officers are
appointed by the President, and include
the Vice President and Executive
Assistant to the President (who also
serves as administrative secretary to the
Board of Trustees); the Vice President
for Financial Affairs (who is also the
Board Treasurer); Vice President for
Development and Alumni Relations;
Vice President for Admissions and
 Prospectus | November 2010
Enrollment and Chief Marketing
Officer; Vice President for Adminis-
trative Services; and Vice President for
Integrated Technology.
Under the University’s bylaws, the
President is the ex-officio chair of the
faculty and a member of all faculty
committees. The President appoints the
principal academic officers of the
University’s four colleges: Dean of the
College of Liberal Arts; Dean of the
College of Law; Dean of the Atkinson
Graduate School of Management; and
Dean of the Graduate School of
Education. The Dean of Campus Life,
who serves as the chief student affairs
officer of the University, is also
appointed by the President. The five
deans and the President comprise the
Deans Council, which is advisory to
the President.
The vice presidents and deans together
comprise the Administrative Council,
which also serves as an advisory body
to the President. The University’s
organizational structure allows the four
academic units (CLA/Campus Life,
AGSM, Law and GSE) to operate
w i l la m e tte
separately, centralizing administrative
functions to serve as an integrated
network of institutional support for all
four schools. However, Willamette’s
consultative approach to governance,
with a high degree of faculty involve-
ment, is characteristic of its commitment
to building community.
faculty governance
The faculty shares in governance of the
institution through slightly different
mechanisms in each of the four schools.
The College of Liberal Arts faculty
meets as a committee of the whole and
acts on policies and standards necessary
to achieve the educational aims of the
University. Its detailed work is accomp-
lished through and brought to the
faculty as a whole by the Academic
Council, whose responsibilities include
academic standards, policies and
programs. The Faculty Council makes
recommendations with regard to faculty
personnel policies and practices, and
the Budget Advisory Committee
provides information to the dean and
President, the Faculty Council and the
faculty at large about budget planning
and priorities.
21 | willamette.edu
university
The College of Law faculty meets
regularly as a committee of the whole
and considers academic, personnel and
other policy issues. Proposals come
from a series of committees that include
faculty and in most cases one or two
students. Committees include Academic
Affairs; Personnel; Bar Exam; Student
Affairs and Library, Technology, and
Facilities; and Minority Affairs.
The Atkinson Graduate School of
Management faculty engages its shared
governance responsibilities through
faculty committees: the Atkinson
Faculty Personnel Committee engages
personnel issues, defined broadly;
the Atkinson Student and Academic
Affairs Committee engages issues of
student standards and standing; and
the Atkinson Curriculum Committee
engages academic issues.
The Graduate School of Education
faculty meets monthly as a committee
of the whole and act on recommenda-
tions of three standing committees —
Tenure, Curriculum, and Academic
Status and Candidate Affairs — as well
as other business introduced by the
dean or faculty members.
 Prospectus | November 2010 w i l la m e tte
OPPORTUNITIES FOR THE NEXT PRESIDENT OF WILLAMETTE UNIVERSITY
Willamette University has many distinctive advantages,
such as its location adjacent to the state Capitol, which
gives the University community direct access to state
agencies and policy-makers as well as major business
and non-profit leaders working with government. The
University also benefits from its location along the
Pacific Rim and has established strengths in key areas of
relevance to the global community such as: international
partnerships and programs, diversity, sustainability,
civic engagement and public policy. The University’s
attributes also include a proud alumni base, outstanding
faculties at its undergraduate college and three graduate
schools who actively create knowledge and art, and
an idyllic location offering access to both natural and
urban recreation. Drawing upon these many assets,
Willamette is poised to attract a new generation of
talented students, further develop its instruction and
research, and ascend into the ranks of the nation’s leading
liberal arts universities.
The next President of Willamette will follow a highly
successful President, Dr. M. Lee Pelton, whose vision
and leadership have fostered a more vibrant intellectual
community deeply committed to the values expressed
in the University’s motto. His considerable achievements
over the past 13 years include raising the profile of
Willamette in every important aspect, with impressive
results: increased visibility in the form of national awards
and recognition for student and faculty accomplish-
ments in research and scholarship, civic engagement
22 | willamette.edu
university
and sustainability; attracting more multi-cultural and
international students, making Willamette’s College
of Liberal Arts one of the most diverse undergraduate
colleges in Oregon; and developing programs like
Willamette Academy that expand access for high achieving
students who may be the first in their families to attend
college. Successful completion of the recent capital
campaign enabled President Pelton to begin the imple-
mentation of strategies to enhance academic excellence
and the student experience at all levels. As a result,
Willamette is an institution on the rise: one that is more
selective, and attracts some of the brightest faculty and
most promising students in the region, the nation
and the world.
The University is at a critical time in its history. The
Board of Trustees recently (May 2010) approved
the University’s Strategic Statement which outlines an
overall direction for the University.
Central to the Strategic Statement is a reaffirmation of
the University’s educational identity and mission.
Willamette’s motto has been an aspirational theme that
has united the University’s liberal arts undergraduate
college and its three professional graduate schools.
The core commitments of the University include: the
pursuit of excellence in teaching, research and student
learning; sustaining a diverse, vibrant and intellectually
stimulating learning and social community; and pre-
paring globally minded students for meaningful lives of
professional achievement and civic contribution.
 Prospectus | November 2010 w i l la m e tte
In addition to affirming Willamette’s identity, mission
and core commitments, the next President must lead
the University in achieving the following:
• Strengthen teaching, research, scholarship, creative
production and learning: The next President will
provide vision and direction as the University
expands research, invests in high-impact, research-rich
learning and fosters artistic creation. Willamette has
a strong foundation, including the recent transition to
a five-course teaching load at CLA and commensurate
increases in the number of faculty and resources to
support them. Institutional goals in this area include:
o Enhancing opportunities for interdisciplinary
collaborative learning, internships, project-based
and field-based experiential learning and other
innovative teaching and learning experiences;
o Attracting an exceptionally talented, diverse faculty
and student body;
o Improving student engagement and retention;
o Advancing the teacher/scholar model by
supporting the scholarly and pedagogical develop-
ment of faculty at all stages of their careers; and
o Continuing to enhance the competitiveness of
Willamette’s professional programs while uphold-
ing the core values of a liberal arts education.
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university
• S
 ecure the University’s financial position. The
President will help develop and lead the next capital
campaign for the University. She or he will be expected
to provide direction in identifying and articulating
priorities for that campaign. In addition to existing
financial commitments, including the addition of
new faculty lines at the College of Liberal Arts,
Willamette is also continuing to upgrade the quality
of physical space. These initiatives require significant
expenditures. However, there is a strong desire to
continue to promote access and affordability for
students, which is and will continue to be an impor-
tant priority for the University and its resources.
Institutional goals in this area include:
o Planning and executing the next capital campaign;
o Increasing annual support for the University;
o Engaging and encouraging other senior adminis-
trators, including the deans, to fundraise on behalf
of the University; and
o Heightening Willamette’s visibility to attract
resources and assure the University’s legacy.
• Build relationships across the University: The next
President will work closely with the faculties of the
undergraduate college and three graduate schools
and their deans to expand collaboration and
communication, making the most of Willamette’s
advantages and strengths. Institutional goals in this
area include:
o Communicating the distinctive character of the
University comprised of both undergraduate and
graduate programs;
o Promoting intra-disciplinary programs and
collaboration, while maintaining individual and
collective excellence; and
o Seeking opportunities for administrative
collaboration that will optimize resources.
• Continue to distinguish the University through
its commitment to sustainability: The next
President will assist the University in developing
programs, curriculum, internships and other oppor-
tunities for faculty, students and staff that champion
sustainability and reflect these inherently Pacific
Northwest values.
 Prospectus | November 2010 w i l la m e tte
• Enhance commitments to globalism and diversity:
The next President will help instill in students an
understanding of the interdependence of the world’s
cultures and peoples, as well as champion the
University’s commitment to and leadership in social
justice through curricular and co-curricular programs.
In addition, the next President will be expected to
• Connect Willamette to local, national and
continue to foster a campus climate that is inclusive,
supportive and nurturing of open exchange. More
specifically, the next President will be engaged in:
o Increasing the diversity of Willamette’s students,
faculty, staff, administrators and Board of Trustees;
o Assuring that the curriculum and pedagogy at
Willamette reflect the institution’s commitment
to globalism and diversity; and
o Preparing graduates to succeed in an increasingly
global and complex environment.
• Build a campus culture that complements
Willamette’s academic experience: The next President
will give strategic leadership to the integration of
Willamette’s vibrant undergraduate residential life and
co-curricular programs with its academic program
in ways that contribute to students’ personal, social
and ethical development. Institutional goals in this
area include:
o Increasing the systematic integration of student
affairs and academic affairs to foster the well-
rounded development of students as global citizens;
24 | willamette.edu
university
o Capitalize on Willamette’s co-curricular
experiences to contribute to student growth and
development;
o Establishing meaningful traditions and experiences
that build community and cultivate life-long
connections to the University.
international communities: The next President will
create and sustain strategic partnerships for
Willamette at international, national and local levels.
With more than 24,000 alumni around the world,
and increasing international representation within the
student body and faculty, Willamette’s reach is
already global. At the same time, the University
remains committed to local and regional partnerships
that can enhance the quality of life in the area and
prepare students for their pursuits after Willamette.
Institutional goals in this area include:
o Cultivating Willamette’s reputation as a leader in
higher education;
o Advancing students’ opportunities for study abroad,
career exploration and community service;
o Deepening mutually beneficial collaborations with
many agencies and organizations in Salem and the
surrounding region;
o Creating strong, productive relationships with local,
state and federal agencies and governments; and,
o Establishing distinctive and meaningful oppor-
tunities for alumni, parents, and friends to sustain
their relationships with Willamette.
 Prospectus | November 2010 w i l la m e tte university

professional qualifications and personal additional information

characteristics
Willamette University seeks a dynamic leader with a deep
commitment to residential liberal arts and graduate
and professional education, with the ability to champion
and advance the University’s distinctive identity and
mission. The ideal candidate will possess:
• A commitment to the highest standards of learning,
teaching and scholarship;
• Demonstrated administrative and managerial
accomplishment and acumen;
• A deep commitment to shared governance and
transparency in decision-making;
• Successful experience in fundraising;
• A personal interest and commitment to sustainability;
• The ability to build visibility and recognition for the
University;
For more information, please visit Willamette
University’s home page at: willamette.edu.
Compensation
Salary and benefits will be competitive.
Starting Date
July 1, 2011.
Applications and Nominations
For best consideration, please send all nominations
and applications electronically no later than
January 5, 2011 to:
Shelly Weiss Storbeck, Managing Partner and
Nell Booth, Senior Associate
Storbeck / Pimentel & Associates, LLC
Rose Tree Corporate Center II
1400 N. Providence Road, Suite 6000
Media, PA 19063

• An acute appreciation for Willamette’s attributes 610-565-2910 (phone)

and strengths; 610-565-2939 (fax)

• A consultative, accessible and confident leadership n.booth@storbeckpimentel.com (preferred)

style that builds community, cultivates a culture of
teamwork and inspires trust and collaboration at all
levels of the University;
• The ability to think strategically and the capacity to
drive institutional innovation;
• The ability and desire to be the “face” of Willamette
and its primary representative ­— locally, nationally
and globally;
• A demonstrable commitment to diversity in all
its forms;
• Exceptional communications skills; and
• Personal integrity, courage and approachability

25 | willamette.edu
Prospectus | November 2010 w i l la m e tte university

Willamette University is a diverse community that provides equal

opportunity in employment, activities, and its academic programs. The
University shall not discriminate on the basis of race, color, religion, sex,
national origin, disability, age, marital status, veteran status and sexual
orientation. Willamette is firmly committed to adhere to the letter and
spirit of all federal and state equal opportunity and civil rights laws,
including but not limited to Title IX of the Education Amendments of
1972, Section 504 of the Rehabilitation Act of 1973, Title VII of the
Civil Rights Act of 1964, the Age Discrimination in Employment Act
of 1967 (ADEA), the Age Discrimination Act of 1975, the Americans
with Disabilities Act (ADA) of 1990, and their implementing regula-
tions. Willamette University complies with the Student-Right-to-Know
Act, the Campus Security Act and Clery Act, the Equity in Athletics
Disclosure Act (EADA), and the Family Educational Rights and
Privacy Act (FERPA). For information on who to contact with questions
regarding the University’s compliance with these laws, contact the Office
of Human Resources, Willamette University, 900 State Street, Salem,
OR 97301, 503-370-6210.

26 | willamette.edu